It is recognized worlwide that the long-standing process of globalization, encouraged by the evolution of ICT technologies has beee leading to the cancellation of the distances, not only at a geographical but also at a cultural level. In reality, even when people are collaborating in the same room, it is not rare that they do not understand each other or that their communication is not effective. This is often due to reasons related to diversity in sensitivity, education, behavioral standards, etc. and not just for mere language and translation proficiency, poor technical contents or both.

In our experience we have learned that, even if objectives and values are the same or similar, the members in one work / project group may achieve greater success and more easily if aware of the others’ sensitivities and the paradigms of thought , since this can result in smoother or troublesome communication, stronger or weaker relationship and in the end of closer or loose cooperation.

Certainly, as surveys and studies by researchers keep on showing, an education of our mind about cross-cultural management impacts and interculturality can become wirh any professional sphere a popwerful tool, or at least a resource to be cared of and optimized.

To such aim JMAC provides an experienced support to the recognition of the paradigms that define the major aspects of diversity, while promoting a strategy design based on the awareness of diversity in a sort of map.of the cultural differences and similarities among countries and people.

Also, examples drawn from the daily management practice ( that everyone can put in place to dampen the effects of confrontation, rupture or dissatisfaction) offer an operational guide to remove barriers and achieve the goals of managers as a crosswise, common success of globally committed teams.