日本人最擅長開會(huì)嗎？揭秘不同國家的會(huì)議文化
在芬蘭，如果你想在會(huì)議上讓別人明白你的觀點(diǎn)，就要學(xué)會(huì)安靜，讓對方思考一下。當(dāng)然在加拿大，這個(gè)方法卻一點(diǎn)兒也不適用。
As more of us do business across cultures and far-flung offices, every meeting can feel like a riddle. What do the long silences, idle chitchat and serious faces really mean in context?
現(xiàn)在，更多人把生意擴(kuò)展到不同的文化地域，辦公室遍布世界各地，每次開會(huì)都感覺像是一個(gè)謎。長時(shí)間的沉默、漫無目的的閑聊、認(rèn)真嚴(yán)肅的表情在不同語境中究竟意味著什么呢?
It's best to prepare ahead of time so you can quickly zero in on cultural quirks before you head to the meeting table. Here are five rules of thumb for different countries to make navigating your next international meeting a little less nerve-wracking.
走向會(huì)議桌之前，你最好提前準(zhǔn)備一下，才能很快明白不同文化的特殊習(xí)慣。這里列舉出了五個(gè)針對不同國家的經(jīng)驗(yàn)法則為你保駕護(hù)航，下一次開國際會(huì)議就不會(huì)再這么傷腦筋。
Stick to the schedule
嚴(yán)格遵守時(shí)間表
Where: Germany, Austria, Japan
國家：德國，奧地利，日本
We've all been to meetings that have a loose agenda, if any at all. They don't start on time and they seem to repeat as stragglers wander in. Not so in these countries. Japanese users of Do.com, an online meeting platform, are more likely to create a detailed agenda and pass out supporting documents several days prior to a meeting than meeting goers in any other country, according to founder Jason Shah.
我們開過會(huì)的人應(yīng)該都參加過時(shí)間規(guī)劃松散的會(huì)議。開會(huì)時(shí)間不準(zhǔn)時(shí)，遲到的人進(jìn)來，還要重復(fù)一遍之前的話。但在這些國家就不是這樣。在線會(huì)議平臺(tái)網(wǎng)站Do.com的創(chuàng)始人杰森•沙阿說，利用他們的平臺(tái)，日本人比其它國家的會(huì)議組織者更傾向于創(chuàng)建詳細(xì)的會(huì)議日程，開會(huì)前幾天就把輔助文件分發(fā)出去。
"People [in Japan] are cognisant of how much time remains and don't go over," said Shah. It's expected that you'll understand the written materials ahead of the meeting. If a meticulously planned meeting runs over the allotted time, the gathering might be deemed unproductive, he adds. Ultimately, it can lead to a negative outcome because participants may be seen as inefficient.
沙阿說，“日本人能夠意識(shí)到還剩多少時(shí)間，并且不會(huì)重復(fù)已經(jīng)說過的話。”他還說，你應(yīng)該開會(huì)之前就對書面材料有所了解。如果精心規(guī)劃的會(huì)議超出了預(yù)定時(shí)間，那么他們就會(huì)認(rèn)為這次會(huì)議是低效的。最終可能會(huì)導(dǎo)致不好的結(jié)果，因?yàn)楣芾碚呖赡軙?huì)認(rèn)為與會(huì)者沒有效率。
Germans and Austrians have a similar sentiment, said Stuart Friedman, founder of Global Context, a cross-cultural communication firm based in Redwood City, California in the US. In the US, a well-planned gathering that exceeds its scheduled time might signal great interest or excitement over the topic, but meetings that run long in Germany are often taken to mean that the parties are not communicating efficiently, he said.
位于美國加利福尼亞雷德伍德城的“全球語境”是一家跨文化交流公司，其創(chuàng)始人斯圖爾特•弗里德曼說，德國人和奧地利人與日本人觀念相似。在美國，如果一次精心準(zhǔn)備的會(huì)議超出了既定時(shí)間，可能說明人們對會(huì)議話題很感興趣、很有激情。但是在德國，這樣的會(huì)議通常意味著與會(huì)各方交流不暢。
Don't even think about a brainstorm
頭腦風(fēng)暴?想都別想
Where: China, Malaysia, Singapore
國家：中國，馬來西亞，新加坡
Backtracking or debating a topic can go against the traditional Chinese concept of "saving face", which is meant to avoid any mistakes or actions that could bring embarrassment. Laughing at even an obviously amusing answer, pointing out a potential mistake or even being too straightforward in an answer can derail the entire meeting.
試圖改變或爭論議題不符合中國傳統(tǒng)的“留面子”理念，“留面子”就是指他們會(huì)避免任何錯(cuò)誤或可能引起尷尬的行為。聽到一個(gè)明顯可笑的回答而發(fā)笑、指出潛在的錯(cuò)誤，甚至回答得太直接，都會(huì)打亂整個(gè)會(huì)議。
Meetings in a number of Asian countries typically have a desired outcome, without much room for taking a new direction. Knowing the meeting's outcome saves participants from any confrontation or debates, but can be an odd experience for westerners.
很多亞洲國家的會(huì)議一般都有一個(gè)預(yù)期的結(jié)果，沒有太多改變方向的空間。與會(huì)者已經(jīng)知道了會(huì)議結(jié)果，就不會(huì)再爭論或起沖突，但西方人會(huì)覺得這樣非常奇怪。
"Some people will fly to attend a meeting that they hope to be a brainstorming session, but [in China] brainstorming doesn't take place in meetings," Friedman explained.
