This would have led to a lack of communication between colleagues and Silvio about issues or advice they would have otherwise shared. Reiterated by the GLOBE dimensions, with high in-group collectivism cultures (such as India), members are accustomed to working with their own groups and are less concerned with transferring knowledge to those outside their own group. (Dimensions of Leadership: Culture and Leadership) Additionally, as Indian culture relies on high context communication (as Silvio mentioned, few people expressed concerns and questions about his strategy despite their presence), Silvio , coming from a low-context communication background, would not have chosen to be aware of the subtle signals his colleagues were giving him, even if they were giving him feedback or advice. Furthermore, as mentioned previously, Silvio's highly respected role at Schindler may have made him even more precluded than the average manager from listening to these signals, as the previous norm he had become accustomed to was a culture where his colleagues informed him of these signals.