跨文化交際案例分析

1、case study 1 age and status兩位同事的矛盾使一家數(shù)據(jù)處理公司的總經(jīng)理遇到了麻煩。一方是一位躊躇滿志的法裔加拿大小伙子，另一方是一位有特許簽證的年長(zhǎng)的中國(guó)女性，而此前兩人確實(shí)很好的合作伙伴.case description:a manager in a data-processing company was having difficulty dealing with a conflict between a young, ambitious french canadian male and his co-worker, an older chinese woman w

2、ho was on a special visa from china. she had recently become uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her co-worker to hold discussion with legislators about a new product with great enthusiasm.when the manager asked her what the

3、problem was, he received no clear explanation. when he asked her co-worker, the young man had no insights to offer. the young french canadian was clearly annoyed, however, that the chinese woman was refusing to share her data with him. that meant he couldnt make the presentation to the legislators b

4、ecause she had all the key data on her computer disks.the manager repeated questions to her but her “problem” got nowhere. so he changed his approach. he began explaining his concerns, as manger and as spokesperson for the company, about the upcoming meeting with legislators. his explanation about h

5、is position was unemotional. in that climate she then felt she could explain her position. she revealed she felt that that as an older, and to her mind, more senior person, she should not be sent to the capitol with a younger employee who would do the presentation of material she had worked hard to

6、develop. that would diminish her status, she felt. the general manger knew the root of his headache.questions:1what do you think caused the conflict?2. what would you do to resolve the conflict if you were the general manager?矛盾沖突這位年長(zhǎng)的中國(guó)女士投入極大的熱情和精力開發(fā)產(chǎn)品卻在最后的關(guān)鍵時(shí)刻拒絕與年輕的同事一同去向議員做推介：當(dāng)經(jīng)理和同事問其原因她并未做任何明確的回

7、答：而當(dāng)經(jīng)理改變策略，不再直接詢問原因，而是迂回地講起自己的困境時(shí)，她才道出自己的顧慮。 在這位資深年長(zhǎng)的中國(guó)女士看來，同一位比她年輕的同事一同去國(guó)會(huì)，并且由對(duì)方來做推介會(huì)影響到她的地位和威信，因此她無法同意：原因分析造成這一矛盾的文化因素有兩方面對(duì)地位、年齡的不同態(tài)度以及這種不同的表達(dá)方式。人對(duì)權(quán)力的認(rèn)識(shí)因文化背景的不同而不同。根據(jù)霍夫斯特的調(diào)查研究，“低權(quán)力距離”國(guó)家的人強(qiáng)調(diào)個(gè)人的能力和信用，人與人之間權(quán)利和關(guān)系的平等，而”高權(quán)力距離”國(guó)家，如中國(guó)、日本、緯國(guó)，強(qiáng)調(diào)地位、經(jīng)驗(yàn)、年齡、資歷等，人與人之間存在級(jí)別差距；因此在這位年輕的加拿大人看來，在工作上他與這位女士是平等的合作伙伴，并沒有地

8、位的差別，自己也有能力參與項(xiàng)目并做最后報(bào)告。而在這位中國(guó)女士看來，以自己的年齡、資歷、以及工作中的付出，與一個(gè)年輕人一同去國(guó)會(huì)，并且由對(duì)方來做報(bào)告對(duì)她來說是一件丟面子的事：另外雙方表達(dá)方式的不同也導(dǎo)致了矛盾的加深。根據(jù)霍爾的理論，加拿大是“低語境”國(guó)家，中國(guó)屬于“高語境”文化國(guó)家，因此，當(dāng)她的加拿大同事沒有充分考慮到她所處的位置而是直接問她原因時(shí)，這位中國(guó)女士采用了婉轉(zhuǎn)回進(jìn)的策略，沒有直接說出自己的想法。而當(dāng)經(jīng)理改變方法迂回地說到自己的難處時(shí)，在這種語境下她才說出自己的顧慮。low power distance country on individual ability and credit,

