跨文化交际第四章_不确定性规避
不确定性规避
不确定性规避不确定性规避PROVERB谚语Chinese ProverbBeforehand preparation leads to success; unpreparness results in failure.凡事预则立，不预则废。
The past is as clear as a mirror, the future as dark as lacquer.过去像镜子一样明亮，未来像漆器一样黑暗。
American ProverbThe future is c alled“perhaps,”which is the only possible thing to call the future.未来可以被称作“可能”，那是唯一可以用来称呼未来的词汇。
In these matters the only certainty is that nothing is certain.在这些事情方面，唯一确定的是什么都不确定。
INTERCULTURAL DIALOGUE跨文化对话Dialogue 1There are a number of ways one’s uncertainty avoidance orientation may manifest itself in interaction. In the dialogue presented below, Kelly and Chang are interacting about a dinner invitation. Kelly, from the United States, possesses a relatively weak uncertainty avoidance index, while Chang, a Chinese, comes from a culture with a relatively strong uncertainty avoidance index.不确定性规避的方式表现在交流中的各个方面，在下面的这个对话中，Kelly和Chang 正在谈邀请别人吃晚餐的事情。
跨文化交际整理
Unit 11 economic globalization(经济全球化）：the integration of national economies into the international economy through trade, foreign direct investment, capital flows, migration, and the spread of technology.2 barter system(物物交换）：exchange without money–Farming communities traded their surplus produce in exchange for products and services without the medium of money.–Human society has always traded goods across great distances.3 global village(地球村）：the world form one community–All the different parts of the world form one community linked together by electronic communications, especially the Internet.4 melting pot(大熔炉）：a socio-cultural assimilation of people of different backgrounds and nationalities.5 culture(文化）：can been seen as shared knowledge, what people need to know in order to act appropriately in a given culture.6 cultural diversity(文化融合）：refers to the mix of people from various backgrounds in the labor force with a full mix of cultures and sub-cultures to which members belong.7. Communication(交际）: mean to share with or to make common, as in giving to another a part or share of your thoughts, hopes, and knowledge.8 intercultural communication(跨文化交际）：communication between people whose cultural backgrounds and distinct(不同）enough to alter（改变）their communicaion。
跨文化交际中的中西文化差异——以霍夫斯泰德文化维度理论为视角
跨文化交际中的中西文化差异——以霍夫斯泰德文化维度理论为视角近年来，全球化的进程推动了不同文化之间的交流与融合。
在跨文化交际中，了解和尊重不同文化之间的差异尤为关键。
