跨文化交际课程unit6教学课件

1、 Warm-up casesWarm-up cases When President George Bush went to Japan with leading American businessmen, he made explicit and direct demands on Japanese leaders, which violated Japanese etiquette. To the Japanese, it is rude and a sign of ignorance or desperation to make direct demands. Some analysts

2、 believe it severely damaged the negotiations and confirmed to the Japanese that Americans are barbarians. A Japanese manager in an American campany was told to give critical feedback to a subordinate during a performance evaluation. Because the Japanese are used to high context language and are unc

3、omfortable with giving direct feedback, it took the manager five tries before he was direct enough for the American subordinate to understand. mQuestions for discussion: Why did the Japanese think that Americans are barbarians? Why was it so difficult for the Japanese manager to tell his subordinate

4、 about his poor performance? Case 2 Unhappy with the Money PaidCase 2 Unhappy with the Money Paid Mr. Wang and Mr. zheng met Dr. Huang, a Chinese Australian, while doing their MA course in TESOL at the former Canberra College of Advanced Education. Every other weekend, Dr. Huang would ask Mr. Wang a

5、nd Mr. zheng, together with one or two other students, to come to her home for dinner. Everyone seemed at home with each other and got on very nicely. During one conversation, Dr. Huang found out Mr. Wang and Mr. zheng were good carpenters, so she asked if they could help her tear down the old fence

6、 and erect a new one around her house. Feeling grateful to her for all the wonderful things she had done for them and all the efforts she had made in helping them adjust to the new culture, the two Chinese students instantly agreed and promised to make her a Chinese-style fence that would add a home

7、 feeling to her typical Australian house. During the semester break, the two students arrived in Dr. Huangs place, where they looked around and enjoyed some drinks. Just as they were to start work on the fence, Dr. Huang asked how much money they wanted for the whole project. Mr. Zheng smiled and sa

8、id, You dont have to pay. We are happy to be able to do something for you. At Dr. Huangs insistence, Mr. Wang shyly asked if one hundred dollars would be all right. Dr. Huang handed them an envelop with one hundred Australian dollars enclosed. Seeing that Mr. Zheng did not open the envelope, Dr. Hua

9、ng insisted that they confirm there was one hundred dollars enclosed. A bit embarrassed, Mr. Zheng opened it and assured her that there was no mistake. They thanked each other, and Mr. Wang and Mr. Zheng left her place, with Dr. Huang confused about their uneasy feeling. When Mr. Wang and Mr. Zheng

10、returned to their residence, they complained about her being stingy. Question for discussion; Why were Mr. Zheng and Mr. Wang unhappy when they opened the envelope and saw the one hundred dollars ? Chinese are usually ill at ease when talking about pay with friends or relatives. The lifecycle of a g

11、roupThe lifecycle of a group mStage one: Forming mWhen a group is forming, members expect the new group to be like their previous group experiences. Example: Solving ProblemsExample: Solving Problems mA Chinese family worries about their childs safety, because the child has to cross a dangerous inte

12、rsection on the way to school. They solve the problem by having one of the parents or grandparents accompany the child to school. mAn American family worries about their childs safety, because the child has to cross a dangerous intersection on the way to school. They solve the problem by organizing

13、a group of parents to ask the school administration to provide a crossing guard at the intersection during the hours children are coming and going from school. Why ?Why ? Individualists think groups can accomplish things a person cannot do alone, so forming a group is a way to achieve personal goals

14、. What are the Chinese attitudes towards joining groups ? To individualistsTo individualists mAll groups are temporary; mGroups can accomplish things a person cannot do alone, so forming or joining a group is a way to achieve personal goals; mIf the boss assigns him to work on a task force, the indi

15、vidualist is likely to see his bosss assignment as a chance to develop his leadership skills; mThey expect each group to be different. To CollectivistsTo Collectivists mThey are likely to see himself as a representative of his important ingroups; mParticipating is not a personal choice but a respons

