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Given the internationalization of business, and the increasing need to work effectively with culturally diverse people in one's own country, people are facing new and more common challenges in developing workplace relationships. The challenges include communicating across differences in the use of silence and indirectness, dealing with negative exchanges, or neutral exchanges that one party perceives as negative, making decisions, working through criticisms and disagreements, and interpreting changing workplace dynamics. In this book, Distinguished Professor Richard Brislin shows us that helpful guidelines for everyday intercultural interactions are clear in information that has been gathered across the fields of cross-cultural psychology, organizational behavior and intercultural communication. A psychologist and a professor of management, Brislin uses actual examples he calls critical incidents to illustrate the basic psychological processes that play a part in effective, and ineffective, intercultural relationships across workplaces. The differences they face include individual and collective cultural background, the relative emphasis placed on the importance of status and power, behaviors relative to a culture's social norms, and gender expectations of males and females in the workplace.

Insights explained here allow readers understand how they can benefit from, rather than be frustrated by, intercultural experiences, and how to better develop such relations. Short stories throughout the text demonstrate how actual people in business recognized and dealt with intercultural issues, at home and abroad.

Tabla de contenidos provista por Syndetics

• Series Foreword(p. vii)
• Acknowledgments(p. ix)
• 1 Introduction: Increasing Intercultural Interactions(p. 1)
• 2 Adjusting to Other Cultures(p. 9)
• 3 Individualism and Collectivism(p. 21)
• 4 Communication: Interpreting Silence, Quiet, and Indirectness(p. 33)
• 5 Communication: Interpreting Directness and Potentially Negative Exchanges(p. 45)
• 6 Dealing with Criticisms and Disagreements(p. 57)
• 7 Decision Making(p. 67)
• 8 Interactions among Males and Females(p. 81)
• 9 Status and Power(p. 93)
• 10 The Number and Importance of Social Norms(p. 107)
• 11 Workplace Dynamics(p. 121)
• 12 Developing Interpersonal Relationships(p. 133)
• 13 Basic Psychological Processes at Work during Intercultural Interactions(p. 145)
• 14 Some Final Pieces of Advice and Some Concluding Perspectives(p. 159)
• References(p. 171)
• Index(p. 179)

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CHOICE Review

Psychologist Brislin (management, Univ. of Hawaii) examines how to deal with cultural differences from a psychological perspective. Rather than approach the topic from a country-by-country analysis, he organizes his work by focusing on specific psychological topics such as individualism, silence, direct communication, criticism, decision making, gender differences, status, power, social norms, workplace dynamics, and interpersonal relationships. Where appropriate, he interjects "critical incidents" involving countries noted for major cultural differences; critical incidents are short stories with characters and a plot that illustrate a misunderstanding in communication. Brislin explains how these incidents could have been managed through better cultural understanding. For example, an American executive is uncomfortable when Japanese management fails to respond to a proposal. In Japan, silence is a time to think; the American executive should not imagine that the Japanese are rejecting the proposal. Patience in negotiations should be practiced. This book features readable applied psychology based on academic scholarship. Frank Acuff's How to Negotiate Anything with Anyone around the World (CH, Oct'08, 46-0990) provides a country-by-country analysis of major topics covered in Brislin's book. Summing Up: Recommended. Professors, practitioners, and students interested in international business and workplace diversity. G. E. Kaupins Boise State University

Notas de autor provistas por Syndetics

Richard Brislin is a Shidler College Distinguished Professor, and Professor of Management, at the Shidler College of Business, University of Hawaii. He has been awarded the University of Hawaii Regents' Medal for excellence in teaching, and is frequently asked to give workshops for American and Asian managers working on international assignments. He is co-developer of materials used in cross-cultural training programs and is author of a text in cross-cultural psychology. Brislin's PhD in Psychology is from Pennsylvania State University.