跨文化交际案例分析PPT课件
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跨文化交际PPT演示课件
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3. Space and Distance
3.1 Proxemics 3.2 Attitudes Toward Crowding
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3.1 Proxemics
✓ Definition: the study of people’s perception and use of space.
✓ Four categories: intimate, personal, social, and public distance.
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Categories of Distance (cont’d)
• Social Distance (1.3-3m) - colleagues, business partners, people at social gatherings
• Public Distance (beyond 3m) - speaking in public
- direct intrusion into others’ affairs • Shrugging shoulders
- indifferent, powerless, having no secret to conceal
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Postures (cont’d)
• Follow one’s natural habits so often go unnoticed (subconscious in nature)
• May damage your image if you neglect your postures
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2.4 Eye Contact
Direct eye contact • Chinese: avoid • North Americans: appreciate • The British: avoid
3. Space and Distance
3.1 Proxemics 3.2 Attitudes Toward Crowding
24
3.1 Proxemics
✓ Definition: the study of people’s perception and use of space.
✓ Four categories: intimate, personal, social, and public distance.
26
Categories of Distance (cont’d)
• Social Distance (1.3-3m) - colleagues, business partners, people at social gatherings
• Public Distance (beyond 3m) - speaking in public
- direct intrusion into others’ affairs • Shrugging shoulders
- indifferent, powerless, having no secret to conceal
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Postures (cont’d)
• Follow one’s natural habits so often go unnoticed (subconscious in nature)
• May damage your image if you neglect your postures
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2.4 Eye Contact
Direct eye contact • Chinese: avoid • North Americans: appreciate • The British: avoid
跨文化交际ppt
Three special questions:
1） What is intercultural communication ?
2）Why 3)
should we study this course?
How should we study this course?
1） What is intercultural communication ?
2) Why should we study this course?
To
improve the efficiency of interpersonal communication in the global era To find the new characteristics and principles of interpersonal communication
Case 1
Kathy and David, a couple from the US, signed a oneyear contract to work in China. Both were extroverted and soon made some Chinese friends. Before long, people started calling them at home. David was sometimes away on business trips for a few days, and if someone looked for him, Kathy often would find the conversation awkward. “Where did he go?” The caller typically would ask. “Can I pass on any message?” Kathy asked politely, trying to avoid the question. “Is he out of town?” The caller was usually very persistent. “Yes, can I help you in any way?” Kathy tried to be polite, but she could not help feeling uncomfortable.
跨文化交际—中德差异课件
工作节奏
德国文化中工作节奏较快，强调高效率和快节奏的工作方式。在 中国文化中，工作节奏相对较慢，更注重稳定和持久的工作关系。
工作和生活的平衡
德国文化中更注重工作和生活的平衡，鼓励员工追求个人生活和 兴趣爱好。在中国文化中，工作通常更为重要，个人生活常常需
要为工作让步。
05
CATALOGUE
跨文化冲突与解决
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语言障碍与误解
由于语言和文化差异的存在，跨文化交际中可能会出现语言障碍和误解。
为了减少误解和冲突，需要加强文化交流和语言学习，并尊重彼此的文
化差异。
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CATALOGUE
社交习惯
社交场合
家庭聚会
在中国，家庭聚会通常由长辈主持，晚辈尊重长辈，积极 参与家务活动。在德国，家庭聚会更注重个人空间的独立， 晚辈可能不会参与家务活动。
间和独立性。
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CATALOGUE
价值观差异
个人与集体
个人主义与集体主义
在德国文化中，个人主义被高度重视，强调个人的权利和自由。而在中国文化中，集体主 义更为重要，个人的利益通常要服从于集体或组织的利益。
独立思考与权威服从
德国文化鼓励独立思考和批判性思维，不轻易接受权威的观点。而在中国文化中，尊重权 威和传统是重要的价值观念。
直接与含蓄
中国人在交往中通常比较含蓄， 表达方式较为间接，而德国人则
更加直接和坦率。
情感表达
中国人在交往中比较注重情感控制， 不太轻易表露个人情感，而德国人 则更加开放和直率地表达情感。
决策方式
中国人在交往中通常采用集体决策 方式，强调协商和共识，而德国人 则更加注重个人独立思考和决策。
礼节与礼貌
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CATALOGUE
德国文化中工作节奏较快，强调高效率和快节奏的工作方式。在 中国文化中，工作节奏相对较慢，更注重稳定和持久的工作关系。
工作和生活的平衡
德国文化中更注重工作和生活的平衡，鼓励员工追求个人生活和 兴趣爱好。在中国文化中，工作通常更为重要，个人生活常常需
要为工作让步。
05
CATALOGUE
跨文化冲突与解决
03
语言障碍与误解
由于语言和文化差异的存在，跨文化交际中可能会出现语言障碍和误解。
为了减少误解和冲突，需要加强文化交流和语言学习，并尊重彼此的文
化差异。
03
CATALOGUE
社交习惯
社交场合
家庭聚会
在中国，家庭聚会通常由长辈主持，晚辈尊重长辈，积极 参与家务活动。在德国，家庭聚会更注重个人空间的独立， 晚辈可能不会参与家务活动。
间和独立性。
04
CATALOGUE
价值观差异
个人与集体
个人主义与集体主义
在德国文化中，个人主义被高度重视，强调个人的权利和自由。而在中国文化中，集体主 义更为重要，个人的利益通常要服从于集体或组织的利益。
独立思考与权威服从
德国文化鼓励独立思考和批判性思维，不轻易接受权威的观点。而在中国文化中，尊重权 威和传统是重要的价值观念。
直接与含蓄
中国人在交往中通常比较含蓄， 表达方式较为间接，而德国人则
更加直接和坦率。
情感表达
中国人在交往中比较注重情感控制， 不太轻易表露个人情感，而德国人 则更加开放和直率地表达情感。
决策方式
中国人在交往中通常采用集体决策 方式，强调协商和共识，而德国人 则更加注重个人独立思考和决策。
礼节与礼貌
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CATALOGUE
跨文化交际PPT演示文稿
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第4页，共21页。
euphoria 过度兴奋的情绪
utopia 乌托邦（理想中最完美的地方） ecstasy 狂喜