16、e to the wishes of others; mThe usual attitude of a collectivist is to expect the new group to be similar to other groups he has participated in; mThey are not usually thinking of the group as an opportunity to pursue his personal goals. The advices for the Chinese in foreign companyThe advices for

17、the Chinese in foreign company mpay less attention to status and hierarchy than in other groups; mWestern groups usually prefer smaller power distances between leaders and members, so deferring to the leader too much will make a poor impression; mOnce the leaders give direct orders, give them a resp

18、onse and feedback and take action as direct and quick as possible. Stage two: StormingStage two: Storming mWhen a group is storming, members compete and cooperate as they negotiate important issues of group life. To individualistsTo individualists mPrefer to compete and negotiate openly; mThe contes

19、ts are supposed to be about ideas and issues rather than about power; mThe lower ranking person might be appointed leader because the task of the group is in his area of special expertise; mThe status and prestige a member enjoys in a group is only partly determined by the members position in formal

20、 hierarchies. To collectivistsTo collectivists mThey instinctively avoid open competition in a group unless there is a high level of trust among group members; mThe conflict is usually disguised(隐藏) and often occurs behind the scenes; mRelationships among members may be neglected as members focus mo

21、st of their attention on the leader; mThe relatively large power distances and the obligation to show respect to those in higher positions usually determines their behavior in a group. Stage three: NormingStage three: Norming mWhen a group is norming, the focus of group life shifts from I to we. To

22、individualistsTo individualists mThe individualist culture groups will form around agreement on goals and tasks; mWestern teambuilding training often emphasizes this aspect of group life and refers to it as team spirit; mIndividualists emphasize procedures for decision- making; mIndividualists are m

23、ore likely to specialize group roles and their group boundaries are relatively open. To collectivistsTo collectivists mCollectivist culture groups form around commitment to the members of the group; mGoals may be important but feelings of closeness among group members are often more important; mColl

24、ectivists emphasize the leaders role in decision-making; mThe collectivists have similar roles in one group. Stage four: PerformingStage four: Performing mWhen a group is performing, it is doing its work. The members have found their places in the group. To individualistsTo individualists mIndividua

25、lists may require more time to implement(实行、执行) decisions; mIndividualists can cross group boundaries more easily; mIndividualists are less loyal to their groups; mIndividualists expect to be rewarded as individuals. To collectivistsTo collectivists mThey have difficulty sharing leadership roles; mT

26、hey are pround of their group; Cutural Variations in Negotiation Styles mCultural Variations in Conducting Business Negotiation Atmosphere American: pursue the economic gain, view socialization as unimportant, prestige is achieved by their ability to maneuver the debate. French: distrust their count

27、erparts in the begining, see themselves as more experienced negotiators. Japanese: socializing is integral to the negotiation process, rely on the trust established between the parties involved and on an implicit understanding. Chinese: mutual interests and friendships are important in the negotiati

28、on process, favorable terms are anticipated from friends. Middle Eastern negotiators: Hospitality is the first priority, and negotiations are initiated with pre- negotiation social graces. Detail : Depth VS. Breadth American and French: put considerable emphasis on written agreements or contracts. J

29、apanese: less detail-oriented and rely primarily on general, brief written agreements. Chinese: prefer written agreements that would appear too general and leave room for trust and common sense. Middle Eastern and Mexican negotiators: prefer agreements that are bound by an oral understanding. Commun

30、ication Style American: be ready to engage in bargaining, or compromise in the negotiation process; tend to be more interested in logical arguments than in the people they are dealing with. British: more silence is utilized and they are less egalitarian; have a polite and yet indistinct style of neg

31、otiating. Japanese: more easily persuadable, show liitle reaction to their counterparts during negotiations. Chinese: do not wish to openly confront conflict, make concessions(让步) slowly and refrain from(节制、克制) small talk. French: insist on the use of their own language in negotiation settings, put

32、forth all their information and establish principles of reasoning first, new information is not easily accepted. Germans: tend to compromise, be generally clear, firm, and assertive in their expression, frequently interrupt. Cultural Variations in Selecting NegotiatorsCultural Variations in Selectin

