最新跨文化交际24篇case解析

第一单元Case1JustasDr.Strengernoticesthatovertherecentyearspeoplearoundtheworldhavebeensufferingfromanincreasingfearoftheirown“insignificance”.Ashumanswenaturallymeasureourselvestothosearoundus,butnowweliveinaglobalvillageandwearecomparingourselveswiththemostsignificantpeopleintheworld—andfindingourselveswanting.Inthepastbeingalawyerordoctorwasaveryreputableprofession.Buttoday,evenhighachieversconstantlyfearthattheyareinsignificantwhentheycomparethemselvestosuccessstoriesinthemedia.Theremedy,accordingtoDr.Strenger,isaprocessthathecalls“activeself-acceptance”throughasustainedquestforself-knowledgethroughlife.Thefearforinsignificancecanonlybeovercomethroughstrongindividualandculturalidentityoverandabovemeasurableachievement.Hebelievesthatpeopleneedtoinvestasmuchtimeindevelopingtheirworldviewastheircareers.Case2TheDutchmanagerwasshockedbecausehethoughthehadn’ttoldtheteamtobuilditinacertainway,hesimplyhadaskedifitcouldbedone!Hehadneverquestionedthewayinwhichhecommunicatedtotheheadofhistechnologygroup.Infact,hethoughthehadbeenaskingsimplequestions,almostmakingidleconversation,andneverconsideredthatbecausehewastheboss,hisIndianemployeewoulddoasheasked.Heexpectedthatthetechnologydesignteamwouldcounter反驳withanotherrecommendationifhisideawasinappropriate.HeneverrealizedthatintheIndianculturesuchachallengerarelyisforthcoming即将到来.Themisunderstandingstookplacebecauseculturalbarriersgotintheway.Totakefulladvantageoftheopportunitiesthattheglobalenvironmentoffered,boththeDutchandtheIndianteamsneededtohaveabetterunderstandingoftheculturallybasedexpectationsofeachgroup.Inthiscase,theDutchmanagerwouldhavebeenmoresuccessfulifhehadasked,“Whatkindofplatformdoyousuggest?”RatherthanriskingthathisIndianemployeewoulddisagreewiththesuggestionhemade,thisapproachwouldhaveallowedforarespectfuldialogue.TheDutchmanagershouldhaveknownthatIndiansrarelydisagreeorsaynobecausetheircommunicationstyleisindirect,andriskingdisharmonyisconsideredunpleasantandunseemly(不得体的，不合时宜的).TheycouldhavesavedmillionsofdollarsandpreventedmonthsoffrustrationiftheDutchmanagerhadbeenculturallyastute(机敏的，精明的)enoughtomanagethemultinationaltalentpoolavailabletohim.Bythesametoken,iftheIndianseniormanagerhadunderstoodthatamanagerinanegalitarian(平等主义的)culturesuchastheDutch(unlikeIndia’smorehierarchalone)expectsacollaborativeeffortfromhisemployees,evenifitrequiresdisagreement,hewouldhaveavoidedtheproblemaswell.Case3Advancesininformationtechnologyarebringingaboutchangesincontemporarysocietythatposenewsituationsrequiringinterculturalcommunicationexpertise(专门知识或技能).Technologyhasenabledordinaryindividualstocheaplyandquicklyorganizethemselvesaroundacommoninterest,ideology(思想意识；意识形态),orsocialcause.Ratherthanmovingtheglobalcommunitytowardthesingle,homogenized(均匀分布的，均质的)culturedecried(公开反对，谴责)bymanyglobalizationopponents,technologyisactuallyprovidingameanstoreaffirmandextendculturalawareness,identity,andpractices.Mediatechnologyplaysanimportantroleinmodernsocietywhetheritispolitical,economicalorcultural.Case4WhatMrs.Nimossurprisedistheyoungman’squestionof“howoldareyou”.Inwesterncountrieswhereprivacyisgreatlyvalued,ageissomethingthatisconsideredratherprivate.Askingabouttheothers’age,especiallyinthiscaseontheirfirstmeeting,isratherimpolite.However,inJapanwherehierarchyisstrictlyfollowed,ageisanimportantfactorinsituatingapersonintheJapaneseculturalhierarchy.ForherJapanesebusinesscounterpartstofeelcomfortablethattheyknewtheproperwaytoaddressandtorelatetoher,theyneededtoknowherage.InChina,ageisimportantforthesamereason.However,whencommunicatingwithfamilymembers,generationbecomesanimportantfactorthatoverrides(优先于，压倒)age.Eveniftheyhavethesameage,theonebelongingtotheyoungergenerationmustaddresstheotherwiththerespectaccordedtotheoldergenerationinthefamily.Iftheyarethesamegeneration,theycancommunicateaspeers.Case5TheproblemhereisthatMr.Richardsondoesn’tmeanwhathesays,whichisratherdifferentfrombeinginsincereordishonest.Toputitanotherway,whatMr.Richardsonmeansisdifferentfromwhatthesentencethathehasutteredmeans.“Wemustgettogetherandhavelunchsometimes”isquiteacommonexpressionpeopleuseneartheendofbusinessinteractionsinNorthAmerica,andforNorthAmericansitmeansseveraldifferentthings.Firstofall,itsignalsthatthepersonwhosaysitthinksthattheencounterwill(orshould)beendingsoon.Soitcanfunctionaswhatconversationanalystscalla“pre-closing.”Itisalsoawayofcreatingafeelingof“involvement”,awaytotellsomeonethatyouhaveenjoyedspendingtimewiththemandyouwouldnotminddoingitagain.Whileitdoescontainthevagueideathatasubsequentmeetingwouldbedesirable,itdoesnotinanywaycommitthespeakerorthehearertosuchanarrangement.However,toMr.Wong,itsoundslikeaninvitation.Similarly,“Seeyoulater”doesnotcommitsomeonetoalatermeeting.Itwouldbeveryoddif,inresponsetothisutterance,thehearerweretotakeouthisorherdiaryandattempttosetadate.Otherexamplesare“Howareyou”inEnglishand“Haveyoueaten?”inChinese,bothofthemaretypicalgreetings,whichdonotrequirethehearertogivespecificanswers.Allofthemjustserveaslubricants(润滑剂)tomovetheconversationforwa