【最新整理】跨文化交际案例分析.ppt

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 woman 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.When the manager asked her what 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 1presentation to the legislators because she had all the key data on her computer disks.The manager repeated questions to her but hert npwhDdjrei S o go 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 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 worked 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：当经理和同事问其原因.她并未做任何明确的答复：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.人对权力的熟悉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水平和信用,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,并没有地位的差异,自己也有水平参与工程并做最后报告.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.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 distance "country 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 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 congress, 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" 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对这些个人因素的看法,决策前应采用适宜的方式进行有效的协商,以便防止和化解因文化背景、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表达出其工作的重要意义,使之得,得到应有的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 same time 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,本以为苏琦木拓会快乐的接受,却不料…..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 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, and 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 can believe how rudetsome Japanese 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 workplaces?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,苏奇木拓先生应该快乐地接受, 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.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,由于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"'以作答复.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 excellent performance by boss for praise, this is a kind of typicalAmerican practices. Especially if in front of my colleagues have been praised, people will feel very proud, because the results obtained 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 ".所以案例中的琼斯先生认为苏奇木拓先生也应该以这样的方式接受表扬.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.对于这样的答复或拒绝表扬. 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 manager was unable to understand, alsocan't stand for the silent, then to straight out he hair asked: "are you going to say? Thank you, or to choose continue the stay silent?" Blamehim to show "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,没有正面给琼斯先生任何答复.由于他觉得这样把他和所属的集体别离开了.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, inJapanese individual should be faithful to the collective, the members of the collective to internal unity don't tend to outstanding individual 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 collective isolates. To his in front of my colleagues lost face. On the other hand. The manager because ofJapanese 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. 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,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."low context" theory, Japan is typical high context countries, communication implicative tactful, not easily in thepresence of all express discontent, will be more dependent onnon-verbal communication.如苏奇木拓先生不作答复保持沉庆,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, 琼斯先生就认为没有任何答复就离开是不礼貌的.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拟委婉间接,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水平的认可；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 other, should be clear that two kinds of culture on personal different views and different 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; Want to be clear about the Japanese way of communication more tactful indirectly, to the harmony of collective they usually don't publicly 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 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 car. The Thaifinance 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:o"High context" antraffic in Bangkok.Three weeks later the GM called the finance manger and asked about prospects for the delivery of his car. The Thai lost his reserve for a moment andexclaimed: " 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 GM 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 GM' s 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 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那么,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.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. Thailand traditionalcultural values of the core, such as the patriarchal system, and the authority and worship, level is the concept of the people daily behavior ofaccepted standards, or even a "lifestyle" people think social hierarchy system people have good. So will not give in 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 formalorganization structure, each level maintain certain 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 general manager of the lowerlevel 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,为了提升的业绩,因此英国经理看来.交通工具的选用是为了提升工作效率.每个人都有选择的自由,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 between the power is small. The specific work outside, between people is equal, the leader is in orderto transport the work, in order to improve the performance, so Britainthe manager looked. Traffic tools in order to improve the work efficiency is choose. Everyone has the om of choice, oneself choose what kind of car company has nothing to do with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,向别人抱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 company in China. Recently, JunChen, one of the Chinese 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 Peter ' s office to make a formal apology. Jun Chen went into Peter ' s office after being told to, smiling before he spoke.“ Peter, I ' ve beervery upset about the trouble I' ve caused for the company. I ' m here to apologize formy mistake. I ' m 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, I ' m very sorry and I promise this won ' t happen again, " Jun Chen said, w smile even broader than before.“I' m sorry I just can ' t take your apology. You don ' t look sorry at all! 〞 F 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 himself understood.“ Peter, " he managed tosmile 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 it is reasonable that Peter became so angry with Jun Chen? Why? What are the different interpretations for asmile by the two in this situation?矛盾冲突本案例所表达的矛盾非常明显,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.尤其是在抱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 veryobvious 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 W川iams, 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.彼得的反响也让他颇为不解,只能急忙为自己辩白.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.音调上下,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,可以表示欢送、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,也传递抱歉与谅解的信息.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.