China

Anyone doing business in China will need to understand the importance of “Guanxi” and “Face.” While business people notice the differences between generations in China, understanding the deep-rooted cultural values and the way they influence business practice is still key to working in China.

Chinese Worldview

Group Orientation
Identity defined by group, family.

Cooperation
Harmony and face very important, though increasing directness and personal expression in younger generation when outside the home or traditional setting

Relationship Focused
Personal interaction highly valued – Guanxi (one’s network of relationships)

Hierarchy
Patterns of rank and status observed

Tolerance for Ambiguity
Comfortable with ambiguous situations; although managerial guidance expected

Particularism
Loose application of rules; requires understanding of context and relationship

Fluid Time
Scheduling and deadlines are set and expected to be observed; however requests for extensions and re-scheduling are not uncommon.

Cultural Assumptions

Face & avoiding shame (Mianzi)
Reciprocation (Guanxi)
Hierarchy and its attending duties
Identification with authority
Filial piety
Family stability, material success
Surface calm
Group stability
Inside-outside mentality
Sense of cultural superiority
Self-cultivation, education
Perseverance

Layers of Culture

Rural versus urban
Inland vs. coastal
Artic north and subtropical south
Mainland vs. islands
Mountain people and desert dwellers
Islamic west
Mongol north
Tibetan southwest
Generational differences

Taoism

Developed from the teachings of Lao-tzu +/- 500 BCE
Emphasizes harmonious development of the self and balance.

Confucianism
A system of social rules established +/- 500 BCE to bring order to society.

Strict order of all things
Filial piety
The gentleman scholar

Chinese Communication Style

Indirect
Imply/suggest what is meant. You need to read between the lines.

High Context
Background information assumed depending on nature of relationship.

Formal
Sensitivity to hierarchy/face saving very important.

Restrained
Emotional displays avoided.

Guidelines for Communicating with the Chinese

Focus on how something is said – relational meanings often outweigh literal meanings.
Learn to read paralinguistic cues, such as facial expressions, body movements, gestures and pauses.
Develop a belief that words can be inadequate and insufficient.
Understand that Chinese selves are often embedded in plural pronouns, and learn to differentiate personal opinions from those of the group.
Be aware that impersonal language can be used with outsiders and that insiders and outsiders are treated differently.
Accept that Chinese value indirect talk and that requests are often implied. However, many young people are “trying out” more direct communication which may seem surprisingly direct to outsiders expecting indirectness.
Recognize that definitive responses are rarely given in Chinese culture and that the word “yes” may have multiple meanings.
Understand that modesty is a Chinese virtue and that understating and discrediting oneself is expected.
Be aware that personal questions are asked frequently and that guanxi talk is a sign of care and interest.
Accept that Chinese tend to keep opinions to themselves and are uncomfortable in engaging in social talk with strangers.

Polite nods are common when greeting someone. Due to restrained style, gestures are not as frequent. Pointing is done with the entire hand, rather than one finger, as in the United States.

Prefer not to be touched, but it is accepted in public places when it’s unavoidable. Within the same gender and close friendships there can be some touching. Women may hold hands or walk arm in arm.

Minimal physical contact is preferred, However, in public spaces it is accepted that crowds force people close together leaving no personal space. In private, formal recognition of space, is the norm, particularly with the elderly, who are treated with reverence.

Business Practices

PROBLEM SOLVING	Inextricably linked with mianzi or face; problems must be approached delicately, without causing embarrassment.
MOTIVATING PEOPLE	Treating people with "ren" (forbearance, or tolerance); taking good care of subordinates, benevolent authority.
APPRAISING PERFORMANCE	Informal, subjective; personal relationship (loyalty) may supersede performance.
PERFORMANCE EXPECTATIONS	Focus on group harmony & shared accomplishment; qualitative and subjective; includes social & economic concerns
NEGOTIATING, PERSUADING	Proceed slowly, cautiously, patiently, without emotional display, seeking compromise. There is no formal end to negotiations and “settled” points can arise again much later when they are unexpected.
DECISION MAKING PROCESS	Protracted group process of leader-mediated compromise.
PARTICIPATION IN MEETINGS	Meetings are formal; behavior is reserved; emotional display is proscribed; attention to hierarchy in the room.
SUPERIOR / SUBORDINATE RELATIONSHIPS	Authoritarian management; upward dependence; not much tolerance for initiative.
HIRING / DISMISSAL	Hiring and firing based on perceived loyalty. Does not necessarily involve performance considerations.
CUSTOMER RELATIONS	Development of strong personal relationships with customers is crucial. This can take a considerable amount of time.