fantasy 幻想，空想 pervade 蔓延，渗透
scoff at 嘲弄 national 国民
outburst 突发，爆发
expatriate 侨民
vertigo
眩晕
snapshot 快照，快拍
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第10页，共21页。
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第11页，共21页。
Four phases of cultural adaptation
Predeparture Stage Before entering the host cultrue, you feel
excited and face the future with optimism. Stage one: everything is beautiful
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第13页，共21页。
Comprehension question
Question 1: What are the terms that can be applied to the
concept of “culture shock”?
Terms that can be applied to theconcept of―culture shock are culture stress, adaptation, transition shock, adjustment, socialization, and so on.
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第19页，共21页。
Question 7:
What do you think of the author‟s suggestion of using the native language to compliment people inthe host culture?
跨文化国际交流案例分析PPT课件
also not explain to the hosts why they are sad and
what are their taboos.
Finally，The Inner Mongolia company didn't do a
w202e0/1l/l3 reserch on Indian culture. Moreover,
Second, Chinese hosts shoudn't prepare a
2020w/1/3hole
4
Explainations
Third, Chinese take them to local mental hospital
without obtainning Indian agreements, but Indian
company. From this case, we must learn from
that: respect cultural differences, avoid offend
some taboos, more communication with2源自20/1/39each
2020/1/3
10
Hindu, cattle has an great importance on their
heart and they regard it as God. Eating cattle is
their taboo. However, Inner Mogolia mainly eatting cattle and sheep.
2020/1/3
11
2020/1/3
7
Solutions
• For Indian Businessmen：When they come
what are their taboos.
Finally，The Inner Mongolia company didn't do a
w202e0/1l/l3 reserch on Indian culture. Moreover,
Second, Chinese hosts shoudn't prepare a
2020w/1/3hole
4
Explainations
Third, Chinese take them to local mental hospital
without obtainning Indian agreements, but Indian
company. From this case, we must learn from
that: respect cultural differences, avoid offend
some taboos, more communication with2源自20/1/39each
2020/1/3
10
Hindu, cattle has an great importance on their
heart and they regard it as God. Eating cattle is
their taboo. However, Inner Mogolia mainly eatting cattle and sheep.
2020/1/3
11
2020/1/3
7
Solutions
• For Indian Businessmen：When they come
大学英语跨文化交际案例分析课堂PPT演示样本
Case Three: Cultural Misunderstandings in International Tourism
• Summary: Cultural Misunderstandings in International Tourism
Case Three: Cultural Misunderstandings in International Tourism
• Detailed description • Catering habits: ts from different cultural backgrounds may have
different dining habits and preferences. For example, some cultures may prefer spicy food, while others may place more emphasis on a light and healthy diet. • Etiquette and Customs: During the tourism process, tourists need to understand and abide by local etiquette and customs. For example, in some cultures, touching someone's head or using the left hand is considered impolite and disrespectful behavior. • Language expression: In cross-cultural communication, differences in language expression may lead to misunderstandings and conflicts. For example, some languages may have specific expressions or implicit meanings, which may lead to communication barriers if not understood.
跨文化交际案例分析PPT课件
•7
People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.
•2
“If you don’t acknowledge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
•8
Combine the theory with the
case
Thus, in this case, Koreans tried their best to take the peacemaking approach to de-escalate conflicts, so that harmony between members would be maintained as long as possible. However, Jim, from individualistic culture, considered it strange that his Korean colleagues would rather hide the problems to the last moment than solve the conflicts. In his view, suspending the conflicts wouldn’t release tensions and solidify the relationship but to potentially destruct the relationship.
People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.
•2
“If you don’t acknowledge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
•8
Combine the theory with the
case
Thus, in this case, Koreans tried their best to take the peacemaking approach to de-escalate conflicts, so that harmony between members would be maintained as long as possible. However, Jim, from individualistic culture, considered it strange that his Korean colleagues would rather hide the problems to the last moment than solve the conflicts. In his view, suspending the conflicts wouldn’t release tensions and solidify the relationship but to potentially destruct the relationship.
