During the Korean War, US-Japan relations changed dramatically from the occupation status into one of a security partnership in Asia. When North Korea invaded South Korea, Washington perceived Japan as the ultimate target. Washington immediately intervened in the Korean peninsula to protect the South on behalf of Japanese security. Japanese security was the most important objective of American policy regarding the Korean War, a reality to which historians have not given legitimate attention. While fighting in Korea, Washington decided to conclude an early peace treaty with Japan to initiate Japanese rearmament. The issue of Japanese rearmament was a focal point in the Japanese peace negotiation. Washington pressed Japan to rearm rapidly, but Tokyo stubbornly opposed. Under pressure from Washington, the Japanese government established the National Police Reserve and had to expand its military forces during the war. When the Korean War ceased in July 1953, Japanese armed forces numbered about 180,000 men. The Korean War also brought a fundamental change to Japanese economic and diplomatic relations in Asia. With a trade embargo on China following the unexpected Chinese intervention in Korea, Washington wanted to forbid Sino-Japanese trade completely. In addition, Washington pressed Tokyo to recognize the Nationalist regime in Taiwan …

Increasing globalization and transnational trends in business have resulted in greater contact with people from different cultures. However, in any cross-cultural encounter, miscommunication and misunderstandings are likely to occur. In a workplace setting, these can seriously undermine job performance and employee relations. The Intercultural Sensitizer is a cross-cultural training tool that is designed to increase the likelihood that trained individuals will make accurate interpretations concerning behavior observed in individuals from other cultural groups (Albert, 1983) . The purpose of this study was two-fold: (1) to identify cultural differences between Americans and Japanese that can lead to misunderstandings in the workplace and hinder communication, and (2) to construct an intercultural sensitizer that will enable the two cultural groups to interact more effectively with each other. The study's five-phase research design was based on Albert's (1983) delineation of the construction of an intercultural sensitizer. Twenty-four episodes were constructed and statistically analyzed to determine if there was a difference in the way the two cultural groups responded to a given situation. Nine episodes yielded critical values significant at the .05 level. The study concluded that there while there are differences in the cultural perspectives of American and Japanese business professionals, the two groups …