Saving Face In China

Easy to read and full of humor, this useful and entertaining guide will be invaluable to anyone working in China or with Chinese. It deals with an essential element of social codes in China: the importance of "saving face." The author brings up this sensitive subject by presenting many real life experiences and anecdotes of Chinese and foreigners (Europe and North America) interacting with each other. It provides an important tool in building good relations and efficient communication with the Chinese, offers helpful tips and provides a basic knowledge of the most important aspects of etiquette and customs in China. The advice offered is straightforward and easy to apply both in daily life and in business.

Easy to read and full of humor, this useful and entertaining guide will be invaluable to anyone working in China or with Chinese. It deals with an essential element of social codes in China: the importance of "saving face." The author brings up this sensitive subject by presenting many real life experiences and anecdotes of Chinese and foreigners (Europe and North America) interacting with each other. It provides an important tool in building good relations and efficient communication with the Chinese, offers helpful tips and provides a basic knowledge of the most important aspects of etiquette and customs in China. The advice offered is straightforward and easy to apply both in daily life and in business.

“Maya Hu-Chan shares a blueprint for becoming a more empathetic, self-aware, and inclusive leader. Saving Face guides us to consider different perspectives, to think first and speak last, and to respect others above all else.” —Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships. “Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.

"Why do the first generation still act like that?" "Why can't we try some new ideas?" "Why are the second generation so lazy?" "Why are the second generation so disrespectful?" "Isn't it a shame how the church is split between the two generations?" These and many more questions reflect the tangled conflicts within the Asian American church. Cultural differences have led to many misunderstandings and conflicts. Conflicts have created bitterness and churches have split apart. How can these tangled threads be rewoven into a beautiful tapestry of God's grace? What would it take for the Asian American church to reflect God's grace? In Tapestry of Grace, Dr. Benjamin C. Shin and Dr. Sheryl Takagi Silzer apply their years of study and teaching to explain how the cultural complexities that occur between the different generations of the Asian American church can be untangled. Taking lessons from their own spiritual journeys, they show how each generation can experience the amazing grace of the Gospel.

In On Saving Face, Michael Keevak traces the Western reception of the Chinese concept of "face" during the past two hundred years, arguing that it has always been linked to nineteenth-century colonialism. "Lose face" and "save face" have become so normalized in modern European languages that most users do not even realize that they are of Chinese origin. "Face" is an extremely complex and varied notion in all East Asian cultures. It involves proper behavior and the avoidance of conflict, encompassing every aspect of one's place in society as well as one's relationships with other people. One can "give face," "get face," "fight for face," "tear up face," and a host of other expressions. But when it began to become known to the Western trading community in China beginning in the middle of the nineteenth century, it was distorted and reduced to two phrases only, "lose face" and "save face," both of which were used to suggest distinctly Western ideas of humiliation, embarrassment, honor, and reputation. The Chinese were judged as a race obsessed with the fear of "losing (their) face," and they constantly resorted to vain attempts to "save" it in the face of Western correction. "Lose face" may be an authentic Chinese expression but "save face" is different. "Save face" was actually a Western invention

This book explains the subtle maneuvers of what researchers call “facework” and demonstrates the vital role it plays in the success or failure of cross-cultural interactions. Building on Geert Hofstede’s seminal research on cultural dimensions, Merkin synthesizes more recent research in business, communication, cross-cultural psychology and sociology to offer a model for better understanding facework. Additionally, Merkin’s model shows how particular communication strategies can facilitate more successful cross-cultural interactions. The first book of its kind to focus on the practical aspects of employing face-saving, it is a needed text for academics, students, and business professionals negotiating with organizations from different cultures.

Traditionally the "Chinese body" was approached as a totality and explained by sweeping comparisons of the differences that distinguished Chinese examples from their Western counterparts. Recently, scholars have argued that we must look at particular examples of Chinese images of the body and explore their intrinsic conceptual complexity and historical specificity. The twelve contributors to this volume adopt a middle position. They agree that Chinese images are conditioned by indigenous traditions and dynamics of social interaction, but they seek to explain a general Chinese body and face by charting multiple, specific bodies and faces. All of the chapters are historical case studies and investigate particular images, such as Han dynasty tomb figurines; Buddhist texts and illustrations; pictures of deprivation, illness, deformity, and ghosts; clothing; formal portraiture; and modern photographs and films. From the diversity of art forms and historical periods studied, there emerges a more complex picture of ways that the visual culture of the body and face in China has served to depict the living, memorialize the dead, and present the unrepresentable in art.

With the accelerating integration of China into the global economy, there is a thirst to understand how Chinese managers like to lead and how Chinese employees like to be managed. There is no doubt that China can be a difficult and risky market for foreign businesses. The authors show managers how to succeed when doing business in China.