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 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 the presentation to the legislators because she had all the key data on her computer disks.
The manager repeated questions to her but her “problem” go t 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 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“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 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，本以为苏琦木拓会高兴的接受，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’t believe how rude some 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。
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 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 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 manager was unable to understand, also can't 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 him 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．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 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, 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 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.
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 presence 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 States belongs 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 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 avoid
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 description:
A British general manager upon arrival in Thailand refused to take his predecessor’s 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 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 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。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 traditional 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 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 formal organization 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 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，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 order to transport the work, in order to improve the performance, so Britain the manager looked. 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 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 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 been feeling very upset about the trouble I’ve caused for the company. I’m here to apologize for my mistake. I’m terribly sorry about it and I want you to know that it will never
ha ppen 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, 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 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 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 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 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. 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
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 many asked wings. Body language including gestures, 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 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 weaken 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 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 the Question?
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 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 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, “I only wanted to know the employee’s working plan in the next 5 years and the p osition 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, 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 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，具体来说是在回答问题的方式上，存在巨大差异，而当事双方却并没意识到这一点。这种文化差异体现在中国文化注重维护群体和谐的人际交流环境，而美国丈化则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回答了人力资源经理的问题。比如．中国员工回答：”……想在五年之内做到营销部经理的职位。”按照中国人的传统心理，这样的回答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高傲自大的缺陷，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。因此他在回答美国上司的问题时，没有直接说出自己的想法．而是谈了很多与公司未来发展有关的事，在他看来自己的做法是完全符合社会规范的，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。此外，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 to answer 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 interpersonal communication 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: "...... think in five years do the Marketing Department manager position." 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 ink stones, and that will be their future and the future of the company is 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 ink stones. In addition, the Chinese evaluation a person, often is the clear what was he doing, exactly, and not at what he said.不论他把自己的理想、抱负描绘得何等宏伟；也不论他把自己的能力，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，这也是他们一贯的思维方式。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发展的打算，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发展状况。通过个人才华的施展和势力来取得企业的辉辉煌和达到理想目标。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 development of the enterprise. Through the individual talent and to get their power of 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 perfectly justified, 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 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 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 and Chinese 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.
跨文化交际案例分析(共7个)
《跨文化交际学概论》第七章社会交往五、宴请招待p132 Case One: Setting Rules for a Guest – American Hospitality 案例： When Zhang Tao traveled in America, he lived in the home of his American friend, Bill. Once after he had traveled back, he found Bill was in a bad mood. When he asked what the problem was, Bill told Zhang Tao that his son Adam got furious about the noise Zhang made when walking upstairs and also because he was using too much water in the solar powered shower and Adam had to have his shower in cold water. Bill told Zhang Tao that he should walk more softly in future, and have a fast shower to save water. Zhang Tao felt uneasy. How could the host set such rules for his guest! Question: Why did Zhang Tao feel uneasy? 分析： 1) In China, when people host someone, they put the guest in the place of honor to show hospitality. They try to take care of the guest，and try to make the guest feel comfortable and at ease. 2) In America, people tend to give the guest great freedom and treat a guest more casually, naturally and truthfully. 3) Zhang Tao knew he was a guest, and thought in terms of Chinese expectations of hospitality. He thought Bill should treat him courteously instead of setting rules for him. 4) Since Zhang Tao lived in American surroundings, he should have known about the customs there sooner. Case Two: 案例： Lin had traveled 20 hours from Beijing to New York. He needed a good meal. His American friend, Mike, met him. But Mike only offered him a plate of roasted chicken and a glass of orange juice. Lin was used to having a main course, and asked Mike if he had any rice. Mike said he only had fried noodles, and Lin had to make do with it. Though Lin knew Americans didn’t care very much about what food they ate, he still felt surprised because he had taken Mike to the most famous duck restaurant in Beijing -- Quanjude -- when he arrived in Beijing. Question: Why did Lin feel surprised? Offer some advice to him about adjusting to his new environment in America.
