things which are rational in one may not translate to the other. Key questions are: What is culture? How is an individual unique within a culture? Hall asserted: Proportionality bias assumes that small things in one culture are small in every culture. In reality, cultures prioritize differently. In Western (especially Northern European) culture, time schedules are important, and being late can be a major discourtesy. Waiting one's turn is the cultural norm, and failing to stand in line is a cultural failing. "Honor killing" seems bizarre in some cultures but is an accepted part of others. Even within a culture, however, individuals remain individual. Presumption of unitary action by organizations is another trap. In Japanese culture, the lines of authority are very clear, but the senior individual will also seek consensus. American negotiators may push for quick decisions, but the Japanese need to build consensus first; once it exists, they may execute it faster than Americans. The "other side" is different The analyst's country (or organization) is not identical to that of their opponent. One error is to mirror-image the opposition, assuming it will act the same as one's country and culture would under the same circumstances. "It seemed inconceivable to the U.S. planners in 1941 that the Japanese would be so foolish to attack a power whose resources so exceeded those of Japan, thus virtually guaranteeing defeat". In like manner, no analyst in US Navy force protection conceived of an Arleigh Burke-class destroyer such as the being attacked with a small suicide boat, much like those the Japanese planned to use extensively against invasion forces during World War II. The "other side" makes different technological assumptions An opponent's cultural framework affects its approach to technology. That complicates the task of one's own analysts in assessing the opponent's resources, how they may be used and defining intelligence targets accordingly. Mirror-imaging, committing to a set of common assumptions rather than challenging those assumptions, has figured in numerous intelligence failures. In the Pacific Theater of World War II, the Japanese seemed to believe that their language was so complex that even if their cryptosystems such as Type B Cipher Machine (Code Purple) were broken, outsiders would not really understand the content. That was not strictly true, but it was sufficiently that there were cases that even the intended recipients did not clearly understand the writer's intent. On the other side, the US