9、 the relationship between rights and equality, and. high power distance countries, such as china, japan, weft kingdom, emphasizing the status, experience, age, qualifications, existing gap between people level 。so in the young canadian opinion, in the work he and the woman are equal partners, and th

10、e difference in no position, also has the ability to participate in project and do the last report. and in the chinese women seem to, in their own age, qualifications, and work in pay, and a young man together to congress, and by each other to do the report for her is a lose face:outside. both sides

11、 expressing way different led to the deepening of contradictions. according to the theory of hall, canada is low context countries; china belongs to high context culture countries,文化溝通當(dāng)與不同文化背景、年齡、地位的人進(jìn)行跨文化交流合作時(shí)，我們應(yīng)當(dāng)充分了解對(duì)方價(jià)值觀中對(duì)這些個(gè)人因素的看法，決策前應(yīng)采用合適的方式進(jìn)行有效的協(xié)商，以便避免和化解因文化背景、價(jià)值觀不同引起的矛盾。本案例中的經(jīng)理在理解她的難處之后，可以在全

12、公司內(nèi)正式的公布這位女士的工作成果，給予高度的認(rèn)可同時(shí)在議會(huì)的報(bào)告中也應(yīng)體現(xiàn)出其工作的重要意義，使之得，得到應(yīng)有的重視。this case of manager in understanding her difficulty after can in all the company released within the formal the ladys work, to give high recognition. at the same time in the parliamentary report should reflect its importance, make, and get

13、 the attention it deserves.case study 2 praising japanese in public workplaces （在工作場(chǎng)所當(dāng)眾表?yè)P(yáng)日本人）瓊斯先生（美國(guó)經(jīng)理） 當(dāng)眾表?yè)P(yáng)蘇琦木拓（日本員工）工作做得很棒，本以為蘇琦木拓會(huì)高興的接受，卻不料.case description:american: mr. sugimoto, i have noticed that you are doing an excellent job on the assembly line. i hope that the other workers notice how it

14、 should be done.japanese: (he is uneasy). praise is not necessary. i am only doing my job. (he hopes other japanese workers do not hear.)american: you are the finesse, most excellent, dedicated worker we have ever had at the jones corporation.japanese: (he blushed and nods his head several times, an

15、d keeps working.)american: well, are you going to say “thank you,” mr. sugimoto, or just remain silent?japanese: excuse me, mr. jones may i take leave for five minutes?american: sure. (he is annoyed and watched sugimoto exit). i cant believe how rude some japanese workers are. they seem to be distur

16、bed by praise and dont answer you just silent.questions: why was the conversation between mr. jones and mr. sugimoto not so pleasant? why did they have such different reactions towards praising in public workplaces? if you were mr. sugimoto, would you accept praise from mr. jones in public workplace

17、s? if were mr. jones, how would you deal with the situation more appropriately?分析矛盾沖突從對(duì)話中可以看出，瓊斯先生認(rèn)為在其他工人面前表?yè)P(yáng)蘇奇木拓先生是對(duì)他工作的肯定也是對(duì)他個(gè)人的認(rèn)可，蘇奇木拓先生應(yīng)該高興地接受，不必遮遮掩掩不好意思，更不應(yīng)該一句話不說就走了。但瓊斯先生只是從美國(guó)強(qiáng)調(diào)個(gè)人的概念出發(fā)，卻不熟悉日本人是如何看待個(gè)人和集體的關(guān)系，不知道如何向日本同事表示欣賞和贊揚(yáng)結(jié)果適得其反。瓊斯先生和蘇奇木拓交流失敗的原因主要在于都對(duì)雙方的文化了解不深，特別是雙方對(duì)個(gè)人與集體關(guān)系的看法不同。原因分析在霍夫斯特的“個(gè)體