跨文化交际案例分析
跨文化交际案例分析 LEKIBM standardization office【IBM5AB- LEKIBMK08- LEKIBM2C】
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 the presentation to the legislators because 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 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
跨文化交际案例
跨文化交际案例题(1,2) Case Studies Case One Phil is my foreign teacher. He is very nice and friendly to me and he often asks us to have free talk in his apartment. One day, I decided to give Phil a gift to express my appreciation of his help in my oral English. I called him but the line was busy. So I went to Phil’s apartment directly. He opened the door looking surprised, but didn’t let me in. I stood in the corridor and said a few words of thanks, and gave my gift to him and left quietly with great disappointment and puzzlement.. How could he be so cold to me? All my gratitude and fondness of Phil seemed to have gone. .. Case Two I could never forget my experience of an oral exam with our American teacher Mary. After reading the passage I
(完整word版)跨文化交际教学大纲
《跨文化交际》 课程教学大纲 课程名称：英语教学论 课程类别：专业必修课 考核类别：考试 适用对象：本科 适用专业：英语 总学时、学分：36学时2学分 一、课程教学目的 该课程旨在扩大学生的知识面，对西方文化的不同层面有所了解,以提高学生的交际能力。在传统的外语教学中, 人们往往忽视文化的重要作用, 只注重语言能力的培养而未能顾及交际能力的提高。近年来国内学者认识到外语教学必须引进文化知识的对比，训练学生灵活运用语言知识, 更好地与外国人沟通, 减少和避免误解。 1
二、课程教学要求 该课程教学要求学生提高对文化差异的敏感性, 更有效地与外国人进行交际，为英语专业课程的学习和翻译实践能力的提高奠定基础。 三、先修课程 跨文化交际是英语专业的必修课, 是在完成了精读、泛读、综合英语、写作等基本技能训练后开设的，旨在增强文化差异的敏感性，增强跨文化交际意识，有助于英语专业课程的学习和翻译实践能力的提高。因此，学生先期完成英语听说读写等技能训练基本课程，如《基础英语》、《英国文学选读》等课程。 四、课程教学重、难点 该课程教学重点在于培养学生对英语国家文化的 2
了解及跨文化交际意识, 提高驾驭英语语言的能力, 从而使其能得体地运用语言与操英语的外国人士进行交流。教师的讲授重点是帮助学生认识中西文化的异同，分析文化差异的根源, 帮助学生深化对西方文化的理解。中西文化的差异在表层上很容易识别,但对造成差异的原因却需追根溯源。东西方在历史,思维方式以及哲学等方面的差异则是造成中国学生对西方文化不解的主要原因,也是该课程的难点。 五、课程教学方法（或手段） 教学方法：以课堂讲授为主，适当组织课堂讨论，鼓励学生充分利用课外资源进行探索性、研究性学习。 六、课程教学内容 Unit 1 Communication Across Cultures（4学时） 3
跨文化交际案例分析答题技巧
汉硕案例分析答题技巧 最近很多人问关于汉语国际教育考试中的案例分析题该怎样答，我根据自己的粗浅经验，现总结如下： 1.答题思路：按照发现问题-- 分析问题-- 解决问题的思路。具体如下：（1）发现问题：也就是提出问题。在所给的案例中，某个出国教汉语的志愿者教师或来中国教外语的外教等，遇到了什么样的困难。遇到的困难可能是课堂教学时的，比如学生上课都不积极回答问题，不愿意参与老师精心设计的课堂活动，或者问老师一些可能涉及到“隐私”的问题；也可以是这位老师在生活上遇到的问题，比如无法与当地人沟通或交流（语言障碍，文化障碍），无法适应当地人的生活，或不理解当地人做某事时为什么会采取那样的方式，等等。注意：遇到的问题可能是多方面的，要从多角度分析，一般情况下，也不只是一个问题，所以，要按条来答。 （2）分析问题：要求你具体分析一下这位老师或某人遇到这种困难是什么原因引起的，主要是文化方面的原因，可能还涉及到一些他所采用的文化策略等。比如，他由于对对方国家文化不了解，对方国家可能很注重“隐私”，而在我们国家这不被看做是“隐私”。同时要求你分析出我们的母语文化具有什么样的特点，最主要的是和对方国家有什么不一样，哪里不一样，因此造成了他在文化方面的不适应，以至于教学和生活中都出现了问题或遇到了困难。