霍夫斯泰德文化维度理论为我们提供了一个有益的视角，帮助我们理解中西文化之间的差异和相似之处。
首先，霍夫斯泰德的文化维度理论认为，不同文化在权力距离、个人主义与集体主义、男女角色的分工、不确定性规避和长期短期导向等方面存在着差异。
在权力距离方面，西方文化通常倾向于较小的权力距离，比如欧美国家，而中国等东方文化则更倾向于较大的权力距离。
这意味着西方文化更加注重平等和个人权利，而东方文化则更加尊重长幼有序和权威。
其次，个人主义与集体主义是另一个重要的文化差异维度。
西方文化普遍倾向于个人主义，强调个体的独立性和个人权利。
相反，东方文化倾向于集体主义，注重团队合作和社区意识。
这种差异在日常生活和工作中都能体现出来。
比如，西方人更加注重个人的自我实现和个人空间，而东方人更注重与他人的关系和社会团体的稳定。
男女角色的分工也是文化差异的重要方面。
在西方社会，男女平等的观念很普遍，男女在就业、家庭和社会地位等方面享有相对的平等。
而在东方文化中，男女角色的分工往往更加传统和明确，男性主导社会和家庭的决策，女性则承担起照顾家庭和子女的责任。
不确定性规避是另一个与文化相关的差异。
西方文化通常更加接受不确定性，并乐于接受新鲜事物和风险。
相比之下，东方文化更加注重稳定和安全，并倾向于避免不确定和风险。
最后，长期短期导向是文化差异的另一个维度。
长期导向的文化更加注重未来、节制和远见，而短期导向的文化则更注重当下和即时满足。
中国文化倾向于长期导向，注重家族和社会的延续；而西方文化通常倾向于短期导向，追求即时的成功和满足。
这些在霍夫斯泰德文化维度理论中提到的差异只是一部分，且并不是所有文化都与这些差异完全吻合，但它们可以帮助我们理解不同文化之间的差异和相似之处，并有助于我们更好地进行跨文化交际。
不确定性规避高（强）的文化
不确定性规避⾼（强）的⽂化什么是不确定性规避[1] 不确定性规避是指组织或群体⾯对不确定性时所感受到的威胁以及试图通过制定安全规则和其他⼿段来避免不确定性的程度。
不确定性规避的表现 不确定性规避倾向影响⼀个组织使其活动结构化需要的程度,也就是影响到⼀个组织对风险的态度。
在⼀个⾼不确定性规避的组织中,组织就越趋向建⽴更多的⼯作条例、流程或规范以应付不确定性,管理也相对是以⼯作和任务指向为主,管理者决策多为程序化决策。
在⼀个弱不确定性规避的组织中,很少强调控制,⼯作条例和流程规范化和标准化程度较低。
[2] 在任何⼀个社会中，⼈们对于不确定的、含糊的、前途未⼘的情境，都会感到⾯对的是⼀种威胁，从⽽总是试图加以防⽌。
防⽌的⽅法很多，例如提供更⼤的职业稳定性，订⽴更多的正规条令，不允许出现越轨的思想和⾏为，追求绝对真实的东西，努⼒获得专门的知识等等。
不同民族、国家或地区，防⽌不确定性的迫切程度是不⼀样的。
相对⽽⾔，在不确定性避免程度低的社会当中，⼈们普遍有⼀种安全感，倾向于放松的⽣活态度和⿎励冒险的倾向。
⽽在不确定性避免程度⾼的社会当中，⼈们则普遍有⼀种⾼度的紧迫感和进取⼼，因⽽易形成⼀种努⼒⼯作的内⼼冲动。
例如，⽇本是不确定性避免程度较⾼的社会，因⽽在⽇本，“全⾯质量管理”这⼀员⼯⼴泛参与的管理形式取得了极⼤的成功，“终⾝雇佣制”也得到了很好的推⾏。
与此相反，美国是不确定性避免程度低的社会，同样的⼈本主义政策在美国企业中则不⼀定⾏得通，⽐如在⽇本推⾏良好的“全⾯质量管理 ”，在美国却⼏乎没有成效。
中国与美国相似，也属于不确定性避免程度较低的社会（Hofstede Centre）。
此外，不确定性避免程度低的社会，⼈们较容易接受⽣活中固有的不确定性，能够接受更多的意见，上级对下属的授权被执⾏得更为彻底，员⼯倾向于⾃主管理和独⽴的⼯作。
⽽在不确定性避免程度⾼的社会，上级倾向于对下属进⾏严格的控制和清晰的指⽰。
霍夫斯泰德文化维度下中美脱口秀话语文化差异
B：这也许是因为我们的文化背景不同吧。我们中国人的思维更加严谨和注 重逻辑，所以我们更喜欢用一些理性的方式去分析和解决问题。
建议
针对中美文化差异，可以提出以 下建议：
首先，对于中国脱口秀而言，可以尝试在保持原有文化特色的基础上，借鉴 美国脱口秀的幽默诙谐元素，以更加轻松的方式来吸引观众的注意力。同时也可 以学习美国脱口秀的创新和突破精神，尝试在内容形式上进行一些新的尝试和探秀《吐槽大会》为例，可以看出中美在 脱口秀话语上的文化差异。在《艾伦秀》中，主持人艾伦通常会以幽默诙谐的方 式谈论日常生活、名人八卦等话题。而在《吐槽大会》中，主持人张绍刚更倾向 于以严肃的方式讨论社会热点、时政要闻等话题。此外，《艾伦秀》中常见轻松 幽默的段子和即兴表演，而《吐槽大会》则更加注重犀利讽刺和理性分析。
不确定性规避
不确定性规避是指一个文化中的人群对不确定性的容忍程度。在美国，人们 较为容忍不确定性，更加开放和创新。而在中国，人们较注重传统和规范，对不 确定性的容忍度相对较低。在脱口秀中，美国脱口秀主持人通常会尝试创新和突 破传统，而中国脱口秀主持人则更加注重规范和传统。
长期导向
长期导向是指一个文化中的人群对长期目标的重视程度。在美国，短期目标 和个人利益被较为重视，而在中国，长期目标和集体利益被更加。在脱口秀中， 美国脱口秀主持人通常会当下和短期，而中国脱口秀主持人则更加未来和长期。
分析
个人主义与集体主义
霍夫斯泰德认为，个人主义和集体主义是文化差异的核心。在美国，个人主 义被高度重视，而中国则更加强调集体主义。在脱口秀中，美国脱口秀主持人通 常以自我为中心，讲述自己的故事和观点，而中国脱口秀则更倾向于以集体为主 题，社会热点和群体利益。
