跨文化交际课程unit6

Warm-up cases
When President George Bush went to Japan with leading American businessmen, he made explicit and direct demands on Japanese leaders, which violated Japanese etiquette. To the Japanese, it is rude and a sign of ignorance or desperation to make direct demands. Some analysts believe it severely damaged the negotiations and confirmed to the Japanese that Americans are barbarians.
Case 2 Unhappy with the Money Paid
Mr. Wang and Mr. zheng met Dr. Huang, a Chinese Australian, while doing their MA course in TESOL at the former Canberra College of Advanced Education. Every other weekend, Dr. Huang would ask Mr. Wang and Mr. zheng, together with one or two other students, to come to her home for dinner. Everyone seemed at home with each other and got on very nicely. During one conversation, Dr. Huang found out Mr. Wang and Mr. zheng were good carpenters, so she asked if they could help her tear down the old fence and erect a new one around her house. Feeling grateful to her for all the wonderful things she had done for them and all the efforts she had made in helping them adjust to the new culture, the two Chinese students instantly agreed and promised to make her a Chinese-style fence that would add a home feeling to her typical Australian house. During the semester break, the two students arrived in Dr. Huang's place,
The Mian Content
The lifecycle of a group Stage one : Forming Stage two : Storming Stage three : Norming Stage four : Performing
Cutural Variations in Negotiation Styles Cultural Variations in Conducting Business Cultural Variations in Selecting Negotiators Cutural Variations in Decision-making
Intercultural communication
Lecture 6: Cutural Variations in Negotiation
Styles
Review
Cultural Values Comparison Between Chinese Values and Western Values (expressing gratitude, symbolization and attiቤተ መጻሕፍቲ ባይዱudes towards women)
A Japanese manager in an American campany was told to give critical feedback to a subordinate during a performance evaluation. Because the Japanese are used to high context language and are uncomfortable with giving direct feedback, it took the manager five tries before he was direct enough for the American subordinate to understand.
Cultural Dimensions Power Distance (small and large) Individualism Versus Collectivism Masculinity Versus Feminity Uncertainty Avoidance (low and high)
Questions for discussion:
Why did the Japanese think that Americans are barbarians? Why was it so difficult for the Japanese manager to tell his subordinate about his poor performance?