关于他所使用的文化策略，主要就是他自身有没有做到尊重当地的文化，有没有试着去融入这种文化，接受这种文化，还是一味的采取排斥策略，认为自己的一切都好，别人的一切都不好。这就是分析问题了。 （3）解决问题：这是最关键的部分了。怎么解决他遇到的问题或困难？你自己提出个对策就行了，当然，要根据一些你所知道的文化常识和应对策略。比如首先尊重当地文化，多和当地人交流，努力让自己适应当地人的文化和生活方式，做到求同存异，等等。这里需要注意的就是，有些文化的知识是很灵活的，比如中国人的谦虚、中庸的思想等等，都是我们日常生活就知道的，就是稍微总结一下，理顺一下，就能答题了。关于这个，如果时间还来得及，就看一下程裕祯的《中国文化要略》，看一下中国文化的特点等，很多东西是很细致的，自己要稍加总结。如果时间不是很充分了，就把刘珣的《对外汉语教育学引论》上的关于“跨文化交际”的那个章节仔细看一下，我觉得应对这道题应该够用了。 2.答题方法：其实思路清晰了就很好弄了，老师会看你的逻辑分析能力。强烈建议大家一定要分条论述，千万别想到哪说到哪，写出一大片，阅卷老师还得自己去给你找点，这样，老师会很疲劳的，老师最不喜欢的就是这种思维混乱的。所以说，大家答题时我觉得可以按两种方法来写： 第一种：按发现问题---分析问题---解决问题来写，一共三条，然后在每条的下边分几个小点，因为发现的问题肯定不止一个，相应的分析问题和解决问题也会不止一条。 第二种：按一共出现了几个问题分条，第一条，问题1：发现问题--分析问题--解决问题；问题2：发现问题--分析问题--解决问题；问题3--以此类推。 总结一下，以上两种方法都各有利弊，因为有时不同的问题是由同一个原因产生的，或者需要同一种解决策略。所以，大家可以根据自己的喜好来选择其中一种。按以上的问题全部分析完以后，最好再来个综述，大致总结一下，字数不用太多，就是有个小结尾。 最后，要跟大家说的是，字数和字迹的问题。这个案例分析要求是1000字以上
第二语言教学跨文化交际案例分析
第二语言教学跨文化交际案例分析 案例分析与写作（共40分） 七、请根据以下材料，按照“发现问题——分析问题——解决问题”的思路，写一篇1500字以上的案例分析，要求观点明确、材料 充实、结构严谨、条理清楚、语言规范、卷面清洁。 材料： 李晓雨是云南大学的一名毕业生，毕业后通过汉办的志愿者选拔，被派往泰国，成为一名汉语教师志愿者。她性格一直比较开朗，所以当她只身一人前往泰国北部的一个中学任教时，也是满怀憧憬；但是她却发现来机场接她的学校人员对她很冷漠，从机场到学校8个小时的路途上几乎没与她说一句话。她知道绝不是因为语言不通。李晓雨是个爱说爱笑的人，她几次想打破沉默，但一直不明白自己到底在什么地方得罪了来接她的人，还是别人根本不想和自己说话。她只好一个人看着车窗外本来很美但不再觉得美的景色。到了目的地，司机和接待的人把她放到一间小房子里，就走了。房间里只有一张平板床，没有任何铺盖。一个初来乍到的女孩，好几个小时没吃饭，没喝水，又不知道商店在那里，身上也没有当地的钱币。晓雨真的有些受不了了，趴在床板上泪水忍不住簌簌而下。她问自己到底做错了什么，为什么别人对自己如此冷漠，为什么和她想象中热情好客的泰国人差距这么大。第一天到学校上班，她的感觉仍然不好，似乎每个学生和老师都对她很冷，没有真诚的微笑，没有主动的招呼。这下可把晓雨急坏了，她开始注意自己每一个细小的举止言行，生怕别人不喜欢。她一直觉得是因为自己做得还不够好，所以别人不接受自己，甚至不接收中文老师的课程。 晓雨是个倔强、好强的女孩。她不服输，认真地向泰国老师学习他们对待学生和同事的方式，积极参加他们的各种活动。有一次她在办公室里看到一个30岁左右的女教师批改了一个学生的作业之后在那个初中学生的脸颊上亲吻了一下。晓雨觉得自己长这么大从来没接受甚至看到过老师亲吻学生的，然而在这里她发现效果真的很好，那个老师和学生的关系非常融洽和谐。在那个教师的鼓励下，她也开始尝试亲吻学生的脸颊，她发现效果出人意料的好！越来越多的人认识了晓雨并成为了她的朋友。她慢慢体会了到冰在融化的感觉。有一次一个老教师来问她是否要去参加学校的升国旗活动，她爽快地回答说：“好啊！”那位老教师有些惊讶地说：“你们中国来的老师不是不愿意参加我们的升国旗仪式吗？你是真的愿意还是假的？”她坚定地说：“我愿意！”从那之后，她每周都很早来到升泰国国旗的地方集合。老师们和同学们对她的态度都发生了很大的变化，这次升旗成了一个分水岭。 答案：案例中的李晓雨同学只身一人被派往泰国，成为一名汉语教师志愿者。在她刚刚到达目的地时，却发现前来接他的当地学校人员态度并不像她想象的那样热情，反而十分冷淡，对于初来乍到的她也没有给予相应的帮助和照顾。在接下来的工作中，李晓雨发现，学校里其他泰国老师对她的态度也并不热情。不仅没有帮助她适应教学工作，甚至连主动的招呼也没有。学生也没有和她建立起和睦融洽的师生关系，这样的问题还影响到了汉语的教学。 从案例中我们可以了解到，李晓雨与当地人之间交际的问题并不是由语言障碍所引起的，文化障碍则是最主要的原因。 跨文化交际过程大体上可分为蜜月期，挫折，调整和适应四个阶段。李晓雨在一开始对泰国人抱有一种思维定式，即原有的“文化成见”。在她的想象中，泰国人是“热情好客”的。而当她受到接待人员的冷漠对待时，想象与实际情况之间的巨大差距使她很难及时调整好自己的心态来适应这一状况，甚至不断地质疑自己的行为。这使得李晓雨在同泰国人的跨文化交际中迅速从蜜月期进入到了挫折阶段。 在接下来一段时间的工作中，李晓雨开始注意自己的行为举止，直到她看到一位泰国教师在批改了学生的作业后亲吻了学生的脸颊。这件事给李晓雨带来的触动很大，因为她以前从未有过教师亲吻学生的经历。这部分是由于中国的传统文化一直强调“尊师重道”，教师常常是高高在上不容冒犯的对象，泰国教师与学生间亲吻脸颊这样的动作在中国是绝少会发生的。