跨文化交際案例分析

1、交際案例分析WLEKIBM standardization office IBM5AB- LEKIBMK08- LEKIBM2CCase Study 1 Age and Status兩位同爭的矛盾使一家數(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的中國女性，而此前兩人確實很好的合作伙伴.Case description:A manager in a data-processing company was having difficulty dealing with a conflict between a young. ambitious

2、 French Canadian male and his co-worker, an older Chinese woman who was on a special visa from China She had recently become uncooperative and had made it clear lo 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 pr

3、oduct with great enthusiasm.When the manager asked her whal the problem was .he received no clear explanatio n. 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 refiisiiig to share her data with him

4、. That meant he couldnt make the presentation to the legislators because she had all the key data on her computer disks.Tlie manager repeated questions to her but her problem5 got nowhere. So he changed his approach. He began explaining his concerns, as manger and as spokesperson for the company, ab

5、out the upcoming meeting with legislators. His explanation about his 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 w

6、ho would do the presentation of material she had worked hard lo develop That would diminish her status. she felt The general manger knew lhe root of his headacheQuestions:1 . What do you think caused the conflict?2. What would you do to resolve the conflict if you were the general manager?矛盾沖突這位年長的中

7、國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，她才道出自己的顧慮。在這位資深年長的中國女士看來，同一位比她 年輕的同事一同去國會，并且由對方來做推介會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-對地位、年齡的不同態(tài)度以及這種不同的 表達方式。人對權(quán)力的認(rèn)識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”國家的人強調(diào)個人的能力和信用，人與人之間權(quán)利和關(guān)系的 平等，而高權(quán)力距離”國家，如中

8、國、日本、緯國，強調(diào)地位、經(jīng)驗、年 齡、資歷等，人與人之間存在級別差距；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，并沒有地位的差別，自己也有能力參 與項目并做最后報告。而在這位中國女士看來，以自己的年齡、資歷、以及工 作中的付出，與一個年輕人一同去國會，并且由對方來做報告對她來說是一件 丟面子的事：另外雙方表達方式的不同也導(dǎo)致了矛盾的加深。根據(jù)霍爾的理論，加拿大是“低語境國家，中國屬于“高語境”文化國家，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，這位中國女士采用了婉轉(zhuǎn)回進的 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

9、處 時，在這種語境下她才說出自己的顧慮。Low power distance Hcountry on individual ability and credit, 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 0 So in t

10、he young Canadian opinion, in the work he and the woman are equal partners, and the 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 congr

11、ess, and by each other to do the report for her is a lose face:Outside. Both sides expressing way different led to the deepening of contradictions According to the theory of hall, Canada is low context*1 countries; China belongs to ”high context* culture countries,文化溝通當(dāng)與不同文化背景、年齡、地位的人進行跨文化交流合作時，我們應(yīng)當(dāng)

12、充分了 解對方價值觀中對這些個人因素的看法，決策前應(yīng)采用合適的方式進行有效的 協(xié)商，以便避免和化解因文化背景、價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)可同時在議會的報告中也應(yīng)體現(xiàn)出其工作的重要意義，使之得，得 到應(yīng)有的重視。released within the formal the lady*s work, to give hi eh recognition. At the same timein the parliamentary report should reflect its importance, make,

13、 and get the attention itdeserves This case of manager in understanding her difficulty after can in all the companyCase Study 2 Praising Japanese in Public Workplaces (在工作場所當(dāng)眾表揚日本人)瓊斯先生(美國經(jīng)理)當(dāng)眾表揚蘇琦木拓(日本員工)工作做得很棒，本以為蘇琦木拓會高興的接 受,卻不料Case description:American: Mr. Sugimolo. I have noticed that you arc d

14、oing an excellent job on the assembly line I hope that the other workers notice how it should be doneJapanese: (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 ha

15、d al the Jones Corporalion.Japanese: (He blushed and nods his head several limes. and keeps working.)American: Well, are you going to say thaiik you/ Mr. Sugimoto, or just remain silent?Japanese: Excuse me, Nir. Jones . May I take leave for five minutes?American: Sure(He is annoyed and watched Sugim

16、oto exit). I cant believe how nide some JapaneseA-orkers are. They seem to be disturbed 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?

