By Marian Stetson-Rodriguez and A. David Wan 由玛丽安Celine Dion ， Stetson -罗德里格斯和甲，朱湾

SCENARIO: Deal or No Deal - At the end of his week-long visit in Beijing, his third in six months, Peter, a British company director, was frustrated by a lack of progress in the joint venture negotiations with the Chinese. 剧本：一锤子买卖-在结束其为期一周的访问，在北京，他第三次在6个月内，彼得，一家英国公司的董事，是在阻挠我们缺乏进展，在合资谈判中，与中国人。 A meeting scheduled for the last day of his stay had just been abruptly canceled and no reason was given. 会议原定的最后一天，他留下了刚刚突然取消，并没有任何理由获得。 The host sent a car to take the visitors to tour the Great Wall for the day instead. 东道国派出一辆汽车采取参观游览长城，为当天代替。 But a farewell dinner that night was re-confirmed!  Peter was furious and nervous that the deal was going south. 而是一个告别晚宴，当晚被重新确认！彼得愤怒和紧张，这一交易是去南方。 He declined the offer to visit the Great Wall and worked with his team and consultant to try to salvage the deal. 但他拒绝提供参观长城，并与他的团队和顾问，试图挽救处理。 He was in no mood for another “relationship-building” ten-course banquet (yan hui) and to tough out rounds of toasting (gan bei) downing the fiery Chinese white wine (bai jiu). 他是在没有心情再关系" ，建设"十大-当然宴会（闫辉） ，并以强硬的出几轮多士（赣北）击落了火热的中国白葡萄酒（白酒） 。 At the insistence of the consultant, Peter reluctantly went to the dinner, with a long face. 在坚持顾问，彼得不情愿地去了晚宴，与长面。 Yet he left Beijing the next day a happy man, with a deal in hand (a signed letter of intent). 但他离开北京的第二天，有一个愉快的男子，以处理在手（署名信的意图） 。 What happened and why? 到底发生了什么，为什么呢？

The Chinese side needed an entire day to sort out what terms and conditions they could accept and what they had to reject.中国方面需要一整天时间清理什么条款及条件，他们可以接受什么，他们拒绝接受。 They tried to build consensus and get approvals in the hierarchy.他们试图建立共识，并得到批准，在一线。 They knew once Peter left, the negotiations were over.他们知道，一旦离开彼得，谈判是结束了。 They were working diligently behind the scene all day long while Peter was fuming.他们辛勤耕耘在幕后指挥了一天的时候，彼得是复明。 But this was not conveyed to Peter’s team (Chinese face-saving and negotiation strategy).不过，这并非转达给彼得队（中文面子和谈判策略） 。 They were able to continue the dialogue, compromise and reach agreement with the visitors over dinner (use of informal time and place).他们能够继续进行对话，妥协和达成一致意见，与游客的餐桌上（利用非正规的时间和地点交代问题） 。 Had Peter not kept his cool and listened to advice, there would have been NO DEAL.曾彼得不能保持冷静，并听取了意见后，本来就不会有任何协议。 And it would have been a lose-lose situation for both sides.它已成为两败俱伤的局面，为双方的共识。

Old China hands and the Chinese will tell you to invest in relationships; it is who you know, not what you know, that matters.旧中国的双手和中文会告诉你的投资关系，它是你认识的人，而不是什么你也知道，这事项。 Chinese business culture is relationship-driven (guan xi) and people-oriented.  Friendship first, then business will follow.中国商业文化，是关系驱动（关玺） ，并以人为本，友谊第一，那么业务也会跟进。 Relationships in China are based on mutual trust and respect, equality, commitment and common goals, communication and compromise.人际关系在中国是建立在相互信任和尊重，平等互利的承诺和共同的目标，沟通和妥协。 Once built, relationships are expected to last.一旦建成，人际关系是预计将持续。 Most multinational companies (Motorola, Vodaphone, and Intel to name a few) have found this to be the case.大多数跨国公司（摩托罗拉公司，沃达丰公司，以及英特尔仅举几例） ，发现这是如此。
In Chinese culture, communication is a continuous process, critical for building relationships, in addition to the exchange of information.在中国文化中，沟通是一个持续的过程，批判为建立关系，除了资讯的交流。 Negotiations are work-in-progress: Chinese re-negotiate to constantly improve their position and every meeting seems to be a new one!谈判的工作正在取得进展：中国重新谈判，以不断提高他们的地位和每次会议似乎是一个新的！
Here are some insights into communication and negotiation strategies and subtleties that matter.  Successful expatriate managing directors, leaders of global teams, and explorers of business opportunities would follow them to build business in China:这里是一些洞察沟通和谈判策略和微妙的事，成功的外籍董事总经理，领导的全球团队，和探险者的商机会跟随他们建设了在中国的业务：

