日本人最擅長開會嗎？揭秘不同國家的會議文化

Decode the feedback culture
破解反饋文化

Where: South Korea, Germany
國家：韓國，德國

When Soboll visits Seoul for business meetings, he anticipates the sort of feedback he will get by first making sure he understands the relationships of those across the table from him. The most junior team member speaks first to give some initial input and the decision maker typically speaks last to make the final call. The feedback order creates a formality to the meeting that helps the participants to understand the significance of each person's input, he adds.
索伯爾去韓國進(jìn)行商業(yè)洽談的時候，他要首先確保自己了解桌子對面的人都是什么關(guān)系，據(jù)此預(yù)計會得到什么樣的反饋。首先說開場白的人是最初級的團(tuán)隊成員，而決策者往往做最后一項陳述。他補充說，這樣的發(fā)言順序是會議的正規(guī)程序，有利于與會者理解每個人發(fā)言的重要性。

German meetings, to that end, can feel equally cool, he said. There's often no way to tell how things are going. "German clients don't applaud or jump for joy," he said. "No one is going to spontaneously say how much they love this work."
他表示，德國人開會在這方面也挺酷。你通常無法預(yù)測事情進(jìn)展如何。他說：“德國客戶高興的時候不會鼓掌或跳起來。沒有人會自發(fā)地說自己有多喜歡這項工作。”

Vocabulary:

zero in: 瞄準(zhǔn)
rule of thumb: 經(jīng)驗法則
deliberate: 仔細(xì)考慮；商議
straggler: 落后者
savour: 品嘗；享受
backtrack: 改變主意；原路返回

英文來源：BBC
譯者：實習(xí)生孫美真
審校&編輯：丹妮