权力距离
权力距离指的是一个文化中的人群对权力分配的接受程度。在美国，权力距 离相对较小，人们更倾向于追求平等和自由。而在中国，权力距离较大，尊重长 辈、领导和权威被视为重要的社会价值。在脱口秀中，美国脱口秀主持人通常会 调侃权威和名人，而在中国脱口秀中，对权威和名人的调侃则相对较少。
不确定性规避
Uncertainty Avoidance 确定 性规避 It refers to the lack of tolerance for
ambiguity and uncertainy and the need for formal rules and high-level organizational structure.
显然，不确定性规避的核心就是认为未来不可知。 虽然可能每个人都在预测未来，但是没有人能够丝 毫无误地预知下一刻、下一天、下一年或下十年会 发生什么事情。美霍夫斯泰德用不确定性规避一词 来“界定一种程度，一种当人们遇到混乱不清、难 以预测的情况时所感到的不安程度。通过对严格的 行为方式的遵循和对绝对真理的信仰，他们尽力避 免这些情况。”
Uncertainty Avoidance Index (UAI) 确定性规避
不确定性规避指数— 聚焦于对于不确定性及含糊 性的容忍程度。 比如：一个高不确定性规避的组织通常是规则导 向性的，通过建立一系列法律，规章，制度，限 制来减少不确定因素。一个低不确定性规避组织 则对于不确定情况具有高的容忍度及适应力。这 些组织通常更愿意变革，乐于承担
跨文化交际第四章_不确定性规避
3 Impact upon low uncertainty avoidance societies
People in low uncertainty avoidance societies do not feel quite so threatened nor anxious about uncertainty, and therefore do not have such a strong need to limit or control it. They seek to legislate fewer areas of human interaction and tolerate differences better. They feel boxed in by too much structure or too many systems. They are curious rather than frightened by the unknown and are not uncomfortable leaving things to chance. Life is interesting but not especially daunting discouraging.
Hofstede's uncertainty-avoidance measure indicates the extent to which a culture conditions (vt.以...为条件, 使达到要求的情况) its members to feel either comfortable or uncomfortable in unstructured (adj. 无社会组织的, 未组织的), ambiguous (adj. 暧昧的, 不明确的), and unpredictable situations.
Uncertainty Avoidance(不确定性规避)
Uncertainty Avoidance(不确定性规避)
According to Hofstede(1998), uncertainty avoidance refers to the lack of tolerance for ambiguity and uncertainty and the need for formal rules and high-level organizational structure.
Uncertainty Avoidance includes two forms:
•Low uncertainty Avoidance •High uncertainty Avoidance
Cultures of low uncertainty avoidance have less concern about ambiguity and uncertainty and have more tolerance for a variety of opinions. （U.S.,Canada,Great Britain…）
Cultures of high uncertainty avoidance have a low tolerance for uncertainty and ambiguity.(France,Japan…)
1.There is a strong winglingness to live day by day. 2.People have low level of stress.
high
1.Superordinates may say “I don’t know.” 2.Less formal organizational structures are desired.