17、If you were Mr. Sugimoto. would you accept praise from Mr. Jones in public workplaces?If were Mr. Jones, how would you deal with the situation more appropriately?分析矛盾沖突從對話中可以看出，瓊斯先生認(rèn)為在其他工人面前表揚蘇奇木拓先生是對他工作的肯定也是對他個人的認(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強調(diào)個人的 概念出發(fā)，卻不熟悉曰本人是如何看待個人和集體的關(guān)系，不知道如

18、何向曰本 同事表示欣賞和贊揚結(jié)果適得其反。瓊斯先生和蘇奇木拓交流失敗的原因主 要在于都對雙方的文化了解不深，特別是雙方對個人與集體關(guān)系的看法不同。原因分析在霍夫斯特的“個體取向與集體取向53個國家和地區(qū)的列表中美國排在第一位.而日本排在22位， 這意味著美國是非常強調(diào)個人主義的國家，而日本更注重的是集體。在美國鼓勵個人創(chuàng)斷，提倡竟 爭個人會因業(yè)績優(yōu)異而受到上司表揚，這是一種典型的美國式做法:特別是如果在同事面前受到 表揚，個人會覺得很自豪，因為成績得到了上級的認(rèn)可，同時也在同事中間表現(xiàn)了自己，實現(xiàn)了自 我價值。在美國，受到表揚的人往往會說詢謝以作回答。The United States is

19、very stressed individualism country, and Japan are more focused on their collective In lhe United Stales encourages individual creative. advocating competition. Indi idual will and excellent performance by boss for praise, this is a kind of typical American practices. Especially if in front of my co

20、lleagues have been praised, people will fed very proud because the results obtained superior approbate. and also in among colleagues showed, realize the ego value. In the United Slates, 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揚。出乎他意抖的是，那位受到表揚的日 本工人對他的表揚感到不安，沒把表揚

21、當(dāng)回事：美國經(jīng)理接著用更肯定的語氣維續(xù)表揚他，如用英 語中的最高級形容詞最優(yōu)秀的 杰出氣最勤奮,等等。使他更吃驚的是：他的這番贊揚之詞使 那位日本工人更1危臉，臉一下紅了起來，只是理頭干活不再言語，僅僅點了兩下頭。對于這樣 的回答或拒絕表揚美國經(jīng)理實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)沒禮貌仁The manager was unable to undersland. also cant stand for the silent, then to straight out he hair asked: are you

22、 going to say Thank you, or to choose to continue lhe stay silent Blame him to show rude *.他所不知的是， 日本是典 型的集體主義國度，在曰本個人要忠實于集體，集體內(nèi)部的成員要團結(jié)一致不傾向于突出個人業(yè) 績而是強調(diào)集體協(xié)作。所以當(dāng)蘇奇木拓先生在同事面前受到表揚時，非常地局促不安只是低頭 干自己的爭情，甚至要求要離開五分鐘，沒有正面給瓊斯先生任何答復(fù)因為他覺得這樣把他和所 屬的集體分離開了使他在同事面前失去了面子。另一方面美國經(jīng)理由于對日本文化特點的無 知，公開表揚不僅把那位日本工人弄得無言以答，而且會失去

23、在其他曰本工人對他的尊敬。Japan is typical of collective socialist countr y. in Japanese in dividual should be faithful to lhe collectiv e. the members of lhe collective to internal unity dont tend to outstanding individual performance But emphasize the collective cooperation. So when SuJiMu Mr Extension in fron

24、t of my colleagues when praised very ill at ease Jusl do their own things down, even 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 becaus

25、e of Japanese culture characteristics of ignorance, public praise not only the Japanese workers make could answer, and will lose in the other Japanese workers to his respect. 從對話中也可以看出蘇奇木拓先生不接受當(dāng)眾表揚，卻只是保持沉默，甚至要走開，沒有把他的不 滿當(dāng)眾表達出來。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，曰本是典型的

26、高語境國家，交 流方式含蓄委婉，不會輕易在眾人面前表達不滿，會更多的依賴于非言語交流 High context and low context theory, Japan 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，以此表示對當(dāng)眾表揚的不滿。