弗里德曼解釋說：“一些人本以為他們飛去參加的是一個(gè)頭腦風(fēng)暴會(huì)議，但是(在中國)會(huì)議中并沒有頭腦風(fēng)暴。”
Savour the interruptions
應(yīng)對干擾
Where: Italy, France, Spain
國家：意大利，法國，西班牙
When Pascal Soboll meets with clients in Italy or Spain, he's no longer offended if they duck out early or arrive late. Rather than attend the entire three-hour meeting, the managing director at innovation and design firm Daylight Design, has learned that his counterparts there — and in some parts of France — attend based on their own timetable.
如果創(chuàng)新設(shè)計(jì)公司“日光設(shè)計(jì)”總經(jīng)理斯卡爾•索伯爾會(huì)見意大利或西班牙的客戶，他就不會(huì)再因?yàn)樗麄冞t到或早退而生氣了。因?yàn)樗呀?jīng)認(rèn)識(shí)到，他在意大利、西班牙和法國一些地方的生意伙伴們是遵照自己的時(shí)間表參加會(huì)議的，而不是開完整整三個(gè)小時(shí)的會(huì)。
"People change their schedules very spontaneously," said Soboll. "They tend to come and go."
索伯爾說：“他們會(huì)隨意更改行程，他們一般都是想來就來想走就走。”
For Soboll that means tweaking his own German-based expectations of client behaviour. Rather than expecting the same group to sit through his entire presentation (often analysing the company's existing strategy) he makes it easier for people to turn up as needed. Those who have missed a portion of the presentation can then review and ask questions to avoid information lapses, he adds.
對索伯爾來說，這意味著要扭轉(zhuǎn)他對客戶行為的德國式看法。他允許人們視情況需要來開會(huì)，而不再期待同樣的一群人聽完他整個(gè)陳述(通常是分析公司當(dāng)前的戰(zhàn)略)。他補(bǔ)充道，那些錯(cuò)過了一部分陳述的人可以在之后回顧會(huì)議內(nèi)容、問問題，避免信息遺漏。
Please, no small talk
請不要再聊天了
Where: Finland, Sweden
國家：芬蘭，瑞典
While chitchat about everything from the weather to the latest sport scores can be good way to ease into more serious meeting discussions in North America, this type of warm-up exercise isn't acceptable in places like Finland and Sweden where non-meeting related discussions can be perceived as a way to veer away from a formally-set agenda and as a waste of other people's time.
在北美，聊一聊天氣、最新的運(yùn)動(dòng)賽事比分等所有事情都是輕松過渡到更嚴(yán)肅的會(huì)議討論的好方法。但這種熱身運(yùn)動(dòng)在芬蘭和瑞典并不為人接受，因?yàn)榕c會(huì)議無關(guān)的討論都被視作偏離正式議程的行為，會(huì)浪費(fèi)別人的時(shí)間。
In some countries, including Finland, there are long pauses in the conversation, which can make visitors feel like there's an awkward silence. Don't try to fill it, though, with small talk or anything else. In parts of Northern Europe business people are more comfortable with pauses that can be as long as a minute peppered throughout the conversation, explained Friedman.
在芬蘭以及其它一些國家，談話中會(huì)有長時(shí)間的停頓，來訪者會(huì)覺得這樣的沉默很尷尬。但是，不要試圖打破沉默，閑談什么的都不可以。弗里德曼解釋說，部分北歐地區(qū)的商人更習(xí)慣談話中時(shí)不時(shí)地來段長達(dá)一分鐘的沉默。
These breaks are used as a way to process what the other person is saying without interrupting. But a clashing of customs can make it easier to distrust the other side during a meeting, so it's crucial to keep this difference in mind.
沉默是因?yàn)樗麄円伎家幌聦Ψ秸f的是什么，不希望受到打擾。但是在會(huì)議中，習(xí)慣不同很容易導(dǎo)致對對方失去信任，因此記住這個(gè)區(qū)別至關(guān)重要。
"The Americans' insistence on breaking the silence causes [the Finnish] to not trust [them]," for instance, said Friedman. "If someone Finnish gets quiet we wonder what excuses they are contemplating."
比如，弗里德曼說：“美國人總是要打破沉默，導(dǎo)致(芬蘭人)不信任(他們)。如果芬蘭人不說話了，我們就會(huì)想他們在找什么借口。”
Decode the feedback culture
破解反饋文化
Where: South Korea, Germany
國家：韓國，德國
When Soboll visits Seoul for business meetings, he anticipates the sort of feedback he will get by first making sure he understands the relationships of those across the table from him. The most junior team member speaks first to give some initial input and the decision maker typically speaks last to make the final call. The feedback order creates a formality to the meeting that helps the participants to understand the significance of each person's input, he adds.
索伯爾去韓國進(jìn)行商業(yè)洽談的時(shí)候，他要首先確保自己了解桌子對面的人都是什么關(guān)系，據(jù)此預(yù)計(jì)會(huì)得到什么樣的反饋。首先說開場白的人是最初級(jí)的團(tuán)隊(duì)成員，而決策者往往做最后一項(xiàng)陳述。他補(bǔ)充說，這樣的發(fā)言順序是會(huì)議的正規(guī)程序，有利于與會(huì)者理解每個(gè)人發(fā)言的重要性。
German meetings, to that end, can feel equally cool, he said. There's often no way to tell how things are going. "German clients don't applaud or jump for joy," he said. "No one is going to spontaneously say how much they love this work."
他表示，德國人開會(huì)在這方面也挺酷。你通常無法預(yù)測事情進(jìn)展如何。他說：“德國客戶高興的時(shí)候不會(huì)鼓掌或跳起來。沒有人會(huì)自發(fā)地說自己有多喜歡這項(xiàng)工作。”
