Practical Advice for Foreign Trainers in China

Four ideas on how foreign trainers can (and should) adapt to Chinese norms

Written and distributed by Jay Thornhill All rights reserved jaythornhill@gmail.com

Introduction
Every culture has its assumptions about the way people think and behave in various situations. For example, Americans typically believe that people perform best when given more control over their pursuits that the power and freedom to choose should reside in the individual. In cultures such as Chinas, where ones sense of self is determined more by a close-knit collective than an individual, that assumption carries less weight. Sheena Iyengar, a professor at Columbia Business School, is considered one of the worlds experts on choice. In 1999 she studied Anglo-American and AsianAmerican students and how they performed when given more or less choice over their assignments. In short, she found that Anglo-Americans performed best when making their own choices, while AsianAmericans performed best when the assignment was chosen for them by their mothers.1 Much of the common dialogue on cultural differences focuses on body language, manners and other surface-level behaviors that in reality are quite trivial compared to intrinsic differences in values and ways of seeing the world. As Iyengars study showed, these dimensions can impact the ways in which people are motivated and engaged in activities. As trainers, we must be aware of these deeply-rooted cultural differences and work with them, not against them. This is not intended to be an in-depth analysis nor a step-by-step guide to training in China. To do so would require a lot more time and resources than I have! What I aim to do is explain several practices that in my personal and professional opinion can have a tremendous impact on a trainers ability to connect with Chinese trainees and ultimately facilitate their learning. These practices are:

Minding the power gap

Controlling traffic effectively

Respecting face

Becoming part of the collective

1Rethinking the value of choice: A cultural perspec7ve on intrinsic mo7va7on, Journal of Personality and Social Psychology, Mar 1999

Practical advice for foreign trainers in China

Practice #1: Minding the power gap Understanding power distance and collectivism can help a trainer avoid frustration and allow trainees to find their comfort zone

A frequent cause of frustration among corporate trainers in China occurs when asking a seemingly simple question to a group of trainees, only to find that no one volunteers an answer. Even a question such as do you understand? is met with little to no response. How does a trainer react in these situations, especially when coming from a culture in which the audience is usually quite participatory and vocal? Some trainers pause for a moment, gather themselves and simply move on, assuming that their point has been made. Other trainers may subtly (or overtly) display their frustration and vocalize it with statements like wake up guys or can someone please answer? However an understanding of why trainees in China often dont volunteer answers can help us avoid these awkward silences altogether. I believe the silence in these situations is a result of Chinese cultures relatively high power distance and collectivism, as well as their regard for educators as figures of authority.2 Chinese trainees will not volunteer an answer posed to the group because throughout their education the model student has been like a sponge quietly absorbing information from an allknowing instructor who is comfortable doing all the talking.

Furthermore, to volunteer an answer poses the risk of being incorrect and losing face, and also marks an attempt to separate oneself from the collective (the other trainees). Over the years Ive found that many of my Chinese students see ambition as a somewhat negative trait, and at times are hesitant to openly discuss goals related to upward movement in their company. For these reasons, my solution as a trainer is twofold. If I want trainees to answer a question, whether to ensure understanding or get them to share their own ideas, rather than asking the entire group, I tell them to discuss the question with the person next to them (or in small groups). When the question comes from a peer, and when other trainees are answering at the same time, trainees are far more comfortable speaking up. On the other hand, if I merely want to demonstrate a point, I pose the question to the group but will not expect nor demand an answer. After some time, when trainees reach a certain comfort level, they will volunteer answers. But until then, be aware that knowing the answer does not guarantee it will be voiced. The power gap is also something to keep in mind as a trainer establishes a relationship with trainees whether embracing a traditional position of authority or working to reduce the power distance in favor of a balanced and flexible learning environment.

2Culture's Consequences: Comparing Values, Behaviors, Ins:tu:ons and Organiza:ons Across Na:ons, Geert Hofstede, 2001

Practical advice for foreign trainers in China

Practice #2: Controlling traffic effectively

Providing guidance for the first step of an activity is often all it takes to get trainees moving in the right direction.

