Resumen
This paper will provide many informative, illuminating, and illustrative examples of cross-cultural misunderstanding that cost literally hundreds of millions of dollars of busines to their rivals who are more culturally and cross-culturally nimble and savvy, enjoying a competitive sustainable advantage in the market place. The paper will examine the feasibility and applicability of two practical models - useful to all supervisory and managerial personnel from the foreman of the plant to the chairman of the board - to minimize cultural clumsiness in the global busines context of the 21st century - driven by the economic forves of liberalization, marketization, privatization, and the information revolution that drove democratization and globalization of the flow and content of information.