Walk out of the unit - An analysis of the mindset of Chinese employees in the unit

Author: Li Lusha
Publisher:
Publish Date: 2006-06-01
Features: Clear values and the courage to uphold principles
In life, one should possess and adhere to certain values, such as consistency between words and actions, honesty, and dedication to duty. Values guide our behavior, which in turn gives rise to behavioral norms like keeping promises, speaking the truth, taking responsibility, and not repeating the same mistakes. These ordinary values and principles are not an issue for excellent local employees—the challenge lies in consistently doing the right thing and striving to see it through. For many local employees, this is a fatal challenge. We are often hesitant and fearful of constructive conflict and confrontation, often avoiding it by compromising on principles. When foreign managers passionately debate an issue in a meeting, the most common role of Chinese colleagues is to be bystanders or mediators who facilitate compromise. Many foreign managers, when they fail to reach a consensus or persuade others during a meeting, continue to lobby and discuss after the meeting, trying to ensure that their ( means "" in Chinese, which should be translated as "" or "stance") they believe is correct is implemented. They do this sometimes for the company's or department's benefit, and sometimes without a direct vested interest, simply to realize personal values. The more personal values are realized, the greater an individual's contribution and influence on the organization, and the more important their leadership position becomes.
Local employees are reluctant to engage in Western-style constructive confrontation for two main reasons: First, our values of moderation and harmony make us non-aggressive, as we strive to avoid conflict and compromise to maintain harmony. This behavior contradicts Western leadership styles and is therefore perceived as a lack of leadership. Second, there is a lack of knowledge and language skills—we lack the eloquence to "fight fire with fire," whether the opponent is a foreign or local employee. This is the "cultural and linguistic fire."
The knowledge structure of local employees is relatively narrow, with a lack of systematic or in-depth understanding of Western society and culture. Our foreign language (primarily English) proficiency is sufficient for general communication, and our understanding of Western society and culture is enough for general conversations, but we clearly feel that our words fail us when it comes to in-depth discussions. Although no one expects us to speak foreign languages as fluently as our native tongue or to be as familiar with Western society and culture as we are with Chinese society and culture, we must demand that we acquire this powerful tool to maximize the realization of our value and the exertion of our influence, thereby achieving leadership within the organization. P12-13