跨文化交际与跨文化交际学PPT课件
③ 王福祥、吴汉樱编，《文化与语言》(外语教 学与研究出版社,1994)。
.
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2）90年代中期以后
出版学术专著 发表相关论文 召开学术研讨会
1995年8月，中国跨文化交际研究会在哈
尔滨成立，此后，每两年召开一次全国性 会议。
.
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学术专著
关世杰：《跨文化交流学》(北京大学出版社,1995)
第二讲 跨文化交际与跨文化交际学
.
1
一、跨文化交际(intercultural communication)
（一）交际的过程和类型
行为源
编码，形成信息，通过渠道
解码，反应，通过渠道反馈
反应者
交际是一个（或多个人）对另一个人（或 多个人）的行为或行为遗迹作出了反应。
.
2
交际的类型
划分标准
交际类型
格林教授和夫人鞠躬 敬请赐复。
.
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Invitation
Director of the Institute of Atomic Energy requests the pleasure of the company of
Mr. and Mrs. Dickens at a dinner party
in honor of Mr. Liu Wenling senior engineer of the Institute of Atomic Energy
.
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一些不宜用“姓＋职务”表示的词
中国文化中称呼“姓＋职务”这种类型的，有 些翻译成英文不宜直译，如主任、局长、科长、 老师等。
对于教师的称呼很多，主要有三种： Sir./Ms.；
Mr./Ms.＋姓；直呼其名。 不能是“姓＋teacher”，也不能是直呼别人
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Case study
• Typical sections:
– case summary – Cultural reasons – alternatives – conclusion
5
Suggested answer
Case summary
Jim was sent to Korean plant to help people there with some new managerial procedures, though Jim was welcomed with great hospitality, only to find that his Korean colleagues tried to avoid acknowledging any significant problems, let alone solving them. Jim couldn’t understand the way that Korean solved the problem. To his exasperation, a problem was mentioned when there was no time left to solve it.
Case study
More exercises
1
Hale Waihona Puke ase 1Jim Ellis, vice president of a North Carolina knitwear manufacturer, was sent by his company to observe firsthand how operations were proceeding in their Korean plant and to help institute some new managerial procedures. Before any changes could be made, however, Jim wanted to learn as much as possible about the problems that existed at the plant.
6
Cultural Analysis
High-context/ low-context culture Individualistic/ collectivistic culture Attitude towards bad news
7
Cultural analysis
In individualistic culture, they view conflict as fundamentally a good thing. Working through conflict can gain new information about members, defuse more serious conflict, and increase group cohesiveness. Individuals should be encouraged to think of creative, even farreaching solutions to conflicts. There is also value in direct confrontation, recognizing conflict and working through it in an open, productive way.
2
During his first week he was met with bows, polite smiles, and the continual denial of any significant problems. But Jim was enough of a realist to know that he had never heard of any manufacturing operation that didn’t have some problems. So after some research, he uncovered a number of problems that the local manager and staff were not acknowledging. None of the problems were particularly unusual or difficult to solve, but Jim was frustrated that no one would admit that any problems existed.
3
“If you don’t acknowledge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
8
People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.
Case study
• Typical sections:
– case summary – Cultural reasons – alternatives – conclusion
5
Suggested answer
Case summary
Jim was sent to Korean plant to help people there with some new managerial procedures, though Jim was welcomed with great hospitality, only to find that his Korean colleagues tried to avoid acknowledging any significant problems, let alone solving them. Jim couldn’t understand the way that Korean solved the problem. To his exasperation, a problem was mentioned when there was no time left to solve it.
Case study
More exercises
1
Hale Waihona Puke ase 1Jim Ellis, vice president of a North Carolina knitwear manufacturer, was sent by his company to observe firsthand how operations were proceeding in their Korean plant and to help institute some new managerial procedures. Before any changes could be made, however, Jim wanted to learn as much as possible about the problems that existed at the plant.
6
Cultural Analysis
High-context/ low-context culture Individualistic/ collectivistic culture Attitude towards bad news
7
Cultural analysis
In individualistic culture, they view conflict as fundamentally a good thing. Working through conflict can gain new information about members, defuse more serious conflict, and increase group cohesiveness. Individuals should be encouraged to think of creative, even farreaching solutions to conflicts. There is also value in direct confrontation, recognizing conflict and working through it in an open, productive way.
2
During his first week he was met with bows, polite smiles, and the continual denial of any significant problems. But Jim was enough of a realist to know that he had never heard of any manufacturing operation that didn’t have some problems. So after some research, he uncovered a number of problems that the local manager and staff were not acknowledging. None of the problems were particularly unusual or difficult to solve, but Jim was frustrated that no one would admit that any problems existed.
3
“If you don’t acknowledge the problems”, he complained to one of the managers, “how do you expect to be able to solve them?” And then to further exasperate him, just today when a problem was finally brought to his attention, it was not mentioned until the end of the workday when there was no time left to solve it.
8
People from collectivistic culture view conflict as ultimately destructive for relationships, thinking that when members disagree they should adhere to the consensus of the group rather then engage in conflict. In culture like these, silence and avoidance may be used to manage conflict.