跨文化交际案例分析

1、精品文档Case Study 1 Age and Status两位同事的矛盾使一家数据处理公司的总经理遇到了麻烦。一方是一位踌躇满志的法裔加拿大小伙 子，另一方是一位有特许签证的年长的中国女性，而此前两人确实很好的合作伙伴.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 wo

2、man who 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.Whenthe manager asked her what

3、the 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 couldn't make the presentation to the legi

4、slators because she had allthe 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 explan

5、ation 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 who would do the presentation of material she had wo

6、rked hard to develop. That would diminish her status, she felt. The general manger knew the root of his headache.Questions:1. What do you think caused the conflict?2. What would you do to resolve the conflict if you were the general manager?矛盾冲突这位年长的中国女士投入极大的热情和精力开发产品.却在最后的关键时刻拒绝与年轻的同事一同去向议员做推介：当经理和

7、同事问其原因.她并未做任何明确 的回答：而当经理改变策略，不再直接询问原因，而是迂回地讲起自己的困境时， 她才道出自己的顾虑。在这位资深年长的中国女士看来，同一位比她年轻的同事一同去国会，并且由对方来做推介会影响到她的地位和威信，因此她无法同意：原因分析造成这一矛盾的文化因素有两方面.对地位、年龄的不同态度以及这种不同的表达方式。人对权力的认识因文化背景的不同而不同。根据霍夫斯特的调查研究，“低权力距离”国家的人强调个人的能力和信用，人与人之间权利和关系的平等， 而. "高权力距离”国家，如中国、日本、纬国，强调地位、经验、年龄、资历 等，人与人之间存在级别差距；因此在这位年轻的加拿

8、大人看来，在工作上他与这位女士是平等的合作伙伴，并没有地位的差别，自己也有能力参与项目并做最 后报告。而在这位中国女士看来，以自己的年龄、资历、以及工作中的付出，与 一个年轻人一同去国会，并且由对方来做报告对她来说是一件丢面子的事：另外.双方表达方式的不同也导致了矛盾的加深。根据霍尔的理论，加拿大是“低语境”国家，中国属于“高语境”文化国家，因此，当她的加拿大同事没有充分 考虑到她所处的位置.而是直接问她原因时，这位中国女士采用了婉转回进的策略，没有直接说出自己的想法。理当经理改变方法迂回地说到自己的难处时，在这种语境下她才说出自己的顾虑。Low power distance "co

9、untry 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。So in the young Canadian opinion, in th

10、e 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 congress, and by each other to do the

11、 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, Canadais "low context" countries; China belongs to "high context" culture countries, 文化沟通 当与不同文化背景、年龄、地位的人进行跨文化交流合作时，我们应当充分了解对方价值观中

12、对这些个人因素的看法，决策前应采用合适的方式进行有效的协 商，以便避免和化解因文化背景、价值观不同引起的矛盾。本案例中的经理在理解她的难处之后，可以在全公司内正式的公布这位女士的工作成果，给予高度的认可.同时在议会的报告中也应体现出其工作的重要意义，使之得，得到应有的重视。This case of manager in understanding her difficulty after can in all the company released within the formal the lady's work, to give high recognition. At the

13、sametime in the parliamentary report should reflect its importance, make, and get the attention it deserves.Case Study 2 Praising Japanese in Public Workplaces(在工作场所当众表扬日本人)琼斯先生(美国经理)当众表扬苏琦木拓(日本员工)工作做得很棒，本以为苏琦木拓会高兴的接受，却不料,.Case description:American: Mr. Sugimoto, I have noticed that you are doing an

14、 excellent job on the assembly line. I hope that the other workers notice how it should be done.Japanese: (He is uneasy). Praise is not necessary. I am only doing my job. (He hopes otherJapanese workers do not hear.)American: You are the finesse, most excellent, dedicated worker we have ever had at

15、the Jones Corporation.Japanese: (He blushed and nods his head several times, and keeps working.)American: Well, are you going to saythank 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 Sugimo

16、to exit). I can't believe how rude someJapanese workers are. They seem to be disturbed by praise and don 't 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 workp

17、laces?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?分析矛盾冲突从对话中可以看出，琼斯先生认为在其他工人面前表扬苏奇木拓先生是对他工作 的肯定.也是对他个人的认可，苏奇木拓先生应该高兴地接受，不必遮遮掩掩不好意思，更不应该一句话不说就走了。但琼斯先生只是从美国强调个人的概念出 发，却不熟悉日本人是如何看待个人和集体

