I found an interesting article on the Harvard Business Review's blog: "Giving Feedback Across Cultures" http://blogs.hbr.org/cs/2013/02/giving_feedback_across_cultures.html#disqus_thread.
The author is an American crosscultural specialist named Andy Molinsky. He took the example of Jens, a German manager working in China. Jens had troubles because "what worked in Germany in terms of tough, critical, to-the-point negative feedback was actually demotivating to Jens's new Chinese employees, who were used to a far gentler feedback style. In Germany, you don't single out specific accomplishments or offer praise unless the accomplishment is truly extraordinary." The author explains that Chinese employees "expected more positive reinforcement than pure critique. These positive comments motivated them to increase productivity and put forth that extra, discretionary effort."
It would hve been useful to give further details about this "Chinese cultural specificity" which can also be called "face logic". It is all the more important to also remind the paradoxical fact that most Chinese managers never give any negative or positive feedback to their direct reports! Therefore what is expected from a Western manager is the following blending: provided a trust-based relationship has been created, negative (but benevolent) feedback is possible, and positive feedback is a great motivation lever.
" to Jens such a motivational style felt awkward and unnatural. He didn't feel himself being so "soft" with his employees, and he had serious doubts about its effectiveness. However, over time and through quite a bit of trial and error, Jens was able to develop a new feedback style that worked in the Chinese setting and also felt acceptable (or acceptable enough) to his German mentality. It took time and effort, but in the end was quite effective."
POST 1: An interesting topic but not sure if the German/Shanghai example is an appropriate one. I am originally from Hong Kong and have been working in US for over 10 years. Chinese take straightforward criticism well from their boss (from colleague is a different story). On the contrary I have tough time expressing honest comments to Americans, particularly to the younger generation. I can only guess that it is the byproduct from a system which overly emphasizes self-esteem. Teachers and coaches are trained to find something to praise my kids, and I sometimes wonder why my kids always get awards and trophies at the end of season in their sports no matter how bad they played.
(I often met such kind of very "Westernized" Hongkong Chinese whose communication style is even more direct that Westerners'. Acculturation process is really something mysterious and personal. Nevertheless it sounds very logical that this HK-born manager dislikes the side-effects of American Communication style. I often hear mainland Chinese managers advising their expatriate colleagues: "don't be too gentle, or you won't be respected")
POST 2: I recommand the french book "Etre efficace en Chine", Village Mondial Collection, to people in link with chinese interlocutor, easy to read and to apply... Thanks for helping us to becoming in consciousness with other cultural managements!
(good for my "ego" and also a nice pressure to hurry up the translation process of our book which will be soon available for download on this website: www.interculturelchine.com)
POST 3: I had a long conversation recently with an American manager who had great difficulties adapting to the German cultural style of delivering feedback. His instinct was to shower excessive praise (or at least a decent amount of praise in a characteristically American style) and it wasn't working! He needed to adapt, but it felt very uncomfortable and awkward for him to do so. It actually ended up being one of his greatest challenging managing at that particular firm.
(most of my French customer need to learn to be less straightforward and praise more when communicating with the Chinese. I had never thought the American have to learn to praise less when working with the Europeans! But it does make sense!)