微笑削弱了抱歉的诚意.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.否那么只能说明抱歉的真诚性值得疑心.In cross-culturalcommunication, 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 language, 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 not ust happy and friendly, and said theinformation transfer apologize 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 express feelings, emotions and external table inkstoneunity. So they think that whena person feel guilty whenexcuse, is impossible to smiling. Otherwise can explain the sincere apology sexual suspect.文化沟通要防止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,否那么就可能出现本案例中得为难情况.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开展潜力的中国员工谈话,但这位中国员工总是答非所问,美国经理甚是迷惑……Case description:An American manager of human resource in Philips lightening company talked with a Chinese employee with greatpotential. 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 company ' s 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 human resource manager, Mr. Jia,'s working plan in the next 5 yearsositildthe p he wants to get in the company, but why I cannot get a clear answer? employee also complained to Mr. Jia., 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 noteasy to reduce the obstacle between them.Question for discussion:Why did the Chinese employee not give a clear and definite answer? What stereotype did the Chinese employee fromtowards American? How can Mr. Jia effectively solve the awkward situation? 矛盾冲突这是一个表达东西方人际交流方式差异的案例.在这个案例中,文化冲突表达在：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开展规划以及期望得到什么职位.而令他不解和恼怒的是,该雇员避而不谈该答复的问题却大谈公司的未来开展、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only wanted to know the employee.The Chines “ As the “Why are Americans so aggressive?人.Americans believe that Chinese employees too hypocritical, and Chinese employees also think Americans too direct, frankly, our very aggressive.原因分析该案例中的一方是美国人,而那位员工是中国人.产生这样糟糕结果的一个主要原因是中美两国在人际交流方式上,具体来说是在答复下列问题的方式上,存在巨大差异,而当事双方却并没意识到这一点.这种文化差异表达在中国文化注重维护群体和谐的人际交流环境,而美国丈化那么注重创造一个强调坚持个性的人际交流环境.如果这位中国员工从正面直接答复了人力资源经理的问题.比方.中国员工回答：〞想在五年之内做到营销部经理的职位.〞根据中国人的传统心理,这样的答复违反了中国人一向谦应、委婉的心理习惯,太直接反而暴露出自己很有野心并傲慢自大的缺陷,而谦虚可以给自己留有后路,万一做不到那个理想的位子,也不至于丢面子.被人笑话.尽于这位中国员工可能心里对未来有着宏伟的蓝图.但是他所处的文化背景主张克制情绪和情感.因此他在答复美国上司的问题时,没有直接说出自己的想法.而是谈了很多与公司未来开展有关的事,在他看来自己的做法是完全符合社会标准的,是谦虚的表砚,并且认为将自己的未来与公司的未来紧密相连有利于保持组织的和谐.这在中国人看来是再正常不过的了,直截了当地说出自己的薪水目标或是职位目标反而会被认为是具有野心的表砚.止匕外,中国人评价一个人,往往是清他究竟做了什么,而不是看他说了什么.The case of the party is American, and the staff is Chinese. Have this bad results of one of the main reasons is that China and the United States on the way in interpersonal communications, specifically is the way toanswer questions, there are large differences, and both parties but didn't realize this. These cultural differences reflected in Chinese culture pays attention to maintenance group harmonious interpersonalcommunication environment, and the United States the cultural focuses on creating a it puts emphasis on the individual character of interpersonal communication environment.If the Chinese employees directly from the front of the human resources manager answered the question. For example. Chinese employees answer: " thinkin five years do the Marketing Department managerposition."According to Chinese traditional psychological, such answer violation of the Chinese people have always modest, the psychological habits should be euphemism, too direct exposed himself instead was very ambitious and arrogance of the defect, and modest can give his left posterior, one thousand can't do the ideal seat, will not lose face. Be laughed at. Try to the Chinese employees may be the in the mind to the future has a grand blueprint. But he is part of the culture background advocates restraint moods and emotions. So he answered in the boss's problem, not directly speak his mind. But talked a lot about the company's future development and, in his view it is fully comply with the social norms, is modest table nk stones, and that will be their future and the future of the companys closely connected to keep organizational harmony. This in the Chinese people is normal but again, straight from the shoulder to say his salary objects or position goal but will is considered to be a ambitions watch nk stones. In addition, the Chinese evaluation a person, often is the clear what was he doing, exactly, and not at what he said.不管他把自己的理想、抱负描绘得何等宏伟；也不管他把自己的水平,素质说得如何天花乱坠.如果最后他做不到,这一切都只能成为别人的笑柄；美国人一向很直接明了, 这也是他们——贯的思维方式.Americans have always very direct and clear,this is their usual way of thinking.从美籍经理询问这位员工时于自己未来五年开展的打算,即想要在飞利浦做到什么样的职位可以看出,|美国人注重个人在企业的开展状况.通过个人才华的施展和势力来取得企业的辉辉煌和到达理想目标.这也许与美国一贯提倡的个人主义有着莫大关系.他们重独立、多坦率,等级和身份观念淡薄,认为追求个人的利益是天经地义、无可厚非的,他们对中国式的重礼仪、身份和多委婉,却视为假装和缺乏真诚.美国文化提倡大胆直接表露自己想法.Americans pay attention to individual in the developmentof the enterprise. Through the individual talent and to get their powerof the enterprise is splendid and to achieve the ideal target Fraser. This may and American advocates for the individualism has great relationship. They heavy independent, outspoken, level and identity concept light, argued that the pursuit of the interest of the individual is perfectlyjustified, understandable, their Chinese heavy to etiquette, identity and more tactful, but as pretend and lack of sincerity. The American culture advocate direct to reveal his bold ideas.在该案例中,美国的人力资源经理认为直截了当地说出自己的期望和要求并无不妥.反而是真诚和自信的表现, 有利于中国员工实现人生的成功.相反,中国人习惯委婉的表达方式,直接说出自己的要求会显得不礼貌和磨突,他对于美国人的直白也很是不满.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开展的规划,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 middlemen to explain. Shall be eased even resolve cultural conflict.既然身处于一个国际化的大公司里, 必然会面对有假设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假设相同的价值观念和社会准那么,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根本状况,人们才能在与有着不同文化背景的人交往时保持宽容,而不是一概否认、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 understand the basic situation of different cultures, people can have different cultural background and those whom they be tolerant, not deny, criticism. In this case the both parties because of the lack of necessary to know each other's culture, so in conflict is lack of tolerance and patience.The proper solution. First, the enterprise staff can accept the local culture in host countries the baptism and related all kinds of intercultural communication training. Or the host country company directly for foreign staff wake a period of time training; Second, the enterprise should strive to build their own culture, calendar year, to make every staff fusion to enterprise culture inside. Because, usually the kind of culture has a strong inclusiveness and fusion power. From the cases can see, American vice President andChinese employees in the enterprise's culture can't find consensus; Third, as vice President, should be forgiving attitude to deal with cultural conflict, slowly to and staff communication, rather than a "impatiently" or complain; Fourth, through the third party of the adjustment and the explanation, make clear the problem, unlock the vice President and Chinese employees of the doubts and contradiction between.。