18、的关系，不知道如何向日本同事表示欣赏和赞扬.结果适得其反。琼斯先生和苏奇木拓交流失败的原因主要在于都对 双方的文化了解不深，特别是双方对个人与集体关系的看法不同。原因分析在霍夫斯特的“个体取向与集体取向” 53个国家和地区的列表中美国排在第一位.而日本排在22位,这意味着美国是非常强调个人主义的国家，而日本更注重的是集体。在美国鼓励个人创断，提倡竟 争.个人会因业绩优异而受到上司表扬，这是一种典型的美国式做法。特别是如果在同事面前受到表扬，个人会觉得很自豪，因为成绩得到了上级的认可，同时也在同事中间表现了自己，实现了自我价值。在美国，受到表扬的人往往会说"谢谢"'以

19、作回答。 The United States is very stressed individualism country, and Japan are more focused on their collective. In the United States encourages individual creative, advocating competition. Individual will and excellentperformance by boss for praise, this is a kind of typical American practices. Espec

20、iallyif in front of my colleagues have been praised, people will feel very proud, because theresults obtained superior approbate, and also in among colleagues showed, realize the egovalue. In the United States, who praised will often say "thank you" to answer ".所以案例中的琼斯先生认为苏奇木拓先生也应该以这

21、样的方式接受表扬。出乎他意抖的是，那位受到表扬的日本工人对他的表扬感到不安，没把表扬当回事：美国经理接着用更肯定的语气维续表扬他，如用英语 中的最高级形容词“最优秀的”、“最杰出"、最勤奋”等等。使他更吃惊的是：他的这番赞扬之词使那位日本工人更1危脸，脸一下红了起来，只是理头干活.不再言语，仅仅点了两下头。对于 这样的回答或拒绝表扬.美国经理实在是无法理解，也无法忍受这种沉默不语，于是直截了当地向他 发问道：“你打算说声谢谢呢，还是要选择继续保待沉默呢？ ”责备他表现“没礼貌”。The managerwas unable to understand, also can't s

22、tand 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 him toshow "rude".他所不知的是，日本是典型的集体主义国度，在日本个人要忠实于集体，集体内部的成 员要团结一致不倾向于突出个人业绩.而是强调集体协作。所以当苏奇木拓先生在同事面前受到表扬 时，非常地局促不安.只是低头干自己的事情，甚至要求要离开五分钟，没有正面给琼

23、斯先生任何答 复.因为他觉得这样把他和所属的集体分离开了.使他在同事面前失去了面子。另一方面.美国经理 由于对日本文化特点的无知，公开表扬不仅把那位日本工人弄得无言以答，而且会失去在其他日本工人对他的尊敬。Japan is typical of collective socialist country, in Japanese individual should be faithful to the collective, the members of the collective to internal unity don't tendto outstanding individua

24、l performance. But emphasize the collective cooperation. So when SuJiMu Mr Extension in front of my colleagues when praised very 川 at ease. Just 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 collectiv

25、e isolates. To his in front of mycolleagues lost face. On the other hand. The manager because of Japanese culturecharacteristics of ignorance, public praise not only the Japanese workers makecould answer, and will lose in the other Japanese workers to his respect.从对话中也可以看出苏奇木拓先生不接受当众表扬，却只是保持沉默，甚至要走开

26、，没有把他的不满 当众表达出来。这样的行为使得琼斯先生认为日本员工不礼貌。这一交际失致和日美两国交流方式不同有很大关系。根据霍尔（Hail ）的“高语境”和"低语境”理论，日本是典型的高语境国家，交 流方式含蓄委婉，不会轻易在众人面前表达不满，会更多的依赖于非言语交流."High context" and"low context" theory, Japan is typical high context countries, communication implicative tactful, not easily in the presen

27、ce of all express discontent, will be more dependent on non-verbal communication.如苏奇木拓先生不作回答保持沉庆，只是干自己的工作，以此表示对当众表扬的不满。而美国属于“低语境”国家，习惯直接的语言交流方式，.And the United Statesbelongs to "low context" countries, used to direct language communication当苏奇木拓先生显得不安时，球斯先生却说“你打算说谢谢呢，还是要选择沉默？ ”。当苏奇木拓先生要求离开时

28、， 琼斯先生就认为没有任何回答就离开是不礼貌的。文化沟通双方应该对彼此的文化有所了解，应该清楚两种文化对个人的不同看法和不同的 交流方式.不要总是从自己的出发点看问题。琼斯先生应该知道最好不要当众表 扬某个日本人，而是应该私下单独表扬，或者会开表扬某个集体或团队；要清楚 日本人的交流方式比较委婉间接，为了集体的和谐他们通常不会在公开场合表示 不满。而苏奇木拓先生也应该了解美国时个人的重视，公开表扬个人是对他能力的认可；美国人更喜欢直接的语言交流， 有什么想法要说出来，而不是要保持沉 默或是回避 Both sides should understand the culture for each