Communication Strategies 沟通策略
• Persuasion – There may be sensible and intellectual discussions, but individuals know their place in the team or organization (hierarchy), eg, contributing or deciding role. •劝导 -可能会有理智和智力讨论，但个人知道自己的位置在团队或组织（等级） ，如捐款或决定性作用。 Decisions are top-driven; subordinates give input but accept decisions and respect authority (perceived loyalty)决策顶部驱动;下属给予投入，但接受的决定，并尊重管理局（知觉忠诚）

• Feedback – Chinese generally do not volunteer information or give feedback. •反馈 -中国人一般不义工提供资料或给予反馈。 If you want feedback, ask persistently and politely.如果你想发表意见，要求坚持和礼貌。

• Negative Feedback – Chinese do not want to convey bad news. •负反馈 -中国人不想要传达坏消息。 Giving negative feedback is perceived as confrontation that causes loss of face.给予负反馈，是被视为对抗导致丢面子。

• Positive Feedback – This is well received if done in a low-key way and shared by the team. •积极的反馈 -这是好评，如果做一个低调的方式和共享，由团队。 Chinese prefer to receive praise privately.中国人喜欢接受赞美私密。 (“I really don’t deserve it” and “We contribute as a group”). （ "我真的不值得" ， "有助于我们作为一个集团" ） 。 Similarly, Chinese may not be comfortable in giving praise openly.同样，中国人可能不舒服给予表扬，公开曝光。

• Self-glorification or promotion – Expressing one’s attributes or accomplishments runs contrary to Chinese values of modesty and humility. •自我颂扬或晋升 -表述的一个属性或成绩有悖于以中文价值观的谦虚和谦卑。 The norm is to be self-deprecating, and any praise should come from others.规范是能够自我deprecating ，任何赞美应来自别人。 Sending a company letter ahead of your meeting that gives bio data with accomplishments (academic titles, positions held, major deals or projects completed, etc.) of the visiting team members is appropriate.派遣公司信提前您的会议，使生物数据与成就（学术职称，职务，重大交易或项目完成后，等）的来访团队成员是合适的。 Accordingly, the Chinese would organize the receiving team based on hierarchy.据此，中国将举办接收团队为基础的层次。

• Confrontation – Chinese avoid confrontation altogether. •对抗 -中文，不搞对抗，总共。 This is done to save face and preserve group harmony (as confronting means there is a winner and a loser).这样做是为了保全面子，维护集团Harmony （作为对抗手段，是有胜利者和失败者） 。 Individuals should discuss and understand different viewpoints (“stepping to the other side”) and try to build consensus.个人应当讨论和了解不同的观点， （ "加强向对方" ） ，并尝试建立共识。 This holistic culture does not compartmentalize work and personal feelings; so everything is personal!这种整体文化中没有compartmentalize工作和个人的感受，所以一切都是个人！

• Conflict Resolution – While Westerners consider conflicts normal in business and approach conflicts with openness, Chinese generally avoid conflicts to preserve harmony. •解决冲突 -而西方人考虑冲突，在正常的商业和办法冲突与开放，中国人一般避免冲突，以维护和谐。 They mitigate most objections through building trust and respect.减轻他们最反对通过建立信任和尊重。

Negotiation Strategies 谈判策略

• Chinese Negotiating Style – While Westerners are generally results-oriented (focusing on tasks at hand, specific terms and conditions, and time efficiency) Chinese are relationship-oriented: they focus on harmony and flexibility, and are patient in getting the job done. •中国的谈判风格 -而西方人一般都注重结果（侧重于手头的任务，特定的条款和条件，以及时间效率） ，中国是关系导向：他们注重和谐和灵活，有耐心，在顺利地完成工作。 They do all they can to avoid “tong chuan yi meng” – same bed, different dreams.他们尽一切所能，以避免"同川易孟" -同样的床，不同的梦想。 Chinese are known to be tough negotiators.  Everything, including differences, is negotiable as long as face is preserved.中国是众所周知的强硬谈判者。一切，包括分歧，但值得商榷，因为只要面对的是保存。

• Trust Building – Begin with building trust, based on mutual respect, modesty, equality and harmony. •信托大厦 -首先建立信任，相互尊重的基础上，谦虚，平等与和谐。 Chinese are not comfortable with being rushed, or jumping right into business discussions without proper introduction.中国人是不舒服被送往，或跳右转入业务的讨论，在没有适当的介绍。 They believe getting to know each other first to establish a comfort level is a prerequisite for negotiations.他们相信，渐渐了解了对方首先要建立一个舒适的水平，是一个先决条件的谈判。