18、取向與集體取向”53 個(gè)國(guó)家和地區(qū)的列表中美國(guó)排在第一位而日本排在22 位，這意味著美國(guó)是非常強(qiáng)調(diào)個(gè)人主義的國(guó)家，而日本更注重的是集體。在美國(guó)鼓勵(lì)個(gè)人創(chuàng)斷，提倡竟?fàn)巶€(gè)人會(huì)因業(yè)績(jī)優(yōu)異而受到上司表?yè)P(yáng)，這是一種典型的美國(guó)式做法。特別是如果在同事面前受到表?yè)P(yáng)，個(gè)人會(huì)覺得很自豪，因?yàn)槌煽?jī)得到了上級(jí)的認(rèn)可，同時(shí)也在同事中間表現(xiàn)了自己，實(shí)現(xiàn)了 自我價(jià)值。在美國(guó)，受到表?yè)P(yáng)的人往往會(huì)說“謝謝”以作回答。the united states is very stressed individualism country, and japan are more focused on their collective.

19、in the united states encourages individual creative, advocating competition. individual will and excellent performance by boss for praise, this is a kind of typical american practices. especially if in front of my colleagues have been praised, people will feel very proud, because the results obtaine

20、d superior approbate, and also in among colleagues showed, realize the ego value. in the united states, who praised will often say thank you to answer .所以案例中的瓊斯先生認(rèn)為蘇奇木拓先生也應(yīng)該以這樣的方式接受表?yè)P(yáng)。出乎他意抖的是，那位受到表?yè)P(yáng)的日本工人對(duì)他的表?yè)P(yáng)感到不安，沒把表?yè)P(yáng)當(dāng)回事：美國(guó)經(jīng)理接著用更肯定的語氣維續(xù)表?yè)P(yáng)他，如用英語中的最高級(jí)形容詞“最優(yōu)秀的”、“最杰出”、最勤奮”等等。使他更吃驚的是：他的這番贊揚(yáng)之詞使那位日本工人更1 危臉

21、，臉一下紅了起來，只是理頭干活不再言語，僅僅點(diǎn)了兩下頭。對(duì)于這樣的回答或拒絕表?yè)P(yáng)美國(guó)經(jīng)理實(shí)在是無法理解，也無法忍受這種沉默不語，于是直截了當(dāng)?shù)叵蛩l(fā)問道：“你打算說聲謝謝呢，還是要選擇繼續(xù)保待沉默呢？”責(zé)備他表現(xiàn)“沒禮貌”。the manager was unable to understand, also cant stand for the silent, then to straight out he hair asked: are you going to say? thank you, or to choose to continue the stay silent? blame h

22、im to show rude.他所不知的是，日本是典型的集體主義國(guó)度，在日本個(gè)人要忠實(shí)于集體，集體內(nèi)部的成員要團(tuán)結(jié)一致不傾向于突出個(gè)人業(yè)績(jī)而是強(qiáng)調(diào)集體協(xié)作。所以當(dāng)蘇奇木拓先生在同事面前受到表?yè)P(yáng)時(shí)，非常地局促不安只是低頭干自己的事情，甚至要求要離開五分鐘，沒有正面給瓊斯先生任何答復(fù)因?yàn)樗X得這樣把他和所屬的集體分離開了使他在同事面前失去了面子。另一方面美國(guó)經(jīng)理由于對(duì)日本文化特點(diǎn)的無知，公開表?yè)P(yáng)不僅把那位日本工人弄得無言以答，而且會(huì)失去在其他日本工人對(duì)他的尊敬。japan is typical of collective socialist country, in japanese indivi

23、dual should be faithful to the collective, the members of the collective to internal unity dont tend to outstanding individual performance. but emphasize the collective cooperation. so when sujimu mr extension in front of my colleagues when praised very ill at ease. just do their own things down, ev

24、en want to leave five minutes, no positive for mr jones any reply. because he felt that he and the subordinate to the collective isolates. to his in front of my colleagues lost face. on the other hand. the manager because of japanese culture characteristics of ignorance, public praise not only the j