部分也与中国人含蓄、内敛的性格传统有关。因此我们不难看出，母语文化与异文化的差异也是造成跨文化交际障碍的一个重要原因。由于对异文化的不了解，很容易将母语文化的思维方式带入跨文化交际中，以致于加深双方的隔阂。在李晓雨意识到这一问题之后，她也开始尝试按照当地人的方式来进行交际，并尝试亲吻了学生的脸颊，效果出乎她意料的好，她与当地人的交际也开始融洽起来。这时的李晓雨已能够逐步克服母语文化与异文化之间差异带来的交际障碍，并逐步进入到调整阶段。 案例中提及的另一个重要事件是升旗事件。李晓雨热情爽快地同意参加泰国学校的升旗仪式，使当地教师十分惊讶，从此其他泰国老师和学生对她的态度也发生了很大变化。这次事件是一个分水岭，李晓雨开始进入适应阶段，这与她坚持不懈地融入异文化的努力是分不开的。另一方面我们可以从泰国老师表现出的惊讶看出，之前学校里的中国教师在与当地人的跨文化交际中并没有采取正确的文化策略，也没有积极尝试与异文化的沟通，因此给对方造成了中国人不尊重泰国文化的负面印象，这也是最初的接待人员对李晓宇态度冷漠的原因。由此可以看出正确的文化策略在跨文化交际中具有重要作用，它不仅会影响到自身交际的正常进行，还会对本群体中其他成员的跨文化交际带来一定影响。 对于一名李晓雨这样的汉语教师来说，在进行正常的汉语教学之前，先要实现同当地人，特别是同学生的和谐交际。通过上文对案例中提及到的问题的分析我们能够认识到，在进行跨文化交际之前首先要尊重当地文化，应当多了解，多吸收异文化的文化知
跨文化交际案例
跨文化交际案例 IMB standardization office【IMB 5AB- IMBK 08- IMB 2C】
日本 中日称谓方式 如中国人对成年男士的称呼多为“先生”,这是一种社交场合对对方的尊称 事实上,日本人使用“先生”这一称呼的范围比中国人小得多,一般只用于学校的教师、医生、议员和艺术家。此外,中国人很少称女士为“先生”,而日本人则不分性别,只要属于这一范围的均可称作“先生”。 另外,日本人在称呼对方时习惯于拉近上下辈的距离以表示亲密,而中国人则正好相反,往往要抬高对方的辈份以示尊敬。因此,在日本,小学生对20多岁的人称作“哥哥”、“姐姐”,而在中国则称作“叔叔”、“阿姨”;再比如,小学生对50多岁的人称作“叔叔”、“阿姨”,而在中国就要称作“爷爷”、“奶奶”了。 寒暄 日本人每日初次见面除了互道一声“早上好”之外,必定要围绕天气寒暄一番,例如:“今天天气真好啊!”“今天真冷啊!”“今天真热啊!”“连日阴雨,真叫人烦闷”等等。而中国人除彼此问好外,最常用的寒暄问候语也就是“饭吃了吗?”“你上哪去?” 中国人之间初次见面为表示亲密,喜欢打听一些与对方生活、家庭、工作有关的事。以示看重和关心对方。日本人则不会。 敬意表达 1自谦 2自责经常在社交场合用自责言语以求的人际关系的和睦。踩脚（中国人：踩的人道歉；日本人：被踩的道歉。）迟到（中国人：来晚的道歉；日本人：来早的道歉） 3致谢致谢必须铭记在心，感恩要求极为严格。
4否定表达中国人直接日本人会绕很大的弯子，只为缓和气氛（是非观的差异）思维方式 中国人：论辩为主 日本人：体察为主 德国 德国人重视法律：中国人重视道德 这是我的权力，我有权这样做；你有权这样做但这样做不道德 德国人靠大脑来感觉；中国人靠心 德国人理性，有严格的纪律；中国人感性，会随心所欲，会冲动。 德国贝多芬伟大令人倾倒不浪漫，要求音乐的精准和完美，对音乐严肃认真。 肖邦诗意又浪漫 德国人不灵活，中国人应变能力强 请客请两个人就只准备两个人；中国人则无所谓会准备很多 德国人冷静中国人客套 不喜欢恭维，恭维是一种谦虚的表达 德国人喜欢喝中国人喜欢吃 数小时喝酒；数小时吃饭。 德国人慢中国人快 井井有条；粗枝大叶 德国人喜欢喝啤酒中国人喜欢喝茶 坐在公园里喝酒，坐在公园茶馆里喝茶 德国人靠耳朵享受中国人靠舌头享受
大学英语跨文化交际案例分析.docx
大学英语跨文化交际案例分析 Case 2 (P8) White Dress 女王的白色长裙:Case analysis: The Indian women might think the wedding ceremony is a funeral if they see the western bride in white gown. The case reflects the similes and metaphors in the text. 案例分析:印度女人可能觉得婚礼是一个葬礼,如果他们看到西方的新娘的白色礼服。这个案例反映了明喻和隐喻在文本。 Culture is like an iceberg: we can identify the color of the dress worn by women in different cultures, but we do not know the values underneath. Culture is like the water a fish swims in: people wear dress of different colors for different context but they usually take it for granted and never ask why . 文化是 像冰山:我们可以辨认颜色衣服的妇女所穿不同的文化,但我们不知道下面的值。文化是像水鱼游 在: 人们穿不同颜色的衣服为不同的上下文, 但他们通常是理所当然的,从不问为什么。 