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
9. Employees are not as threatened by workers from other countries as are those from high-un-certainty avoidance societies. 10. Employees are better able to function in meetings with a loose agenda (n.议程). 11. Employees have relatively little loyalty to employers because they do not depend on the company for security. 12. Employees have a preference for a broad set of guidelines rather than a formal set of rules and regulations.
3 Impact upon low uncertainty avoidance societies
People in low uncertainty avoidance societies do not feel quite so threatened nor anxious about uncertainty, and therefore do not have such a strong need to limit or control it. They seek to legislate fewer areas of human interaction and tolerate differences better. They feel boxed in by too much structure or too many systems. They are curious rather than frightened by the unknown and are not uncomfortable leaving things to chance. Life is interesting but not especially daunting discouraging.
The unpredictability (n. 不可预言) of the future, and the resultant (adj. 作为结果而发生的, 合成的) anxiety that this produces, is part of the human experience. Nevertheless, cultures differ in the degree to which they can tolerate ambiguity, cope with uncertainties, and adapt to the future.
Uncertainty Avoidance
Main Points
1. Low uncertainty avoidance societies 2. High uncertainty avoidance 3. Impact upon low uncertainty avoidance societies 4. Impact upon high uncertainty avoidance societies
Hofstede's uncertainty-avoidance measure indicates the extent to which a culture conditions (vt.以...为条件, 使达到要求的情况) its members to feel either comfortable or uncomfortable in unstructured (adj. 无社会组织的, 未组织的), ambiguous (adj. 暧昧的, 不明确的), and unpredictable situations.
1. They take life easy. 2. They tolerate and even celebrate ambiguous situations; the more unfamiliar the challenge, the greater the adventure. 3. There is a tendency to avoid setting rigid (adj. 刚硬的, 刚性的, 严格的) rules and laws but to resolve any conflict that might arise. 4.There is an easygoing attitude toward structure and schedules along with a tendency to “wing it”, to work out solutions to problems on the spur of the moment (不假思索的, 立即, 马上).
2. High uncertainty avoidance societies
Uncertainty avoidance focuses on the level of tolerance for uncertainty and ambiguity within the society - i.e. unstructured situations.
5. They tolerate very different behaviors and avoid conformity (n. 一致, 符合) whenever possible. 6. They believe in common sense and feel that formal protocols (n. 草案, 协议) are for stupid people. 7. Employees are willing to have their pension (n. 养老金, 退休金) funds invested in the stock market rather than a low interest-bearing money-market account. 8. Employees are more willing to experiment with new techniques and procedures.
The critical components of high uncertainty avoidance:
1. Greater anxiety about the future; 2. More emotional resistance to change; 3. Less risk taking; 4. Tendency to stay with same employer; 5. Fear of failure; 6. Considerable loyalty to employer; 7. Rules should not be broken; 8. Conflict is undesirable; 9. Initiative of subordinates discouraged; 10. Differences are considered dangerous; 11. High stress; 12. Emotional expression is acceptable; 13. Superordinates have all the answers; 14. Formal organizational structures.
The critical components of low uncertainty avoidance dimension:
1. Willingness to live day by day; 2. Less emotional resistance to change; 3. More risk taking; 4. Willingness to change employer; 5. Hope for success; 6. Little loyalty to employer; 7. Sometimes rules can be broken; 8. Conflict is natural and to be expected; 9. Initiative of subordinates encouraged; 10. Differences are tolerated; 11. Low stress; 12. Little emotional expression; 13. Superordinates may say "I don't know.” 14. Less formal organizational structures.
1. Low uncertainty avoidance societies
A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily (adv. 乐意地, 欣然, 容易地) accepts change, and takes more and greater risks.
Uncertainty Avoidance
This dimension refers to how comfortable people feel towards ambiguity Cultures which ranked low (compared to other cultures), feel much more comfortable with the unknown. According to Hofstede (霍夫斯太德), uncertainty avoidance refers to the lack of tolerance for ambiguity and the need for formal rules and high-level organizational structure.