25、apanese workers make could answer, and will lose in the other japanese workers to his respect.從對(duì)話中也可以看出蘇奇木拓先生不接受當(dāng)眾表?yè)P(yáng)，卻只是保持沉默，甚至要走開，沒有把他的不滿當(dāng)眾表達(dá)出來。這樣的行為使得瓊斯先生認(rèn)為日本員工不禮貌。這一交際失致和日美兩國(guó)交流方式不同有很大關(guān)系。根據(jù)霍爾（hail ）的“高語境”和”低語境”理論，日本是典型的高語境國(guó)家，交流方式含蓄委婉，不會(huì)輕易在眾人面前表達(dá)不滿，會(huì)更多的依賴于非言語交流high context and low context theory, j

26、apan is typical high context countries, communication implicative tactful, not easily in the presence of all express discontent, will be more dependent on non-verbal communication.如蘇奇木拓先生不作回答保持沉慶，只是干自己的工作，以此表示對(duì)當(dāng)眾表?yè)P(yáng)的不滿。而美國(guó)屬于”低語境”國(guó)家，習(xí)慣直接的語言交流方式，. and the united states belongs to low context countries,

27、 used to direct language communication當(dāng)蘇奇木拓先生顯得不安時(shí)，球斯先生卻說“你打算說謝謝呢，還是要選擇沉默？”。當(dāng)蘇奇木拓先生要求離開時(shí)，瓊斯先生就認(rèn)為沒有任何回答就離開是不禮貌的。文化溝通雙方應(yīng)該對(duì)彼此的文化有所了解，應(yīng)該清楚兩種文化對(duì)個(gè)人的不同看法和不同的交流方式不要總是從自己的出發(fā)點(diǎn)看問題。瓊斯先生應(yīng)該知道最好不要當(dāng)眾表?yè)P(yáng)某個(gè)日本人，而是應(yīng)該私下單獨(dú)表?yè)P(yáng)，或者會(huì)開表?yè)P(yáng)某個(gè)集體或團(tuán)隊(duì)；要清楚日本人的交流方式比較委婉間接，為了集體的和諧他們通常不會(huì)在公開場(chǎng)合表示不滿。而蘇奇木拓先生也應(yīng)該了解美國(guó)時(shí)個(gè)人的重視，公開表?yè)P(yáng)個(gè)人是對(duì)他能力的認(rèn)可；美國(guó)人更喜歡直

28、接的語言交流，有什么想法要說出來，而不是要保持沉默或是回避both sides should understand the culture for each other, should be clear that two kinds of culture on personal different views and different way of communication. dont always look at problems from their starting point. mr jones should know better not praise in public a j

29、apanese, but should praise alone, or will open praise a collective or team; want to be clear about the japanese way of communication more tactful indirectly, to the harmony of collective they usually dont publicly expressed dissatisfaction. and sujimu mr should know the extension of the individual a

30、ttention when, public praise for his personal ability is the approval; americans prefer direct language exchange, have what idea to say, but not to remain silent or avoidcase 3 a british general manager in thailand 英國(guó)總經(jīng)理在泰國(guó)一位英國(guó)總經(jīng)理來到泰國(guó)上任，到任之初，沒想到使用什么樣的車上班這個(gè)小問題給他帶來了不小的煩惱.case description:a british gen

31、eral manager upon arrival in thailand refused to take his predecessors car. the thai finance manager asked the new gm what type of mercedes he would like, then, the gm asked for a suzuki or a mini, anything that could be handled easily in the congested traffic in bangkok.three weeks later the gm cal

32、led the finance manger and asked about prospects for the delivery of his car. the thai lost his reserve for a moment and exclaimed: “we can get you a new mercedes by tomorrow, but suzuki take much, much longer.” the gm asked him to see what he could do to speed up the process. after four weeks the g

33、m asked to see the purchase order for the car. the purchasing department replied that, because it would take so long to get a small car, they had decided to order a mercedes.the gms patience had run out. at the first management meeting he brought the issue up and asked for an explanation. somewhat s

