Exit the unit: Analysis of the mindset of Chinese employees in the unit

Author: Li Lusha
Publisher:
Publish Date: 2006-06-01
Features: The business values and professional spirit expressed in Walking Out of the Unit are the neglected resource elements in China's economic development over the past 30 years, and they are also indispensable nourishment for a harmonious society and survival in globalization. The heavy cultural communication and complex rule integration are narrated by the author in a calm and composed manner, truly demonstrating remarkable expertise and thought-provoking insights. — Wang Wei, Chairman of Wanmei Investment Group Co., Ltd.
The early unit experience of Chinese employees is deeply ingrained in their memories. Its content is mundane and specific, including value judgments, concepts of right and wrong, interpersonal skills, reading between the lines, understanding interests and gains, and mastering the rules of the game. These experiences and memories guide our every action, shaping a behavioral pattern. This book primarily focuses on the shortcomings of the group of Chinese employees in multinational companies. These shortcomings are not unique to Chinese employees but are the Chinese professional workforce. The unit system is a shared heritage of the Chinese people, leaving us similar or identical marks. The unit-based employee training methods, including no training, no coaching, no mentorship, and "giving fish instead of teaching how to fish" to avoid cultivating potential competitors, contrast with the cold treatment of employees with good professional qualities and abilities, even pushing them out. Unequal compensation and benefits, as well as the control over organizational resources, establish the superior status of foreign employees in the company, making them believe they are more important and more outstanding. The admiration, conformity, humility, and even sycophancy of Chinese employees and Chinese people outside the company daily reinforce this perception.
Chinese employees face three obstacles when taking over management in multinational companies: institutional barriers caused by identity-based classification, market barriers created by the competition among cousins, and personal barriers stemming from their own limitations.
A person should possess and uphold certain values throughout their life, such as consistency between words and actions, honesty, and dedication to duty. Values guide our behavior, leading to the evolution of behavioral norms such as keeping promises, speaking the truth, taking responsibility, and not repeating the same mistakes. These common values and principles are not an issue for outstanding 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 very hesitant and fearful of constructive conflict and confrontation, often avoiding it by compromising on principles. When foreign managers debate intensely about an issue in a meeting, the most common role of Chinese colleagues is to be bystanders or mediators who facilitate compromise. Many foreign managers continue to lobby and discuss after the meeting if they fail to reach a consensus or persuade others, trying to ensure their preferred approach is implemented. They do this sometimes for the company's or department's interests, and sometimes without a direct interest, simply to realize personal values, as 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, the Confucian values of moderation and harmony make us non-aggressive, avoiding conflict to maintain harmony, which is contrary to Western leadership styles and is perceived as a lack of leadership. Second, the barrier of knowledge and language, meaning the lack of eloquence as a tool. We must learn to use the other side's arguments against them, whether the opponent is a foreign or local employee. This is the sword of culture and language.
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 and our efforts are insufficient when it comes to discussing issues in depth. Although no one expects us to speak foreign languages as fluently as our mother tongue or to be as familiar with Western society and culture as we are with Chinese society and culture, we must demand ourselves to possess this powerful tool to maximize our value and influence, thereby realizing our leadership within the organization. P12-13