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Cross Cultural Communication Theory and Practice PDFDrive (1)
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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