Case 4 (P18) Coconut-skating 椰子-溜冰:Case analysis: The case reflects the characteristics of culture. We Can tell from the CaSe that CUItUre is PerVaSiVe and it 案例分析Ie 这个e事件反映了文化 的特点。我们可以告诉从案件,文化是普遍的,这是学习。 People may invent different ways for things even as simple as the issue of floor moping. The Philippine woman must have learned this way of mopping from her own culture. 人们可能发明东西 甚至不同的方式为这样简单的问题的地板闷闷不乐。菲律宾女人必须学习这种方式从她自己的文化的拖地。 Case 7 (P30) Clean UP the Bathroom! 清理浴室!:CaSe analySiS: CUltUral differenCeS deCide the two StUdentS are going to CommUniCate in different wayS. 案例分析:文化差异决定这两个学生要沟通的方式不同。 The Chinese student wants the American student to understand the underlying means of his words, but the American student is used to the direct style of communication. This is decided by culture. In Chinese culture, people want to save face of both themselves and others, so they would not express their ideas directly. However, in the United States, unless you express yourself clearly and directly, the OtherS CannOt Understand you.中国学生想要美国学生理解底层的手段，他的话,但是美国学生用来 直接的交流方式。这是由文化决定的。在中国文化中,人们想要挽回面子的两个自己和他人,所以 他们不会直接表达自己的想法。然而,在美国,除非你清楚地表达自己,别人不能直接理解你。 Case 8 (P34) She HaS Three HandS 她有三个指针:ThiS CaSe Can refleCt the different CommUniCation StyleS between ChineSe and CanadianS. In weStern CUltUreS, CommUniCation iS the meanS of tranSmitting ideaS. WeStern PeoPle USUally CommUniCate direCtly with eaCh other. 这种情况下可以反映出不同的沟通方式在中国和加拿大人。在西方文化中,沟通是传播方式的想法。西方的人们通常直接彼此通信。 That is why the Canadian in this Case says what is in his mind direCtly in frOnt Of the Chinese wOman withOut hiding anything. While Chinese Culture stresses harmOny and emphasizes the relatiOnships between the COmmuniCatOrs. Chinese peOple view COmmuniCatiOn as a prOCess where all parties are searChing tO develOp and maintain a sOCial relatiOnship. SO the Chinese wOman in this Case tries nOt tO argue With the Can adia n face to face to keep the “ harm OnioUS relati On Sh这就是为什betwee n them. 么加拿大在这种情况下说什么是在他的脑海里的正前方的中国女人没有隐瞒任何事。虽然中国 文化强调和谐,强调了沟通者之间的关系。中国人民视图通信作为一个过程,各方正在寻求开发和维护一个社会关系。所以中国女人在这种情况下努力不认为与加拿大面对面保持“和谐关系”他们。 Case 12 (P57) Why Don‘ tYou Eat the Pizza? 你为什么不吃比萨饼?: This case can reflect the problems appearing during intercultural communication and how ignoring cultural differences can affect communication. 种情况下可以反映
《跨文化交际学概论》读后感