27、而美國屬于低語境國家，習(xí)慣直接的語言交流方式，：.And the United States belongs to *low context countries, used to direct language communication 當(dāng)蘇奇木拓先生顯得不安時，球斯先生卻說r爾打算說謝謝呢，還是要選擇沉默？。當(dāng)蘇奇木拓先生 要求離開時，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)該對彼此的文化有所了解，應(yīng)該清楚兩種文化對個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)點看問題。瓊斯先生應(yīng)該知道最好不要當(dāng) 眾表揚某個曰本人，而是應(yīng)該私下單獨表揚，或者會開表揚某個集體或團隊；

28、 要清楚曰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在公開 場合表示不滿。而蘇奇木拓先生也應(yīng)該了解美國時個人的重視，公開表揚個人 是對他能力的認(rèn)可；美國人更喜歡直接的語言交流，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. Donft always look a

29、t problems from their starting point. Mr Jones should know better not praise in public a Japanese, 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 publi

30、cly expressed dissatisfaction. And SuJiMu Mr Should know the extension of the individual attention 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 Thai

31、land 英國總經(jīng)理在泰國一位英國總經(jīng)理來到泰國上任，到任之初，沒想到使用什么樣的車上班這個小問題給他帶來了不小 的煩惱.Case description:A British general manager upon anival in Tliailand refiised to take his predecessors car. The Tliai f inance manager asked lhe new GM what type of Mercedes he would like, then. The GM asked for a Suzuki or a Mini, anything

32、 that could be handled easily in the congested traff ic in Bangkok.Three weeks later the GM called the finance manger and asked about prospects for lhe 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 lon

33、ger. The GM asked hini to see what he could do to speed up the process. After four weeks lhe GM asked to sec the purchase order for the car. The purchasing department replied that, because it would take so long to get a small car lhey had decided to order a MercedesTlie GNI s patience had run out. A

34、t the first management meeting he brought the issue up and asked for an explanation. Somewhat shyly. lhe prcdominanlly Thai management team explained that lhey could hardly come to work on bicycleQuestions:Why did the GM have difficulties in getting a Suzuki or Mini?Why did the management team say t

35、hey could hardly come to work on bicycle?原因分析泰國是等級觀念很強的國家.泰國傳統(tǒng)文化價值觀的核心，如家長制、權(quán)威索拜，等級觀念等是人 們曰常行為所公認(rèn)的準(zhǔn)則，甚至是一種生活方式人們認(rèn)為社會等級制度時人有好處所以不會向社 會等級制度挑戰(zhàn)。泰國的社會生活強調(diào)等級觀念，依賴于等級關(guān)系。而在公司等社會機構(gòu)中，強調(diào) 正式的組織結(jié)構(gòu)，各個等級保持一定的穩(wěn)定性。Thailand is hierarchy strong country. Thailand traditional cultural values of the core such as the patr

36、iarchal system, and the authority and worship, level is the concept of the people daily behavior of accepted standards, or even a lifestyle people think social hierarchy system people have good. So will not give in to the social hierarchy challcngc. Thailands emphasis on social life hierarchy, rely

37、on hierarchy relationship And in the company and other social organizations. emphasizes fonnal organization structure, each level maintain certain stability.因此, 在本案 例中，最后泰國職員的解釋是，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，The general manager of the lower level fruit transport, the company all staff transport to th

38、e 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。在英國文化的價位觀中，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)者用車是為了工作，為了提高 的業(yè)績，因此英國經(jīng)理看來交通工具的選用是為了提高工作效率每個人都有選擇的自由，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 leade

39、r is in order to transport the work, in order to improve the performance, so Britain the manager looked Traffic tools in order 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，如果英國經(jīng)理堅持一意孤行，很容易引起泰國

40、員工的集體反感，會 有被架空的危險。在跨國組織中，遇到這種情況應(yīng)從實際環(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 出不影響團隊成員工作積極性和工作業(yè)績的決策9第頁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，向別人道歉時微笑是否顯得適當(dāng)？不同國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

