Culture Clash
Culture Clash
Wang Ming, from Nanjing, worked for a China-U.S. joint venture that manufactured cell phones. He accepted an assignment at company headquarters in Atlanta. Enthusiastic welcome can
have complex implicationsDave Reardon had traveled extensively throughout China during the negotiation phases of the joint venture. The company president asked Dave to meet with Ming to welcome him to Atlanta and to his new assignment.
Dave met with Ming and greeted him in a pleasant, enthusiastic manner. He asked Ming about his trip and if he had settled into Atlanta yet. He offered to introduce Ming to a real estate agent for an apartment or house search. He also advised Ming to make sure that he had a new computer in his office. "We ordered some new ones and there are plenty to go around, so make sure you are not stuck with last generation's technology."
Ming clearly enjoyed the meeting and thanked Dave for his kind welcome. About two weeks later, Ming called Dave and asked for two favors. One was advice on renegotiating his salary, and the other was a request for his own personal secretary.
Dave became mildly upset with these requests and wondered why Ming had chosen him to become involved in these negotiations.
The cultural difference here is whether an enthusiastic and charming interaction style is directed at many people, or whether these behaviors are limited to a select few people. In the United States, individuals use an enthusiastic style with many people. If they don't use such a style, they may be labeled "cold fish" who never learned their social skills.
In China and other Asian countries, people can be charming and animated in their interpersonal interactions. However, they often limit these behaviors to a smaller number of people. When they behave in an enthusiastic manner, they are signaling a willingness to form a special relationship.
In this incident, Ming interpreted Dave's behavior as indicating special attention. Ming thought Dave would be an important professional mentor and so felt comfortable discussing salary and secretarial support. Dave was behaving as he would in virtually all workplace interactions. "I'm using the social skills my mother taught me," he might say. Consequently, Dave is surprised when Ming makes his requests just two weeks after their first meeting. To prepare people for these very different interpretations, human resource specialists at the company should offer cross-cultural training programs for all people involved, not just the employees from overseas.
The purpose of this column is to increase understanding of human behavior as it has an impact on the workplace. Special attention will be given to miscommunications caused by cultural differences. Each column will start with a short example of such confusion. Possible explanations will be offered to encourage thought about these issues.
Richard Brislin is a professor in the College of Business Administration,
University of Hawaii. He can be reached through the
College Relations Office: cro@cba.hawaii.edu