Intercompetence is an intermediary stage in behavioural competence which occurs during confrontation with a new culture. It is a common, two-way phenomenon within ELT when expatriate personnel work within foreign institutions—when (a) local and expatriate colleagues belong to different professional-academic cultures, and (b) the expatriates fail to understand the protocols of the host institution. Each party thus fails to behave appropriately within the terms of the other. By looking at four cases, the paper demonstrates how intercompetence can pervade and damage the effectiveness of many aspects of ELT work. An ethos of change is inherent in the professional-academic culture of Western ELT. Failure to recognise and address intercompetence can increase local perceptions of this change as cultural imperialism in ELT. Intercompetence may be significantly decreased if management strategies are introduced to provide all parties with opportunities to observe, reflect upon and learn about the new situations within which they are working. These strategies should capitalise on ELT expatriates' experience of learning new cultures, acquired while working in a range of culturally marginal situations.