跨文化交际课程unit6PPT课件

InterculturalcommunicationLecture6:CuturalVariationsinNegotiationStylesReviewCulturalValuesComparisonBetweenChineseValuesandWesternValues(expressinggratitude,symbolizationandattitudestowardswomen)CulturalDimensionsPowerDistance(smallandlarge)IndividualismVersusCollectivismMasculinityVersusFeminityUncertaintyAvoidance(lowandhigh)TheMianContentThelifecycleofagroupStageone:FormingStagetwo:StormingStagethree:NormingStagefour:PerformingCuturalVariationsinNegotiationStylesCulturalVariationsinConductingBusinessCulturalVariationsinSelectingNegotiatorsCuturalVariationsinDecision-makingWarm-upcasesWhenPresidentGeorgeBushwenttoJapanwithleadingAmericanbusinessmen,hemadeexplicitanddirectdemandsonJapaneseleaders,whichviolatedJapaneseetiquette.TotheJapanese,itisrudeandasignofignoranceordesperationtomakedirectdemands.SomeanalystsbelieveitseverelydamagedthenegotiationsandconfirmedtotheJapanesethatAmericansarebarbarians.AJapanesemanagerinanAmericancampanywastoldtogivecriticalfeedbacktoasubordinateduringaperformanceevaluation.BecausetheJapaneseareusedtohighcontextlanguageandareuncomfortablewithgivingdirectfeedback,ittookthemanagerfivetriesbeforehewasdirectenoughfortheAmericansubordinatetounderstand.Questionsfordiscussion:WhydidtheJapanesethinkthatAmericansarebarbarians?WhywasitsodifficultfortheJapanesemanagertotellhissubordinateabouthispoorperformance?Case2UnhappywiththeMoneyPaidMr.WangandMr.zhengmetDr.Huang,aChineseAustralian,whiledoingtheirMAcourseinTESOLattheformerCanberraCollegeofAdvancedEducation.Everyotherweekend,Dr.HuangwouldaskMr.WangandMr.zheng,togetherwithoneortwootherstudents,tocometoherhomefordinner.Everyoneseemedathomewitheachotherandgotonverynicely.Duringoneconversation,Dr.HuangfoundoutMr.WangandMr.zhengweregoodcarpenters,sosheaskediftheycouldhelpherteardowntheoldfenceanderectanewonearoundherhouse.Feelinggratefultoherforallthewonderfulthingsshehaddoneforthemandalltheeffortsshehadmadeinhelpingthemadjusttothenewculture,thetwoChinesestudentsinstantlyagreedandpromisedtomakeheraChinese-stylefencethatwouldaddahomefeelingtohertypicalAustralianhouse.Duringthesemesterbreak,thetwostudentsarrivedinDr.Huang'splace,wheretheylookedaroundandenjoyedsomedrinks.Justastheyweretostartworkonthefence,Dr.Huangaskedhowmuchmoneytheywantedforthewhole"project".Mr.Zhengsmiledandsaid,"Youdon'thavetopay.Wearehappytobeabletodosomethingforyou."AtDr.Huang'sinsistence,Mr.Wangshylyaskedifonehundreddollarswouldbeallright.Dr.HuanghandedthemanenvelopwithonehundredAustraliandollarsenclosed.SeeingthatMr.Zhengdidnotopentheenvelope,Dr.Huanginsistedthattheyconfirmtherewasonehundreddollarsenclosed.Abitembarrassed,Mr.Zhengopeneditandassuredherthattherewasnomistake.Theythankedeachother,andMr.WangandMr.Zhengleftherplace,withDr.Huangconfusedabouttheiruneasyfeeling.WhenMr.WangandMr.Zhengreturnedtotheirresidence,theycomplainedaboutherbeingstingy.Questionfordiscussion;WhywereMr.ZhengandMr.Wangunhappywhentheyopenedtheenvelopeandsawtheonehundreddollars?Chineseareusuallyillateasewhentalkingaboutpaywithfriendsorrelatives.ThelifecycleofagroupStageone:FormingWhenagroupisforming,membersexpectthenewgrouptobeliketheirpreviousgroupexperiences.Example:SolvingProblemsAChinesefamilyworriesabouttheirchild'ssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyhavingoneoftheparentsorgrandparentsaccompanythechildtoschool.AnAmericanfamilyworriesabouttheirchild'ssafety,becausethechildhastocrossadangerousintersectiononthewaytoschool.Theysolvetheproblembyorganizingagroupofparentstoasktheschooladministrationtoprovideacrossingguardattheintersectionduringthehourschildrenarecomingandgoingfromschool.Why?Individualiststhinkgroupscanaccomplishthingsapersoncannotdoalone,soformingagroupisawaytoachievepersonalgoals.WhataretheChineseattitudestowardsjoininggroups?ToindividualistsAllgroupsaretemporary;Groupscanaccomplishthingsapersoncannotdoalone,soformingorjoiningagroupisawaytoachievepersonalgoals;Ifthebossassignshimtoworkonataskforce,theindividualistislikelytoseehisboss'sassignmentasachancetodevelophisleadershipskills;Theyexpecteachgrouptobedifferent.ToCollectivistsTheyarelikelytoseehimselfasarepresentativeofhisimportantingroups;Participatingisnotapersonalchoicebutaresponsetothewishesofothers;Theusualattitudeofacollectivististoexpectthenewgrouptobesimilartoothergroupshehasparticipatedin;Theyarenotusuallythinkingofthegroupasanopportunitytopursuehispersonalgoals.TheadvicesfortheChineseinforeigncompanypaylessattentiontostatusandhierarchythaninothergroups;Westerngroupsusuallyprefersmallerpowerdistancesbetweenleadersandmembers,sodeferringtotheleadertoomuchwillmakeapoorimpression;Oncetheleadersgivedirectorders,givethemaresponseandfeedbackandtakeactionasdirectandquickaspossible.Stagetwo:StormingWhenagroupisstorming,memberscompeteandcooperateastheynegotiateimportantissuesofgrouplife.ToindividualistsPrefertocompeteandnegotiateopenly;Thecontestsaresupposedtobeaboutideasandissuesratherthanaboutpower;Thelowerrankingpersonmightbeappointedleaderbecausethetaskofthegroupisinhisareaofspecialexpertise;Thestatusandprestigeamemberenjoysinagroupisonlypartlydeterminedbythemember'spositioninformalhierarchies.TocollectivistsTheyinstinctivelyavoidopencompetitioninagroupunlessthereisahighleveloftrustamonggroupmembers;Theconflictisusuallydisguised(隐藏)andoftenoccursbehindthescenes;Relationshipsamongmembersmaybeneglectedasmembersfocusmostoftheirattentionontheleader;Therelativelylargepowerdistancesandtheobligationtoshowrespecttothoseinhigherpositionsusuallydeterminestheirbehaviorinagroup.Stagethree:NormingWhenagroupisnorming,thefocusofgrouplifeshiftsfrom"I"to"we".ToindividualistsTheindividualistculturegroupswillformaroundagreementongoalsandtasks;Westernteambuildingtrainingoftenemphasizesthisaspectofgrouplifeandreferstoitasteamspirit;Individualistsemphasizeproceduresfordecision-making;Individualistsaremorelikelytospecializegrouprolesandtheirgroupboundariesarerelativelyopen.TocollectivistsCollectivistculturegroupsformaroundcommitmenttothemembersofthegroup;Goalsmaybeimportantbutfeelingsofclosenessamonggroupmembersareoftenmoreimportant;Collectivistsemphasizetheleader'sroleindecision-making;Thecollectivistshavesimilarrolesinonegroup.Stagefour:PerformingWhenagroupisperforming,itisdoingitswork.Themembershavefoundtheirplacesinthegroup.ToindividualistsIndividualistsmayrequiremoretimetoimplement(实行、执行)decisions;Individualistscancrossgroupboundariesmoreeasily;Individualistsarelessloyaltotheirgroups;Individualistsexpecttoberewardedasindividuals.TocollectivistsTheyhavedifficultysharingleadershiproles;Theyareproundoftheirgroup;CuturalVariationsinNegotiationStylesCulturalVariationsinConductingBusinessNegotiationAtmosphereAmerican:pursuetheeconomicgain,viewsocializationasunimportant,prestigeisachievedbytheirabilitytomaneuverthedebate.French:distrusttheircounterpartsinthebegining,seethemselvesasmoreexperiencednegotiators.Japanese:socializingisintegraltothenegotiationprocess,relyonthetrustestablishedbetweenthepartiesinvolvedandonanimplicitunderstanding.Chinese:mutualinterestsandfriendshipsareimportantinthenegotiationprocess,favorabletermsareanticipatedfromfriends.MiddleEasternnegotiators:Hospitalityisthefirstpriority,andnegotiationsareinitiatedwithpre-negotiationsocialgraces.Detail:DepthVS.BreadthAmericanandFrench:putconsiderableemphasisonwrittenagreementsorcontracts.Japanese:lessdetail-orientedandrelyprimarilyongeneral,briefwrittenagreements.Chinese:preferwrittenagreementsthatwouldappeartoogeneralandleaveroomfortrustandcommonsense.MiddleEasternandMexicannegotiators:preferagreementsthatareboundbyanoralunderstanding.CommunicationStyleAmerican:bereadytoengageinbargaining,orcompromiseinthenegotiationprocess;tendtobemoreinterestedinlogicalargumentsthaninthepeopletheyaredealingwith.British:moresilenceisutilizedandtheyarelessegalitarian;haveapoliteandyetindistinctstyleofnegotiating.Japanese:moreeasilypersuadable,showliitlereactiontotheircounterpartsduringnegotiations.Chinese:donotwishtoopenlyconfrontconflict,makeconcessions(让步)slowlyandrefrainfrom(节制、克制)smalltalk.French:insistontheuseoftheirownlanguageinnegotiationsettings,putforthalltheirinformationandestablishprinciplesofreasoningfirst,newinformationisnoteasilyaccepted.Germans:tendtocompromise,begenerallyclear,firm,andassertiveintheirexpression,frequentlyinterrupt.CulturalVariationsinSelectingNegotiatorsAmericans:believethatrelyingonsocialstatusforsuchselectionisnotthebestapproach;youngernegociatorsaremorecommonamongAmericanteamsthaninothercultures.French:themembersareselectedonthebasisoftheirsocialandprofessionalstatus;personalityandbackgroundamongFrenchnegotiatorsisimportantandappeartobeinfluentialinthenegotiationprocess.Japanese:theJapanesebusinessnegotiatorsareinthelatethirtiesorforties;selectionofnegotiatorsisbasedlargelyonstatusandknowledge.Chinese:expecttodealwithsomeoneofauthorityandhighstatus;feelinsultedorslightediftheydonotnegotiatewithsuchindividuals.MiddleEastern:theoldestmemberisusuallytheleaderandyoungermembersmayevenbeignoredinIranianteams.CulturalVariationsinDecision-makingProblem-solvingProcessAmerican:viewnegotiationsasproblem-solvingsessions;relyonrationalthinkingandconcretedataandutilizeafactualinductivestyleofpersuasion.French:debatemorethantheybargainandarelessaptthanAmericanstobeflexibleforthesakeofagreement.Japanese:dependheavilyonlevelexpertise;allowlittleroomforflexibilityinthenegotiations.Chinese:decision-makingismoreauthoritativethanconsensual;decisionsareexclusivelymadebyhigherlevelauthorities.Middle-Easterners:haveanintuitive-affectiveapproachtopersuasion;theleadersalwaysmakethefinaldecisionandexpectthehighestrankingrepresentativestonegotiatewiththem.Mexicans:useacentralizeddecision-makingprocess;makecompromiseiscommontothem.OrganizationalStructureAmerican:Thetask-relatedstagewherethemostinformationisgivenismostimportantinensuringsuccessfulnegotiations;tendtomovetowardthebargainingstagetooquickly.French:engageinalateralstyleofnegotiation;firstcomestheoutlineagreement,thentheprincipalagreement,andthentheheadingsagreement.Japanese:considertheopendisagreementasinsultingandembarrassingbehavior;modificationscanbemadeoncethefinalagreementisdecidedupon.MiddleEasternnegotiation:Pre-negotiationiscrucial;establishingacomfortableclimateandspendingtimeontheexploratoryphaseofnegotiationsarecrucial.Mexican:thebeginingstageofnegotiationsisusedforsocialdiscourseandgainingtrustamongparticipants.ExercisesA.ComprehensionCheckDecidewhetherthefollowingstatementsaretrueorfalse.