34、hyly, the predominantly thai management team explained that they could hardly come to work on bicycle.questions: why did the gm have difficulties in getting a suzuki or mini? why did the management team say they could hardly come to work on bicycle?原因分析泰國(guó)是等級(jí)觀念很強(qiáng)的國(guó)家泰國(guó)傳統(tǒng)文化價(jià)值觀的核心，如家長(zhǎng)制、權(quán)威索拜，等級(jí)觀念等是人們?nèi)粘Ｐ袨?/p>

35、所公認(rèn)的準(zhǔn)則，甚至是一種“生活方式”人們認(rèn)為社會(huì)等級(jí)制度時(shí)人有好處所以不會(huì)向社會(huì)等級(jí)制度挑戰(zhàn)。泰國(guó)的社會(huì)生活強(qiáng)調(diào)等級(jí)觀念，依賴于等級(jí)關(guān)系。而在公司等社會(huì)機(jī)構(gòu)中，強(qiáng)調(diào)正式的組織結(jié)構(gòu)，各個(gè)等級(jí)保持一定的穩(wěn)定性。thailand is hierarchy strong country. thailand traditional cultural values of the core, such as the patriarchal system, and the authority and worship, level is the concept of the people daily behav

36、ior of accepted standards, or even a lifestyle people think social hierarchy system people have good. so will not give in to the social hierarchy challenge. thailands emphasis on social life hierarchy, rely on hierarchy relationship. and in the company and other social organizations, emphasizes form

37、al organization structure, each level maintain certain stability.因此，在本案例中，最后泰國(guó)職員的解釋是，如果總經(jīng)理的用車降低水準(zhǔn)，公司所有職員的用車要整體降級(jí)，the general manager of the lower level fruit transport, the company all staff transport to the whole downgraded,最終有些職員必須要騎自行車上班，而這是他們不愿也無法做到的。在英國(guó)文化的價(jià)位觀中，權(quán)力之間的距離很小具體工作之外，人們之間是平等的，公司中的領(lǐng)導(dǎo)者用車

38、是為了工作，為了提高的業(yè)績(jī)，因此英國(guó)經(jīng)理看來交通工具的選用是為了提高工作效率每個(gè)人都有選擇的自由，自己選用什么樣的車與公司其他人無關(guān)。in british culture on the price, the distance between the power is small. the specific work outside, between people is equal, the leader is in order to transport the work, in order to improve the performance, so britain the manager l

39、ooked. traffic tools in order to improve the work efficiency is choose. everyone has the freedom of choice, oneself choose what kind of car company has nothing to do with others.文化溝通本案例中，如果英國(guó)經(jīng)理堅(jiān)持一意孤行，很容易引起泰國(guó)員工的集體反感，會(huì)有被架空的危險(xiǎn)。在跨國(guó)組織中，遇到這種情況應(yīng)從實(shí)際環(huán)境，即地理環(huán)境及當(dāng)?shù)匚幕?xí)俗，占主導(dǎo)成員的文化背境出發(fā)，考慮大多數(shù)人的習(xí)慣和意見，做出不影響團(tuán)隊(duì)成員工作積極性和工作

40、業(yè)績(jī)的決策第 頁(yè)case 4 怎樣理解微笑？微笑是友好的表示，理應(yīng)得到友好的回應(yīng)。但是，向別人道歉時(shí)微笑是否顯得適當(dāng)？不同國(guó)家的人有不同的理解。處理不當(dāng)，很可能帶來意想不到的結(jié)果case description: peter is the general manager of an american company in china. recently, jun chen, one of the chinese managers made a mistake at work that caused some difficulties that required a lot of effort

41、to fix. jun chen was very upset about what had happened, and came to peters office to make a formal apology. jun chen went into peters office after being told to, smiling before he spoke. “peter, ive been feeling very upset about the trouble ive caused for the company. im here to apologize for my mi

