Cross- cultural Communication This page intentionally left blank

The importance of ‘face’
‘Face’ is a very important factor to be considered in international negotia-
tions. Vic Feather, when General Secretary of the Trades Union Congress 
(TUC) in the UK, considered that a means of saving ‘face’ should be 
preserved in defeat. He is quoted as saying: ‘Always leave the other fellow 
the bus fare home.’
‘Face’ is valued in all cultures, but its particular importance as a prime 
cause of cultural sensitivity has already been stressed. In many Eastern 
cultures, for example, Thai, Chinese and Japanese cultures, ‘face’ is the way 
in which one is regarded by others. It assumes central importance in Asian 
cultures and has a major effect on behaviour. In the case of the Chinese, 
‘face’ (‘mianzi’) relates to a person’s image and status within the social 
structure. ‘Face’ is also closely associated with trust, loyalty, reputation, 
competence and obligation issues. The Chinese have two dimensions of 
‘face’. The first, ‘lien’, is normally ascribed. Cardon and Scott (2003) state 
that a person who has no ‘lien’ is a social outcast. The second, ‘mien tzu’, 
is more achieved than ascribed. A person who lacks ‘mien tzu’ is considered 
to have low status.
Not giving ‘face’ to a person is seen by the Chinese as denying the person 
pride and dignity, and, as a result, the Chinese will usually refrain from 
an aggressive stance in negotiating. Indeed, the adoption of ‘face-saving’ 
or ‘face-giving’ behaviour in conflict situations is valued as an important 
means of maintaining group harmony. Restoring ‘face’ is very important in 
‘face’-related situations in order to restore a person’s lost self- esteem. Fisher 
and Ury consider that: ‘ Face- saving reflects a person’s need to reconcile the 
stand he takes on a negotiation or agreement with his principles and with 
his past words and deeds’ (Fisher and Ury 2003: 29).
Those who have difficulty understanding the working language chosen 
for the negotiations may lose the sense of the point being dealt with, but 
will not admit this, nor will they ask for elucidation in order to retain ‘face’. 
The situation can be compounded if other people think they have in fact 
understood and that their silence implies agreement.
In order to avoid cultural problems that involve ‘face’, the skilled inter-
national negotiator should follow these guidelines:
check the importance of hierarchy and status in the other culture;
use correct names, titles and formal greetings;
remember one’s obligations if acting as the host;
always show pride in one’s company and nationality, and extend this 
respect to one’s counterpart;
avoid backing the other party into a corner or situation from which it will 
lose ‘face’ by trying to extricate itself.
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170 Cross-Cultural Communication