The Joint venture was facing performance problems. Executive Design Ltd ED and the Office Design partners (Thailand) Ltd ODP were seen to face issues. Robert Chang points out the primary issues being that of the inefficient simple daily communication. Employees at all levels of the organization, especially in the Bangkok office were seen to use English as the common language. However this was the not the right medium of communication, as the Taiwanese believed they were not as gifted in English and could not converse in Thai either. This led to communication issues between the Thai and the Taiwanese. Ed expected to only guide and ODP waited for ED to lead and later complained that they were not being hands-on
The fundamental aspects are allowing the employees to voice their opinion. The employee views must be listened and execution of their reasonable needs must be done. They should be heard and the reasons for the functioning of the organization in a certain way must be clearly communicated with the employee. The personnel who speak to the employee must be in a position to speak clearly, speak relevant details pertaining to the employee. This should be more like a conversation instead of a monologue. The company must remain open to new ideas and try to incorporate any new ideas into the existing process for when “A company language facilitates communication among subsidiaries and between headquarters and subsidiaries; it can, however, also give headquarters a false sense of security if headquarters personnel think that everyone in the company is fluent in the company language” (Varner and Beamer, 2011, p.62). Ideally when there is interaction between the employees and the company there must be proper groundwork undertaken by them.