29、other, should be clear that two kinds of culture on personal different views anddifferent way of communication. Don't always look at 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;

30、 Want to be clear about the Japanese way of communication more tactful indirectly, to the harmony of collective they usually don't publiclyexpressed dissatisfaction.And SuJiMu Mr Should know the extension of theindividual attention when, public praise for his personal abilityis theapproval; Amer

31、icans prefer direct language exchange, have what idea to say, but not to remain silent or avoidCase 3 A British General Manager in Thailand英国总经理在泰国一位英国总经理来到泰国上任，到任之初，没想到使用什么样的车上班这个小问题给他带来了不小的 烦恼.Case description:A British general manager upon arrival in Thailand refused to take his predecessor's

32、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 called the finance manger and asked about prospects for the delivery of hi

33、s car. The Thai lost his reserve for a moment and exclaimed:we can get youa new Mercedes by tomorrow, but Suzuki take much, muchlonger. " The GMasked him to see what he could do to speed up the process. After four weeks the GMasked to see the purchase order for the car. The purchasing departmen

34、t 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 shyly, the predominantly Thai management team explained that they could

35、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?原因分析泰国是等级观念很强的国家.泰国传统文化价值观的核心，如家长制、权威索拜，等级观念等是人们 日常行为所公认的准则，甚至是一种“生活方式”人们认为社会等级制度时人有好处.所以不会向社 会等级制度挑战。泰国的社会生活强调等级观念，依赖于等级关系。

36、而在公司等社会机构中，强调正 式的组织结构，各个等级保持一定的稳定性。Thailand is hierarchy strong country. Thailandtraditional cultural values of the core, such as the patriarchal system, and the authority and worship, level is the concept of the people daily behavior of accepted standards, or even a "lifestyle" people thi

37、nk social hierarchy system people have good. So will not givein to the social hierarchy challenge. Thailand's emphasis on social life hierarchy, rely on hierarchy relationship. And in the company and other social organizations, emphasizes formal organization structure, each level maintain certai

38、n stability.因此，在本案例中，最后泰国职员的解释是，如果总经理的用车降低水准，公司所有职员的用车要整体降级，The generalmanager of the lower level fruit transport, the company all staff transport to the whole downgraded,最终有些职员必须要骑自行车上班，而这是他们不愿也无法做到的。在英国文化的价位 观中，权力之间的距离很小.具体工作之外，人们之间是平等的，公司中的领导者用车是为了工作， 为了提高的业绩，因此英国经理看来.交通工具的选用是为了提高工作效率.每个人都有选择的自由，

39、自 己选用什么样的车与公司其他人无关。In British culture on the price, the distance betweenthe 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 looked. Traffic tools in order to improve the work

40、 efficiency is choose. Everyone has the freedom of choice, oneself choose what kind of car company has nothing to do with others.文化沟通本案例中，如果英国经理坚持一意孤行，很容易引起泰国员工的集体反感， 会有 被架空的危险。在跨国组织中，遇到这种情况应从实际环境，即地理环境及当地 文化习俗，占主导成员的文化背境出发，考虑大多数人的习惯和意见，做出不影 响团队成员工作积极性和工作业绩的决策第页Case 4怎样理解微笑？微笑是友好的表示，理应得到友好的回应。但是，向别人

41、道歉时微笑是否显 得适当？不同国家的人有不同的理解。处理不当，很可能带来意想不到的结 果Case description:Peter is the general manager of an American companyin China. Recently, Jun Chen, one of the Chinese managers made a mistake at work that caused somedifficulties that required a lot of effort to fix. Jun Chen was very upset about what had h

42、appened, and cameto Peter s office to makea formal apology. Jun Chen went into Peter's office after being told to, smilingbefore he spoke. Peter, I ve been feeling very upset about the troubleI ve caused for the company. I m here to apologize for my mistake. I'mterribly sorry about it and I

43、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, I 'm very sorry and I promise this won'

44、;t happen again, “ Jun Chensaid, with a smile even broader than before.I“'m sorry I just can't take your apology. You don't look sorry at all! ” Peter said angrily.Jun Chen 's face turned very red. He did not in the least expect Peter to take it negatively. He was desperate to make h

45、imself 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 you're 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

