In past experiences, when traveling abroad for business dealings, it was discovered early on that most cultures would respect fairness and tolerance, but each to a different degree. American women in leadership positions have had to struggle to find ways to be effective in cultures where their authority and credibility are not traditionally the norm. Perhaps it was the value of fairness that clashed with tolerance or respect for diversity on that particular business trip to Japan over 10 years ago. However, even if there was underlying agreement on these values, in this particular scenario these values ​​were prioritized differently across the two cultures and could have been expressed differently for this reason. The writer is a 21-year-old single woman who just quickly earned a bachelor's degree in business marketing when she was allowed to participate in a year-long internship program in Japan. The organization recently opened a new pilot program for new graduate interns interested in participating in marketing campaigns outside the United States. The company's CEO believed that there were real growth opportunities for the organization in this particular region. The program was therefore launched quite quickly. Before leaving for Japan, she and various other colleagues made their mark within the organization, proving that they could handle the job. Additionally, shortly afterward, she and a small group of American professionals left for Japan. The conflict between values ​​became evident early on when it was discovered that Japanese women were treated by the local population as second-class citizens. The country's values ​​were very different there, and women began to feel alienated almost immediately. The options... middle of paper ... he decides to resolve the problem by escalating his concerns to a higher level. Later in the year, adjustments were made to the pilot program stipulating that foreign businesswomen would depend on their degree of involvement in a culture in the globalization process, first as businessmen , secondly as representatives of their culture, and thirdly, as women. This was very different from previous models at the start of the program, where businesswomen were seen first as representatives of their gender, secondly as representatives of their culture and finally, if at all, as women of business. This ratification or change was of course not immediate since many countries were still new to globalization and multicultural business relationships, but it gradually became a set of behaviors that recognized at least one change over time..