In this example, who made a mistake-the writers of the proposal or the readers of the proposal? Why?

Employees in the British division of an oil and gas company were frustrated. They carefully researched ideas for where to conduct exploration in the Persian Gulf. They wrote reports presenting their recommendations and sent them to the company's headquarters in Texas. But no matter what they recommended, the British division's ideas were turned down.
As it turned out, the British employees had a cultural problem. They were using the careful, understated language of their business culture. They started off each report by identifying the risks of the proposal. Next, they laid out historical background.
Finally, at the end of the report, the writers presented the possible opportunities. Back in Texas, management had the optimistic, can-do spirit typical of U.S. business culture. They were looking for the positives and expected proposal writers to actively sell them on exploration ideas. Without that message, the managers at headquarters concluded that the proposals must not be very attractive. When the British team learned to reorganize and rephrase their reports for an American audience, they started winning approvals.