Why do misunderstandings arise in international cooperation?
Misunderstandings rarely arise from “bad intentions”. More often, they result from differences in context: how people communicate, how agreements are interpreted, and how decisions are made. In cooperation between Dutch and Moroccan parties, practical factors also play a role, such as language, time pressure, different ways of working, and the use of WhatsApp or phone calls instead of email.
The good news: with a clear structure for expectations, agreements, and follow-up, you can prevent most miscommunication.
1) Start with shared expectations (even before the first assignment)
Cooperation runs most smoothly when both parties share the same view of what “success” means. That seems obvious, but it is often made explicit too late.
Make expectations concrete
- Goal and scope: what exactly is the assignment, and what is explicitly outside of it?
- Quality: which standard do you apply (materials, tolerances, certificates, photos/samples, checkpoints)?
- Lead time: what are realistic lead times and which moments are critical?
- Communication: through which channels, how often, and who decides?
- Budget and pricing logic: is the price all-in, excluding transport, including packaging, including customs formalities, and so on?
Use examples and references
Images and examples often work better internationally than general terms. Think of reference photos, specification sheets, packaging mock-ups, or an existing product link. This prevents discussions about interpretation (“what do we mean by premium, sturdy, or fast delivery?”).
2) Record agreements in a way that works for both parties
A contract is important, but in practice, much day-to-day alignment happens via short messages. The art is to document agreements without making the process unnecessarily heavy.
Work with a one-page “agreements sheet”
A compact document (or shared file) with the key points helps enormously. Keep it simple and up to date:
- Contacts + back-up contact
- Product/delivery: version, quantities, specifications
- Prices, payment moments, currency
- Delivery terms + Incoterms (e.g., EXW/FOB/CIF) if relevant
- Control: who checks what, when, how is a deviation reported?
- Escalation path: what do we do in case of delay, damage, or a quality issue?
Make implicit agreements explicit
Many misunderstandings are hidden in “assumptions”. Examples:
- Who arranges transport and insurance?
- What is the packaging unit and labeling?
- What is the procedure for changes (price, raw material, design)?
- When is something “approved”: after a photo, a sample, or a physical inspection?
3) Ensure unambiguous communication: one source of truth
When information is scattered across email, WhatsApp, phone calls, and separate PDFs, version issues arise. One party works with “version A”, the other with “version B”.
Practical approach
- Work with versions: put a date/version number on quotes, specifications, and packing lists.
- Summarize decisions: after a call or WhatsApp discussion: “Summary: we deliver X, quantities Y, delivery date Z.”
- Limit the number of channels: choose one primary channel for agreements (e.g., email or a shared document) and use WhatsApp for short operational updates.
4) Confirm understanding: the “closed-loop” method
One of the most effective techniques against miscommunication is actively verifying understanding: ask the other party to confirm in their own words what has been agreed. That sounds formal, but it can be very short and friendly.
Examples
- “Can you briefly confirm which specification version you are using?”
- “Can you send back the quantities per variant so we're sure we mean the same thing?”
- “Can you confirm the planning in bullet points: start, interim check, ready, shipment?”
5) Make follow-up standard: cadence, checkpoints, and action items
Follow-up is often the difference between cooperation that “starts well” and cooperation that stays consistently strong. Especially in production, sourcing, and logistics, a fixed rhythm helps.
Work with fixed checkpoints
- Kick-off: confirm scope, specs, planning, roles.
- Interim check: photos, measurement report, sample, or inspection.
- Pre-shipment: packing list, quantities, labeling, documents.
- After-action: evaluation after delivery (what went well, what can be improved?).
Use action items with an owner and deadline
Don't just write “we'll take care of it”, but: who takes care of what by when. That prevents tasks from “falling between the cracks”.
6) Escalate without damage: agree in advance how you will solve problems
Problems are part of doing business: delays, deviations, misunderstandings. What matters is how you deal with them. If you agree on an escalation path in advance, you prevent an issue from becoming personal right away.
Useful agreements
- When is something an “incident” versus a “structural problem”?
- What is the first step: extra inspection, rework, discount, replacement?
- Who decides in case of disagreement (and within what timeframe)?
The role of MAROQ: mediator and bridge between parties
MAROQ supports cooperation between Dutch and Moroccan parties by sharpening expectations, structuring agreements, and spotting misunderstandings early. For example:
- Helping formulate a clear brief and specifications
- Thinking along about workable agreements and checkpoints
- Streamlining communication (summaries, action items, version control)
- Mediating when interpretations diverge
This “bridge” creates calm in the process and enables both parties to focus on quality and results.
