跨文化交际案例分析
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 descripti on:
Questio ns:
1. What do you think caused the conflict?
2. What would you do to resolve the con flict if you were the gen eral man ager?
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，中国属于髙语境”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。而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 dista nee "co untry on in dividual ability and credit, the relati on ship betwee n rights and equality, an d." high power dista nee "co un tries, such as China, Japa n, weft kin gdom, emphasiz ing the status, experie nee, age, qualificati ons, exist ing gap between people level。So in the young Canadian opinion, in the work he and the woma n are equal part ners, and the differe nee in no positi on, also has the ability to participate in project and do the last report. And in the Chin ese wome n seem to, i n their own age, qualificati ons, and work in pay, and a young man together to con gress, and by each other to do the report for her is a lose face:
Outside. Both sides express ing way differe nt led to the deepe ning of con tradicti ons. Accord ing to the theory of hall, Can ada is "low con text" coun tries; China bel ongs to "high con text" culture coun tries,
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。
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 descripti on:
America n: Mr. Sugimoto, I have no ticed that you are doing an excelle nt job on the assembly lin e. I hope that the other workers no tice how it should be done.
Japa nese: (He is un easy). Praise is not n ecessary. I am only doing my job. (He hopes other Japa nese workers do not hear.)
America n: You are the fin esse, most excelle nt, dedicated worker we have ever had at the Jones Corporati on.
Japa nese: (He blushed and nods his head several times, and keeps work in g.)
America n: Well, are you going to say “ tha nk you, ” Mr. Sugimoto, or just sile nt?
Japa nese: Excuse me, Mr. Jones … May I take leave for five minu tes?
America n: Sure. (He is anno yed and watched Sugimoto exit). I can believe how ' t rude some Japa nese workers are. They seem to be disturbed by praise and don answer
you …just silent.
Questio ns:
Why was the conv ersati on betwee n Mr. Jones and Mr. Sugimoto not so pleasa nt?
Why did they have such differe nt reacti ons towards prais ing in public workplaces?
If you were Mr. Sugimoto, would you accept praise from Mr. Jones in public workplaces?
If were Mr. Jon es, how would you deal with the situatio n 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。
Case 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 descripti on:
A British gen eral man ager upon arrival in Thaila nd refused to take his predecessor ' s car. The Thai finance manager asked the new GM what type of Mercedes he would like, the n, The GM asked for a Suzuki or a Mini, any thi ng that could be han dled easily in the con gested traffic in Ban gkok.
Three weeks later the GM called the finance man ger and asked about prospects for the delivery of his car. The Thai lost his reserve for a mome nt and exclaimed: can get you a new
The Mercedes by tomorrow, but Suzuki take much, much Ion ger. GM asked him to see what
he could do to speed up the process. After four weeks the GM asked to see the purchase order for the car. The purchas ing departme nt replied that, because it would take so long to get a small car, they had decided to order a Mercedes.
Questio ns:
Why did the GM have difficulties in getti ng a Suzuki or Mini?
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
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 descripti on:
“ Yes, I ' m very sorry and I promise this won ' t happen again, ” Jun
a smile eve n broader tha n before.
“I ' m sorry I just can ' t take your apology. You don ' t look sorry at all an grily.
Jun Chen ' s face turned very red. He did not in the least expect Peter to take it negatively. He was desperate to make himself understood. “ Peter, ” he n smile aga in, “ trust me, no one can feel any more sorry tha n I do about it.
Peter was almost furious by now, “If you ' re that sorry, how can you still si
Questi ons for discussi on ”
Why did Jun Che n wear a smile whe n he made the apology?
Do you think it is reas on able that Peter became so angry with Jun Chen? Why?
What are the differe nt in terpretati ons for a smile by the two in this situatio n?
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 very obvious con tradicti on, is because the colloid use of Ian guage cultural
differe nces and lead to misun dersta ndin gs. Differe nt culture for smile of un dersta nding is differe nt. Especially in the con text of this special and apologize. Howell way to Peter Williams, tryi ng to smile to speak to show courtesy and sin cerity, and for Peter speak ing, this situati on is n ot respect watch smile yanping, also is the lack of sin cerity of the performa nee.
There's an old Chin ese say ing "stretched out his hand and not doze n smili ng face, 文化沟通
要避免跨文化交际中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 An swer Not Related to the Questio n?
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 descripti on:
Questi on for discussi on:
Why did the Chin ese employee not give a clear and defi nite an swer?
What stereotype did the Chin ese employee from towards America n?
How can Mr. Jia effectively solve the awkward situati on?
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。
America ns believe that Chi nese employees
too hypocritical, and Chin ese employees also thi nk America ns too direct, fran kly, our very aggressive.
文化沟通
由于谈话的不愉快使得美国经理和中国雇员都对彼此颇有微词，虽然美国经理的本意是想通过谈话了解这位中国雇员对于自己事业发展的规划，今后适时可能提拔他。值得一提的是，案例中的另一名人力资源主管贾先生已意识到两人相互误解的原因，并试图向两人解释，但是收效甚微，问题的关键是在于这两位当事人。但是如果有一个了解双方文化的中间人适当做出解释.应当是可以化解甚至是化解文化冲突的。The key to the problem is the two parties. But if
there is a culture of appropriate to the middleme n to expla in. Shall be eased eve n resolve cultural con flict.
既然身处于一个国际化的大公司里，必然会面对有若不同文化背景的员工，如果想当然
地认为所有人都与自己有若相同的价值观念和社会准则，那肯定是大错特错。因此首先必须培养文化教感性，意识到文化的差异性.这对于美国人和中国人都同样重要：
只有了解了不同文化的基本状况，人们才能在与有着不同文化背景的人交往时保持宽
容，而不是一概否定、批评。本案例中的中美双方当事人由于对对方的文化缺乏必要了解，因此在发生冲突时就缺乏宽容和耐心。
"You have to un dersta nd the basic situati on of differe nt cultures, people can have differe nt cultural backgro und and those whom they be tolera nt, not deny, criticism .In this case the both parties because of the lack of n ecessary to know each other's culture, so in con flict is lack of tolera nee and patie nee.