42、stake. im terribly sorry about it and i want you to know that it will never happen again.” jun chen said, looking at peter with the smile he had been wearing since he walked into the office. peter found it hard to accept the apology. he looked at jun chen, and asked, “are you sure?” “yes, im very so

43、rry and i promise this wont happen again,” jun chen said, with a smile even broader than before. “im sorry i just cant take your apology. you dont look sorry at all!” peter said angrily. jun chens face turned very red. he did not in the least expect peter to take it negatively. he was desperate to m

44、ake himself understood. “peter,” he managed to smile again, “trust me, no one can feel any more sorry than i do about it.” peter was almost furious by now, “if youre that sorry, how can you still smile?”questions for discussion” why did jun chen wear a smile when he made the apology? do you think it

45、 is reasonable that peter became so angry with jun chen? why? what are the different interpretations for a smile by the two in this situation?矛盾沖突本案例所體現(xiàn)的矛盾非常明顯，是由于膠體語言使用的文化差異而導(dǎo)致的誤解。不同文化對(duì)于微笑的理解是不同的。尤其是在道歉這種特殊的語境下。陳軍向彼得道謙時(shí)，盡力微笑著說話以顯示禮貌和誠(chéng)意，而對(duì)于彼得來說，這種情況下微笑是不尊重的表硯，也是缺乏誠(chéng)意的表現(xiàn)。this case that embodies the ve

46、ry obvious contradiction, is because the colloid use of language cultural differences and lead to misunderstandings. different culture for smile of understanding is different. especially in the context of this special and apologize. howell way to peter williams, trying to smile to speak to show cour

47、tesy and sincerity, and for peter speaking, this situation is not respect watch smile yanping, also is the lack of sincerity of the performance.原因分析當(dāng)陳軍表達(dá)完自己的歉意時(shí)，臉上的笑容使彼得懷提他是否真心感到抱歉，以至于看著他追問了一句：”你確定嗎？”。此時(shí)陳軍并未意識(shí)到他們之間的交流已經(jīng)由于自己錯(cuò)誤使用膠體語言而產(chǎn)生了問題，笑容更加明顯地答到自己確實(shí)感到很抱歉并保證不會(huì)再犯同樣的錯(cuò)誤。彼得非常氣憤的表示不能接受他的道歇，這是令陳軍萬萬沒有想到的彼

48、得的反應(yīng)也讓他頗為不解，只能急忙為自己辯解但仍不忘保持臉上的微笑，可想而知陳軍的行為非但不能消除誤解取得彼得的訪解，反而進(jìn)一步火上澆油，激怒了彼得。在跨文化交流中，對(duì)肢體語言使用和理解的差異往往會(huì)導(dǎo)致許多問翅。肢體語言包括手勢(shì)，身勢(shì)服飾音調(diào)高低，微笑，沉默，副語言，對(duì)時(shí)間的不同觀念及空間的使用等。笑容一般傳達(dá)的是愉悅和友好的感情，可以表示歡迎、原諒、贊同、沒有敵意等等。在此案例中，對(duì)于中國(guó)人陳軍來說，微笑不僅僅只是快樂和友好的表示，也傳遞道歉與諒解的信息。同時(shí)由于中國(guó)人習(xí)慣用面部來遮掩感情，陳軍也有借微笑掩飾自己的不安和歉疚的習(xí)慣。而對(duì)于美國(guó)人，這種做法并不能被接受。微笑削弱了道歉的誠(chéng)意美國(guó)人

49、強(qiáng)調(diào)真實(shí)直接的表達(dá)情感，內(nèi)心感情與外在表硯的統(tǒng)一。所以他們認(rèn)為當(dāng)一個(gè)人內(nèi)心感到愧疚而致歉時(shí)，是不可能面帶笑容的否則只能說明道歉的真誠(chéng)性值得懷疑。in cross-cultural communication, of body language use and understand the differences often led to many asked wings. body language including gestures, body movements. dress. tone height, smiling, silent, vice language, about the

