【正文】 ce. 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.從對話中也可以看出蘇奇木拓先生不接受當眾表揚，卻只是保持沉默，甚至要走開，沒有把他的不滿當眾表達出來。另一方面．美國經(jīng)理由于對日本文化特點的無知，公開表揚不僅把那位日本工人弄得無言以答，而且會失去在其他日本工人對他的尊敬。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，日本是典型的集體主義國度，在日本個人要忠實于集體，集體內(nèi)部的成員要團結(jié)一致不傾向于突出個人業(yè)績．而是強調(diào)集體協(xié)作。對于這樣的回答或拒絕表揚．美國經(jīng)理實在是無法理解，也無法忍受這種沉默不語，于是直截了當?shù)叵蛩l(fā)問道：“你打算說聲謝謝呢，還是要選擇繼續(xù)保待沉默呢？”責備他表現(xiàn)“沒禮貌”。出乎他意抖的是，那位受到表揚的日本工人對他的表揚感到不安，沒把表揚當回事：美國經(jīng)理接著用更肯定的語氣維續(xù)表揚他，如用英語中的最高級形容詞“最優(yōu)秀的”、“最杰出”、‘最勤奮”等等。在美國，受到表揚的人往往會說“謝謝”’以作回答。在美國鼓勵個人創(chuàng)斷，提倡竟爭．個人會因業(yè)績優(yōu)異而受到上司表揚，這是一種典型的美國式做法。瓊斯先生和蘇奇木拓交流失敗的原因主要在于都對雙方的文化了解不深，特別是雙方對個人與集體關(guān)系的看法不同。 If were Mr. Jones, how would you deal with the situation more appropriately?分析矛盾沖突從對話中可以看出，瓊斯先生認為在其他工人面前表揚蘇奇木拓先生是對他工作的肯定．也是對他個人的認可，蘇奇木拓先生應(yīng)該高興地接受，不必遮遮掩掩不好意思，更不應(yīng)該一句話不說就走了。 If you were Mr. Sugimoto, would you accept praise from Mr. Jones in public workplaces? Why did they have such different reactions towards praising in public workplaces? Why was the conversation between Mr. Jones and Mr. Sugimoto not so pleasant?Case Study 2 Praising Japanese in Public Workplaces （在工作場所當眾表揚日本人）瓊斯先生（美國經(jīng)理） 當眾表揚蘇琦木拓（日本員工）工作做得很棒，本以為蘇琦木拓會高興的接受，卻不料…..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:This case of manager in understanding her difficulty after can in all the pany released within the formal the lady39。 China belongs to high context culture countries,文化溝通當與不同文化背景、年齡、地位的人進行跨文化交流合作時，我們應(yīng)當充分了解對方價值觀中對這些個人因素的看法，決策前應(yīng)采用合適的方式進行有效的協(xié)商，以便避免和化解因文化背景、價值觀不同引起的矛盾。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 。根據(jù)霍爾的理論，加拿大是“低語境”國家，中國屬于“高語境”文化國家，因此，當她的加拿大同事沒有充分考慮到她所處的位置．而是直接問她原因時，這位中國女士采用了婉轉(zhuǎn)回進的策略，沒有直接說出自己的想法。根據(jù)霍夫斯特的調(diào)查研究，“低權(quán)力距離”國家的人強調(diào)個人的能力和信用，人與人之間權(quán)利和關(guān)系的平等，而．”高權(quán)力距離”國家，如中國、日本、緯國，強調(diào)地位、經(jīng)驗、年齡、資歷等，人與人之間存在級別差距；因此在這位年輕的加拿大人看來，在工作上他與這位女士是平等的合作伙伴，并沒有地位的差別，自己也有能力參與項目并做最后報告。 在這位資深年長的中國女士看來，同一位比她年輕的同事一同去國會，并且由對方來做推介會影響到她的地位和威信，因此她無法同意：原因分析造成這一矛盾的文化因素有兩方面．對地位、年齡的不同態(tài)度以及這種不同的表達方式。Case Study 1 Age and Status兩位同事的矛盾使一家數(shù)據(jù)處理公司的總經(jīng)理遇到了麻煩。一方是一位躊躇滿志的法裔加拿大小伙子，另一方是一位有特許簽證的年長的中國女性，而此前兩人確實很好的合作伙伴…..Case description: A manager in a dataprocessing pany was having difficulty dealing with a conflict between a young, ambitious French Canadian male and his coworker, an older Chinese woman who was on a special visa from China. She had recently bee uncooperative and had made it clear to the manager that she would not be willing to travel to the capital with her coworker 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 coworker, 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 puter 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 spokesperso