33、g Negotiators Americans: believe that relying on social status for such selection is not the best approach; younger negociators are more common among American teams than in other cultures. French: the members are selected on the basis of their social and professional status; personality and backgrou

34、nd among French negotiators is important and appear to be influential in the negotiation process. Japanese: the Japanese business negotiators are in the late thirties or forties; selection of negotiators is based largely on status and knowledge. Chinese: expect to deal with someone of authority and

35、high status; feel insulted or slighted if they do not negotiate with such individuals. Middle Eastern: the oldest member is usually the leader and younger members may even be ignored in Iranian teams. Cultural Variations in Decision-makingCultural Variations in Decision-making mProblem-solving Proce

36、ss American: view negotiations as problem-solving sessions; rely on rational thinking and concrete data and utilize a factual inductive style of persuasion. French: debate more than they bargain and are less apt than Americans to be flexible for the sake of agreement. Japanese: depend heavily on lev

37、el expertise; allow little room for flexibility in the negotiations. Chinese: decision-making is more authoritative than consensual; decisions are exclusively made by higher level authorities. Middle-Easterners: have an intuitive-affective approach to persuasion; the leaders always make the final de

38、cision and expect the highest ranking representatives to negotiate with them. Mexicans: use a centralized decision-making process; make compromise is common to them. mOrganizational Structure American: The task-related stage where the most information is given is most important in ensuring successfu

39、l negotiations; tend to move toward the bargaining stage too quickly. French: engage in a lateral style of negotiation; first comes the outline agreement, then the principal agreement, and then the headings agreement. Japanese: consider the open disagreement as insulting and embarrassing behavior; m

40、odifications can be made once the final agreement is decided upon. mMiddle Eastern negotiation: Pre-negotiation is crucial; establishing a comfortable climate and spending time on the exploratory phase of negotiations are crucial. mMexican: the begining stage of negotiations is used for social disco

41、urse and gaining trust among participants. ExercisesExercises A. Comprehension Check Decide whether the following statements are true or false . _1. The Japanese believe that socializing is integral to the negotiation process while the Americans do not think so. _2. American negotiction team members

42、 are usually selected on the basis of their social and professional status. _3. Like Japanese and Chinese negotiators, a detailed written agreement is not central to the negotiation process in the Middle East, Mexico and France. m_4. The British employ a negotiating style similar to that of American

43、s, but more silence is utilized and they are less egalitarian. m_5. The Brazilians do not openly disagree during formal negotiations; they would consider this insulting and embarrassing. m_6. Creating a comfortable climate and spending time on the exploratory phase of negotiations are vrucial in Mid

44、dle East and Brazil. Cultural PuzzlesCultural Puzzles mRead the following situations and choose the appropriate answer(s). There may be more than one possible answer for each cultural puzzle. 1. Situation: After a busy week, Jim, an American, was looking forward to spending Saturday reading and rela

45、xing by himself. He had been very busy at work during the week and had worked overtime.Saturday came and Jim rested himself in his most comfortable chair. Just as he started to read, the doorbell rang. He answered the door and to his surprise, his former Arabian co-worker, Magid, was standing at the

46、 door. They had been good friends at work, but had lost contact since Magid left. It was several months since they had saw each other. How do you think Jim felt ? a) Jim probably had mixed feelings when he saw Magid. He was happy to see him, but felt disappointed that he couldnt spend the time alone

47、. b) Jim was a little bit upset by the sudden droping by of Magid. c) Jim was so happy to see Magid that he forgot about wanting to spend the day by himself. Now read the situation from magids point Now read the situation from magids point of viewof view 2. Situation: One saturday morning, Magid was

48、 home and didnt have much to do. He thought about his friend, Jim, who he used to work with. It was a long time since they had seen each other and Magid felt bad about this. He had told Jim that he would come and visit him sometime, but several months had passed and he just couldnt find the time. He remembered that