50、time of conception and the use of space, etc. general communicate is cheerful smile and friendly affection, can say welcome, forgive, agree with, no hostile, and so on. in this case, to the chinese for howell, smile not just happy and friendly, and said the information transfer apologize and underst

51、anding. at the same time because the chinese used to face to cover feelings, howell also have borrow smile hide his agitation and the habit of guilt. for an american, this kind of practice and cannot be accepted. smile weaken the apology of sincerity. american emphasis on real direct express feeling

52、s, emotions and external table inkstone unity. so they think that when a person feel guilty when excuse, is impossible to smiling. otherwise can explain the sincere apology sexual suspect.theres an old chinese saying stretched out his hand and not dozen smiling face,文化溝通要避免跨文化交際中產(chǎn)生由膠體語言使用不當(dāng)而造成交流上的障礙

53、和誤解，解決本案例中出現(xiàn)的類似問題，必須提前了解對(duì)方國(guó)家的文化，了解同樣的肢體語言在對(duì)方國(guó)家中是否有著同樣的意義尤其是對(duì)方文化中涉及禮節(jié)禮儀的方面有何禁忌和特別之處。切不能想當(dāng)然的套用自己文化中肢體語言的含義，否則就可能出現(xiàn)本案例中得尷尬情況。case 5 why was his answer not related to the question?為何他答非所問？飛利浦照明公司的一位美國(guó)經(jīng)理和一位頗具發(fā)展?jié)摿Φ闹袊?guó)員工談話，但這位中國(guó)員工總是答非所問，美國(guó)經(jīng)理甚是疑惑case description: an american manager of human resource in phil

54、ips lightening company talked with a chinese employee with great potential. the american manager wanted to know the development design and the position the employee wants to get in the company. but the chinese employee did not answer the question directly; instead he only talked about the companys f

55、uture direction, promotion system and his current position. he talked for a long time, but did not give a definite and direct answer. the manager was puzzled and annoyed, because the same situation has occurred several times, later, the manager complained to another human resource manager, mr. jia,

56、“i only wanted to know the employees working plan in the next 5 years and the position he wants to get in the company, but why i cannot get a clear answer?” .the chinese employee also complained to mr. jia., “why are americans so aggressive?” as the human resource manager in a multinational company,

57、 mr. jia knows that a different manner in communication brings about misunderstandings. so he did best to explain to the two sides, but it is not easy to reduce the obstacle between them.question for discussion: why did the chinese employee not give a clear and definite answer? what stereotype did t

58、he chinese employee from towards american? how can mr. jia effectively solve the awkward situation?矛盾沖突這是一個(gè)體現(xiàn)東西方人際交流方式差異的案例。在這個(gè)案例中，文化沖突體現(xiàn)在：來自美國(guó)的人力資源經(jīng)理看好一個(gè)中國(guó)雇員，因此和該雇員談話，想知道他對(duì)自己的職業(yè)發(fā)展規(guī)劃以及期望得到什么職位。而令他不解和惱怒的是，該雇員避而不談該回答的問題卻大談公司的未來發(fā)展、晉升和他目前的職位。結(jié)果是兩人都在背后互相抱怨，美國(guó)人認(rèn)為中國(guó)雇員太虛偽，而中國(guó)雇員也認(rèn)為美國(guó)人太直接、坦率、咄咄通人。americans believe that chinese employees too hypocritical, and chinese employees also think americans too direct, frankly, our very aggressive.原因分析該案例中的一方是美國(guó)人，而那位員工是中國(guó)人。產(chǎn)生這樣糟糕結(jié)果的一個(gè)主要原因是中美兩國(guó)在人際交流方式上，具體來說是在回答問題的方式上，存在巨大差異，而當(dāng)事雙方卻并沒意識(shí)到這一點(diǎn)。這種文化差異體現(xiàn)在中國(guó)文化注重維護(hù)群體和諧的人際交流環(huán)境，而美國(guó)丈化則注重創(chuàng)造一個(gè)