• Rationale – Chinese take the time to understand the reason, logic and motivating factors in a holistic manner – connecting the dots. •理 -中国采取时间去了解原因，逻辑和激励因素，在一个整体的方式-连接这些点。 They want to be convinced that it’sa win-win deal for the long term.  A bottom line approach or a quick fix may be perceived as simplistic and short-term thinking.他们希望能说服我，这是双赢的协议，为长远目标。底线的做法，或蹴可被视为简单的短期和长远的思考。

• Cultural Priorities – In negotiations, Chinese cultural priorities are relationship, rationale, and legal.  Check your cultural assumptions in relation to these priorities – they may be in reverse order! •文化重点 -在谈判中，中国文化的重点是关系，理，合法。检查你的文化假设，在这些重点-他们可能在反序！

• Style – Chinese listen more than they talk. • 风格 -中文听，多比，他们的谈话。 They may appear to be delaying, but they are gathering pertinent details on issues and personalities.他们看来可能要延迟，但他们正在搜集相关的细节问题和性格。 The indirect, unemotional style and vagueness allow room for maneuverability and graceful outs (for you and them).间接的，冷静的风格和模糊性，让空间的机动性和优美的地方（你和他们） 。 Silence is “constructive ambiguity”.沉默是"建设性模糊" 。 It is rude to interrupt.这是粗鲁的打断。 To build a productive relationship each side must accept different styles of team building and group dynamics.建立一个生产关系，每一方都必须接受不同风格的队伍建设和组动态。

• Compromise – Chinese know what they want and are willing to compromise. •妥协 -中文知道他们究竟想做什么，并愿意作出妥协。 “Give and take” is a means to achieve harmony in Chinese culture. "让步" ，是一种手段，以实现和谐的，在中国文化。 A compromise is not considered weak or giving in.折衷的方案是没有考虑到弱或给予英寸

• Revisiting Agreed Items – It is not unusual for Chinese to revisit items previously discussed and agreed upon (“done deals”), and try to re-negotiate. •再访商定项目 -这一点也不奇怪，为中国重温项目以前讨论并商定了（ "做交易" ） ，并尝试重新谈判。 If this happens, graciously enter into talks, be flexible.一旦出现这种情况，并慷慨进入会谈中，很灵活。 Know precisely what you can and cannot do, and prepare your organization that there may have to be changes.准确地知道什么，你可以和不可以做的，并准备你的组织有可能要改变。

The Subtleties that Matter 两者的微妙关系这件事

• Demeanor and attitude matter and yours will be constantly read by the Chinese. •风度和态度问题，和你的，将会不断阅读由中国人。 Your patience, professionalism, and courtesy are sending messages of your personal integrity.你的耐心，专业，有礼，是传送讯息的你的个人诚信。 Understand that you must make many small steps before making a big one.明白，你必须作出许多小步骤，然后才作出这么大的。 Focus on developing a consensus.着眼于发展的共识。

• Know and adhere to your company’s policy on ethics. •了解并遵守贵公司的政策，以德治国。 Major Chinese businesses are familiar with the US Foreign Corrupt Practices Act.中国各大企业所熟悉的美国海外腐败行为法。 You may be tested, but in the words of Professor Baocheng Liu, “Do not be a loose girl; be a fine lady” with consistent ethical practices.你可以测试，但在教授的话说刘保成， "不要一个松散的女孩;予以罚款媳妇"以贯之的道德操守。

• Listen empathically and observe. •听empathically和观察。 Pay attention to details.要注意的细节。 Note Chinese body language and hidden meanings.说明中文的身体语言和隐藏的含义。 Read between the lines; the real intent is in the unspoken.读行间;真正的意图是在潜。

• Understand cross-cultural communication barriers such as cultural frames, traditions, etiquette, time and place, status and power, English comprehension level, etc. •了解跨文化交际的障碍，如文化框，传统，礼仪，时间及地点，地位和权力，英语能力的水平，等等。

• Always bring your own interpreter, who is competent in both the cultural as well technical aspects of the translation, in addition to linguistic proficiency, even when the Chinese offer to provide one for you. •始终把自己的传译员，谁主管，在双方的文化以及技术方面的翻译，除了语言上的熟练程度，即使中国公司的报价，以提供一个给你。