41、 managers made a mistake at work that caused some difficulties that required a lot of effort to fix. Jun Chen was very upset about what had happened, and came to Peters office to make a fonnal apology. Jun Chen went into Peter5s office after being told to, smiling before he spoke “Peter, Fve been fe

42、eling very upset about the trouble Eve caused for the company Pm here to apologize for my mistake Fm tenibly sony 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 t

43、o accept the apology. He looked at Jun Chen, and asked, uare you siW“Yes，Pm very sorry and I promise tliis wont happen again J Jun Chen said, with a smile even broader than beforeuPm sony I just can take your apology You dont look sorry at all! Peter said angrily Jtui Chengs face turned very red. He

44、 did not in the least expect Peter to take it negatively. He was desperate to make himself understood. Peter,、he managed to smile again, trust me, no one can feel any more sony than I do about it.”Peter was almost fiirious by now, “If youre that sony, how can you still smile Questions for discussion

45、Why did Jun Chen wear a smile when he made the apology?Do you think it 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，盡力微笑著說話以顯示

46、禮貌和誠意，而對于彼得來說，這種 情況下微笑是不尊重的表硯，也是缺乏誠意的表現(xiàn)。This case that embodies the very 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

47、. Howell way to Peter Williams, trying to smile to speak to show courtesy 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)陳軍表達完自己的歉意時，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？。此時陳軍并未意識到他們之間的交流 已經(jīng)由于自己錯誤使用膠體語

48、言而產(chǎn)生了問題，笑容更加明顯地答到自己確實 感到很抱歉并保證不會再犯同樣的錯誤。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，反而進一步火上澆油，激怒了彼得。在跨文化交流中，對肢體語言使用和理解的差異往往會導(dǎo)致許多問翅。肢體語 言包括手勢，身勢服飾一音調(diào)高低，微笑，沉默，副語言，對時間的不同觀 念及空間的使用等。笑容一般傳達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，對于中國人陳軍來說，微笑不僅僅只 是快樂和友好的表示，也傳

49、遞道歉與諒解的信息。同時由于中國人習(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。而對于美國人， 這種做法并不能被接受。微笑削弱了道歉的誠意-美國人強調(diào)真實直接的表達 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)一個人內(nèi)心感到愧疚而致:時，是不可能面帶笑容的否則只能說明道歉的真誠性值得懷疑。In cross cultural communication, of body language use and understand the differences often led to many asked wings Body language including gestu

50、res, body movements Dress Tone height, smiling, silent, vice language, about the 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

51、just happy and friendly, and said the information transfer apologize and understanding 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 weak

52、en the apology of sincerity American emphasis on real direct express feelings, 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 suspectTheres an old Chinese saying stretched

53、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和誤解，解 決本案例中出現(xiàn)的類似問題，必須提前了解對方國家的文化，了解同樣的肢體 語言在對方國家中是否有著同樣的意義尤其是對方文化中涉及禮節(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 theQuestion?為何他答非所問？飛利浦照明公司的一位美國經(jīng)理和一位頗具發(fā)展?jié)摿Φ闹袊鴨T工談話，但這位中國員工總

54、是答非所問，美國經(jīng)理甚是疑惑Case description:An American manager of human resource in Philips 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 coinpany. But the Chinese employee did

55、not answer the question directly; instead he only talked about the companys fiitiire direction, promotion system and his cuiTent 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 tim

56、es, Later, the manager complained to another human resource manager, Mr. Jia, “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 camiot get a clear answer The Chinese employee also complained to Mr. Jia., “Why are American

57、s so aggiessive As the human resource manager in a multinational company, 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 Chin

58、ese employee not give a clear and definite answer?What stereotype did the Chinese employee from towards American?How can Mr. Jia effectively solve the awkward situation?矛盾沖突這是一個體現(xiàn)東西方人際交流方式差異的案例。在這個案例中，文化沖突體現(xiàn) 在：來自美國的人力資源經(jīng)理看好一個中國雇員，因此和該雇員談話，想知道 他對自己的職業(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，美國人認(rèn)為中國雇員太虛偽，而中國雇員也認(rèn)為 美國人太直接、坦率、咄咄通人。Americans believe that Chinese employees too hypocritical,