《跨文化交际学概论》读后感 AP0802325 钟欣奕 在学习《跨文化交际》这门课程和看完《跨文化交际学概论》这本书之前，我对“跨文化交际”的认识是：两个来自不同国家的人、组织或是国家之间的交流和沟通就是跨文化交际，而同一个国家的两个不同地区的文化的交流并不是跨文化交际。因为我认为既然是“‘跨’文化”，那这两种文化之间的差异应该是很大的，有非常不一样的文化来源和文化背景，有不一样的发展历程和演变过程，形成了两种很不一样的文化内涵。比如，美索不达米亚平原和幼发拉底河孕育的文化、黄河孕育的文化都是各有各的特点。随着经济的发展，交通工具的进步与通讯手段的发展，跨文化交际成了人们的需求，成为经济全球化和“地球村”的需求。 但是，《跨文化交际学概论》这本书中的第一部分第一章中提到：任何两份人之间的交际都是跨文化交际。这让我对“跨文化交际”有了一种新的认识。 有些学者就认为，跨文化交际研究的范围应该也包括地区、职业、年龄、性别等方面的文化差异探讨。地区之间文化的差异，特别是在饮食方面还是比较明显的。在肇庆一些地方，番薯和南瓜是很少被当做是一道菜，更多的是当早餐或者是相当于正餐的米饭，但是同属广东，有一些地方又偏爱“蒜炒南瓜”。又比如，在我的家乡—海南，人们很爱吃生芒果，吃法也很特别：有的人会蘸盐吃，但更多人，包括我，更喜欢蘸调料吃，这种调料是用酱油、白砂糖、海南灯笼椒、或虾酱调制而成的。我周围的朋友都觉得这种吃法很奇怪，无法想象竟然用水果蘸酱油吃。不过我们当地人觉得味道还挺不错的。 正所谓“隔行如隔山”，每种行业之间虽然有互通的知识，但是之间的差别还是挺大的。对大多数学习文史类的人来说，理工科的公式换算简直就是“鬼画符”一样难懂。具体来说，要一个只专长与计算机编程的人去欣赏充满意境、“形散神聚”的散文，也是一件很难的事情。
新编跨文化交际案例分析
Unit 5 Culture and Verbal Communication Case 17 When these two men separate, they may leave each other with very different impressions. Mr Richardson is very pleased to have made the acquaintance of Mr Chu and feels they have gotten off to a very good start. They have established their relationship on a first-name basis and Mr Chu‘s smile seemed to indicate that he will be friendly and easy to do business with. Mr Richardson is particularly pleased that he had treated Mr Chu with respect for his Chinese background by calling him Hon-fai rather than using the western name, David, which seemed to him an unnecessary imposition of western culture. In contrast, Mr Chu feels quite uncomfortable with Mr Richardson. He feels it will be difficult to work with him, and that Mr Richardson might be rather insensitive to cultural differences. He is particularly bothered that, instead of calling him David or Mr Chu, Mr Richardson used his given name, Hon-fai, the name rarely used by anyone, in fact. It was this embarrassment which caused him to smile. He would feel more comfortable if they called each other Mr Chu and Mr Richardson. Nevertheless, when he was away at school in North America he learned that Americans feel uncomfortable calling people Mr for any extended period of time. His solution was to adopt a western name. He chose David for use in such situations. Case 18 Even if the American knew Urdu, the language spoken in Pakistan, he would also have to understand the culture of communication in that country to respond appropriately. In this case, he had to say ―No at least three times. In some countries, for instance, the Ukraine, it may happen that a guest is pressed as many as seven or eight times to take more food, whereas in the UK it would be unusual to do so more than twice. For a