• The person who speaks least in a meeting may actually be the most powerful. •人说，至少在一个会议上，实际上可能是最强大的。 Be sure to know the hierarchy structure, position and affiliation (company, Communist Party, government level) of those you’re dealing with.一定要知道，层次结构，位置和所属单位（公司，共产党，政府职等）的那些你和电脑打交道。

• Don’t rush to criticize, give your opinion or advice. •不要急于批评，让你的看法或意见。 They may be counterproductive.他们可能会产生反效果。 Take the time to diagnose and understand the problem and the people first.采取诊治时间，并了解问题和亲民。 Respect viewpoints of others.尊重观点等。

• Make yourself easy to understand. •让您很容易理解的。 Speak clearly, concisely, and slowly (but not condescendingly).讲清楚，言简意赅，并慢慢地（但不是condescendingly ） 。 Avoid asking “or” questions (you may get a “both” answer).避免问"或"问题（你可能会碰到一个"都"的答案） 。 Ask questions politely to verify and clarify.提问礼貌地，以核实和澄清。

• Focus on issues. •重点问题。 Take the blame out of discussions.承担责任列的讨论。 Don’t insist you are right even if you are.不坚持，你说得对，即使你的。 Leave room for “outs” - face-saving maneuvers.留有余地，对"例外" -爱面子演习。

• Be tactful but firm when you must say “no” (A direct and blunt “no” may be perceived as a slap in the face). •被委婉但坚定的时候，你必须说"不" （直接和钝"不" ，可能被视为一记耳光） 。 Use words like “It’s very difficult for me to…..”, “It’s really not possible to….”使用的字眼，例如： "这是我很难… … " ， "这是真的，不可能… … " 。

• Try not to overuse the word “You”; instead use the third person “One”. •不要过度使用这个词， "你们" ，而是使用第三人的"一" 。 Pronouns aren’t used as much in Mandarin as in English, and hearing “you” the listener may take it personally.代词不被用作很多国语，因为在英语，听力， "你们"听者可采取的个人服务。 For example, instead of “You should not jump to the conclusion without getting all the facts…” say, “One should not jump to the conclusion…”举例来说，而不是"你不应该跳转到结论，而不致全部事实… … "说， "一个不应该跳转到的结论… … "

• Err on the side of being formal in meetings. •宁可一边被正式会议。 Sit straight and be attentive, as slouching and relaxing postures are considered bad manners.薛直全心全意，为slouching ，并放宽姿势被认为是不礼貌对待。 It’s impolite to cause disruptions, like standing up to stretch and walking around the room.它的不礼貌造成的混乱，想站起来，以舒展和走动的空间。 Do not interrupt.不中断。 Unless the presenter or the leader makes a point to allow it, asking questions during a presentation is considered interrupting and rude.除非主讲人或领导人作出一点让它询问，在一次被认为是干扰和粗鲁。 Whenever possible, use laser pointers.只要有可能，使用雷射光笔。 Avoid pointing with any one finger; use whole-hand gestures instead.避免指向任何一个指头，用全手势代替。

However your meetings go with your Chinese counterparts, focus on building relationships for the long term, and extending your guan-xi network.不过你的会议，跟你的中文对应，着重于建立关系，就长期而言，并延长您的关玺网络。 Patience, politeness and persistence will bring opportunities for you and your Chinese customers, suppliers or coworkers.耐心，礼貌和毅力，将带来发展机遇，为您和您的中国客户，供应商或合作者。 Recognize social-personal relationships drive business culture in a holistic way.认清社会人与人之间的关系，推动企业文化，在一个整体的方式。 For the Chinese, business is between friends.为中国人，生意是朋友间。 A person has a better chance to succeed in China when he/she becomes a “lao peng you” (old friend) - a trusted “insider” who can tap into a Chinese network of relationships (guan xi wang).一个人有更好的机会成功，在中国的时候，他/她成为一个"老挝彭友" （老朋友） -一个值得信赖的"内幕" ，他们能够领略到中国人的关系网络（关玺王） 。 Westerners often underestimate the importance of taking the time and efforts to build trust and cultivate relationships that last.西方人往往低估的重要性，以时间和努力来建立信任和培养人际关系上。

Confucius:孔子：

“There are four things that mark a man of superior mind. "有四件事标志着一个人的优越心态。
• He takes nothing for granted; •他无关视为理所当然;
• he is never over-positive; •他是从来没有过正面的;
• he is never inflexible; and •他是从来不灵活;
• he is never egoistic.” •他是从来没有极端个人主义" 。

Marian Stetson-Rodriguez and A. David Wan, 玛丽安Celine Dion ， Stetson -罗德里格斯和甲，朱湾， www.chariscorp.com www.chariscorp.com