46、it is reasonable that Peter becameso angry with Jun Chen? Why?What are the different interpretations for a smile by the two in this situation?矛盾冲突本案例所体现的矛盾非常明显，是由于胶体语言使用的文化差异而导致的误解。不同文化对于微笑的理解是不同的。尤其是在道歉这种特殊的语境下。陈军向彼得道谦时，尽力微笑着说话以显示礼貌和诚意，而对于彼得来说，这种情况下微笑是不尊重的表砚，也是缺乏诚意的表现。This case that embodies the ve

47、ryobvious contradiction, is because the colloid use of language cultural differences and lead to misunderstandings. Different culture for smileof understanding is different. Especially in the context of this special and apologize. Howell way to Peter Williams, trying to smile to speak to show courte

48、sy and sincerity, and for Peter speaking, this situation is not respect watch smile yanping, also is the lack of sincerity of the performance.原因分析当陈军表达完自己的歉意时，脸上的笑容使彼得怀提他是否真心感到抱歉，以至于看着他追问了一句：”你确定吗？ ”。此时陈军并未意识到他们之间的交流已经由于自己错误使用胶体语言而产生了问题，笑容更加明显地答到自己确实感到很抱歉并保证不会再犯同样的错误。彼得非常气愤的表示不能接受他的道歇，这 是令陈军万万没有想到的.

49、彼得的反应也让他颇为不解，只能急忙为自己辩解.但 仍不忘保持脸上的微笑，可想而知.陈军的行为非但不能消除误解.取得彼得的 访解，反而进一步火上浇油，激怒了彼得。在跨文化交流中，对肢体语言使用和理解的差异往往会导致许多问翅。肢体语言包括手势，身势.服饰.音调高低，微笑，沉默，副语言，对时间的不同观念及 空间的使用等。笑容一般传达的是愉悦和友好的感情，可以表示欢迎、原谅、赞 同、没有敌意等等。在此案例中，对于中国人陈军来说，微笑不仅仅只是快乐和 友好的表示，也传递道歉与谅解的信息。同时由于中国人习惯用面部来遮掩感情， 陈军也有借微笑掩饰自己的不安和歉疚的习惯。而对于美国人，这种做法并不能被接受。微

50、笑削弱了道歉的诚意.美国人强调真实直接的表达情感，内心感情与 外在表砚的统一。所以他们认为当一个人内心感到愧疚而致歉时，是不可能面带笑容的.否则只能说明道歉的真诚性值得怀疑。In cross-cultural communication, of body language use and understand the differences often led to manyasked wings. Body language including gestures, body movements. Dress. Tone height, smiling, silent, vice langua

51、ge, about the time ofconception 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 notjust happy and friendly, and said the information transfer apologize

52、 and understanding. At the sametime 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 expr

53、ess feelings, emotions and external table inkstone unity. So they think that whena person feel guilty whenexcuse, is impossible to smiling. Otherwise can explain the sincere apology sexual suspect.There's an old Chinese saying "stretched out his hand and not dozen smiling face,文化沟通要避免跨文化交际中

54、产生由胶体语言使用不当而造成交流上的障碍和误解，解决本案例中出现的类似问题，必须提前了解对方国家的文化，了解同样的肢体语言 在对方国家中是否有着同样的意义.尤其是对方文化中涉及礼节礼仪的方面有何 禁忌和特别之处。切不能想当然的套用自己文化中肢体语言的含义，否则就可能出现本案例中得尴尬情况。Case 5 Why Was His Answer Not Related to theQuestion?为何他答非所问?飞利浦照明公司的一位美国经理和一位颇具发展潜力的中国员工谈话，但这位中国员工总是答非所问，美国经理甚是疑惑Case description:An American manager of h

55、uman 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 company. But the Chinese employee did not answer the question directly; instead he only talked

56、 about the companys future 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 humanresource

57、 manager, Mr. Jia, I' only wanted to know the employee 's 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 areAmericans so aggressive? ” As the humanresource managerin

58、 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 Chinese employee not give a clear and definite answe

59、r? What stereotype did the Chinese employee from towards American? How can Mr. Jia effectively solve the awkward situation?矛盾冲突这是一个体现东西方人际交流方式差异的案例。在这个案例中，文化冲突体现在：来自美国的人力资源经理看好一个中国雇员，因此和该雇员谈话，想知道他对自己的职业发展规划以及期望得到什么职位。而令他不解和恼怒的是，该雇员避而不谈该回答的问题却大谈公司的未来发展、晋升和他目前的职位。结果是两人都在背后互相抱怨，美国人认为中国雇员太虚伪，而中国雇员也认为美国人太直接、 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