Ukrainian, to do it the British way would suggest the person is not actually generous. Indeed, British recipients of such hospitality sometimes feel that their host is behaving impolitely by forcing them into a bind, since they run out of polite refusal strategies long before the Ukrainian host has exhausted his/her repertoire of polite insistence strategies. Case 19 Talking about what‘s wrong is not easy for people in any culture, but people in high-context countries like China put high priority on keeping harmony, preventing anyone from losing face, and nurturing the relationship. It seems that Ron Kelly had to learn a different way of sending message when he was in China. At home in Canada he would have gone directly to the point. But in China, going directly to the problem with someone may suggest that he or she has failed to live up to his or her responsibility and the honor of his or her organization is in question. In high-context cultures like China, such a message is serious and damaging. In low-context cultures, however, the tendency is just to ―spit it out, to get it into words and worry about the result later. Senders of unwelcome messages use objective facts, assuming, as with persuasion, that facts are neutral, instrumental, and impersonal. Indirectness is often the way members of high-context cultures choose to communicate about a problem. Case 20 It seems that the letters of request written in English as well as in Chinese by Chinese people are likely to preface the request with extended face-work. To Chinese people, the normal and polite way to form a request requires providing reasons that are usually placed before the requests. Of course, this is just the inverse of English conventions in which requests are fronted without much face-work. In the view of the English-speaking people, the opening lines of Chinese requests and some other speech acts do not usually provide a thesis or topic statement which will orient the listener to the overall direction of the communication. Worst of all, the lack of precision and the failure to address the point directly may lead to suspicions that the Chinese speakers are beating around the bush. To them, the presence of a clear and concise statement of what is to be talked about will make the speech more precise, more dramatic, and more eloquent. However, the Chinese learning and using English in communication may find it difficult to