___1.TheJapanesebelievethatsocializingisintegraltothenegotiationprocesswhiletheAmericansdonotthinkso.___2.Americannegotictionteammembersareusuallyselectedonthebasisoftheirsocialandprofessionalstatus.___3.LikeJapaneseandChinesenegotiators,adetailedwrittenagreementisnotcentraltothenegotiationprocessintheMiddleEast,MexicoandFrance.___4.TheBritishemployanegotiatingstylesimilartothatofAmericans,butmoresilenceisutilizedandtheyarelessegalitarian.___5.TheBraziliansdonotopenlydisagreeduringformalnegotiations;theywouldconsiderthisinsultingandembarrassing.___6.CreatingacomfortableclimateandspendingtimeontheexploratoryphaseofnegotiationsarevrucialinMiddleEastandBrazil.CulturalPuzzlesReadthefollowingsituationsandchoosetheappropriateanswer(s).Theremaybemorethanonepossibleanswerforeachculturalpuzzle.1.Situation:Afterabusyweek,Jim,anAmerican,waslookingforwardtospendingSaturdayreadingandrelaxingbyhimself.Hehadbeenverybusyatworkduringtheweekandhadworkedovertime.SaturdaycameandJimrestedhimselfinhismostcomfortablechair.Justashestartedtoread,thedoorbellrang.Heansweredthedoorandtohissurprise,hisformerArabianco-worker,Magid,wasstandingatthedoor.Theyhadbeengoodfriendsatwork,buthadlostcontactsinceMagidleft.Itwasseveralmonthssincetheyhadsaweachother.HowdoyouthinkJimfelt?a)JimprobablyhadmixedfeelingswhenhesawMagid.Hewashappytoseehim,butfeltdisappointedthathecouldn'tspendthetimealone.b)JimwasalittlebitupsetbythesuddendropingbyofMagid.c)JimwassohappytoseeMagidthatheforgotaboutwantingtospendthedaybyhimself.Nowreadthesituationfrommagid'spointofview2.Situation:Onesaturdaymorning,Magidwashomeanddidn'thavemuchtodo.Hethoughtabouthisfriend,Jim,whoheusedtoworkwith.ItwasalongtimesincetheyhadseeneachotherandMagidfeltbadaboutthis.HehadtoldJimthathewouldcomeandvisithimsometime,butseveralmonthshadpassedandhejustcouldn'tfindthetime.HerememberedthatJimhadtoldhim,"Comeandvisitwhenyougetthechance.Iwanttostayintouchwithyou."ThisSaturdaymorningseemedlikeagoodtimetovisit.HewenttoJim'shouseandrangthedoorbell.WhenJimansweredthedoor,hedidn'tlookcompletelyhappytoseeMagid.Then,afterafewseconds,hesmiledandsaid,"Hi,Magid.Comeonin."HowdoyouthinkMagidfelt?a)Magidwasprobablyoffended.b)MagidunderstoodthatJimwantedtobebyhimselfthatday.c)MagidunderstoodthatJimwasalittlebitupsetbecausehedroppedbywithoutcallingfirst.Nowcontinuereadingaboutwhathappenedduringthevisit3.Situation:JimaskedMagidtocomeintohishome.TheytalkedaboutwhattheyhadbeendoingsinceMagidleftthecompany.Magidstayedaboutthreehoursandthensaid,"I'dbettergonow."JimgotupandsawMagidout.TheysaidgoodbyetoeachotherandJimthankedMagidforcoming.Astheylefteachother,theybothfeltalittleuncomfortable.1)WhydoyouthinkMagidwasalittleuncomfortable?a)MagidthoughtthatJimshouldhaveaskedhimtostaylonger.b)Magidthoughtthathedidn'tstaylongenough.c)Magidcouldn'tunderstandwhyJimthankedhimforcoming.2)WhydoyouthinkJimwasuncomfortable?a)JimthoughtthatMagidshouldhavestayedlonger.Threehourswastooshortforavisit.b)JimthoughtthatMagidshouldhaveapologizedforvisitingwithoutcallingfirst.c)JimthoughtthatMagidhadstayedtoolongandthatheshouldhavesaidsomethinglike,"I'msorryifI'vedisturbed."