An air traffic controller is responsible for organizing the flow of aircraft to and from the airport, making sure that all planes know what they are doing and minimizing delays due to miscommunication.3 Miscommunication and confusion can often occur in training situations, especially when they are being conducted in languages other than the native tongue of trainees. Foreign trainers in China may occasionally be unaware of the confusion, because for largely the same reasons Chinese trainees dont volunteer answers, they can also be reluctant to let a trainer know when they dont understand something. Thus a trainer must be like an air traffic controller, providing clear communication and guiding and directing trainees throughout the training event. My first suggestion is to reduce the likelihood of confusion by being aware of phrases, idioms, and vocabulary that are not commonly known by non-native speakers. If the goal of training isnt language-based, then there is no need to show off your command of the language. If trainees are not fluent in English, or whatever language is being used, keep the language simple and slow down your pace. If you need to use an uncommon term, make sure you explain it clearly. Its an obvious suggestion, yet Ive __

seen a number of experienced trainers cause confusion among trainees simply because they use phrases like talk shop instead of talk about work, or the get-go instead of the start. In addition to simplifying the language where appropriate, trainers should also note that Chinese trainees are likely to perform practice activities better when given clear direction and starting points. Leaving an activity very open to interpretation and without a defined way to start can amount to lack of engagement and wasted time. This is not always the case, but if a trainer finds trainees hesitant to begin an activity, providing guidance for the first step is often all it takes to get them moving in the right direction. Last but not least, when preparing a course or workshop, trainers should be aware of areas of potential confusion, particularly if they relate to the key points of the training. Because trainees are unlikely to admit confusion nor interrupt the trainer to ask for further explanation, a trainer should anticipate questions trainees may have and ask those questions for them. An attentive trainer can get a sense of when trainees require further explanation, and will be appreciated for taking the time to give it.

3Occupa:onal Outlook Handbook, 2010-11 Edi:on, US Dept. of Labor

Practical advice for foreign trainers in China

Practice #3: Respecting face What may seem like a minor embarrassment can have lasting effects on the pride and confidence of a trainee.

In his seminal work on Chinese culture, Lin Yutang attempted to explain the elusive concept of face: Interesting as the Chinese physiological face is, the psychological face makes a still more fascinating study. It is not a face that can be washed or shaved, but a face that can be "granted" and "lost" and "fought for" and "presented as a gift." Here we arrive at the most curious point of Chinese social psychology. Abstract and intangible, it is yet the most delicate standard by which Chinese social intercourse is regulated.4 So what exactly is face and how does it affect ones dealings in China? Is it as important today as it was nearly a century ago? In simple terms, face means dignity and prestige. I cant say if its as important today as it was in the past its said that even wars have been won or lost over matters of face. While I havent seen anything that drastic, I have seen the consequences that can result when a foreigner in China doesnt exercise caution with regard to this concept. When I was working at a private adult school in Shanghai, a student burst into tears and had to leave the room when the teacher casually teased her for being late. Ive seen my own trainees freeze up or look _
4My Country and My People, Lin Yutang, 1935

down in shame when theyve been unable to answer a question correctly. In particularly severe cases of losing face, some trainees may avoid taking part in future training sessions altogether. Chinese people tend to have a much longer memory of shames and humiliations than Westerners. 5 What may seem like a minor embarrassment to a trainer could actually have lasting effects on the pride and confidence of a trainee. Therefore a trainer in China has to respect the concept of face and know how to preserve it in situations in which a trainee is in danger of losing it. A trainer should be particularly sensitive to face in these situations: 1. Giving feedback or making corrections 2. Reacting when a trainee does something incorrectly, breaks a rule, or otherwise makes a mistake 3. Asking trainees to perform an activity in front of a large group of people All three situations can be managed well, and different trainers have their own ways of managing them. Worth noting is that a trainer can also lose face, and should make an effort to be professional at all times, for obvious reasons.

5Bridging US-China Cross-Cultural Dierences Using Internet and Groupware Technologies, Zhouying Jin et. al., 1998

Five things your training vendor should do for free.

Practice #4: Becoming part of the collective

Only when a trainer becomes part of the collective can a strategic business partnership be achieved.

Researchers from Bersin & Associates6 and global consulting firm Hay Group7 agree that to be successful in China, multinational companies should do two things: 1) empower local Chinese managers to make their own business decisions, and 2) maintain strong relations between local offices and headquarters. More global firms are learning they can be more competitive in the Chinese market by utilizing Chinese managers knowledge and understanding of local practices, and giving them the power to respond quickly to changing conditions. In the realm of training and development, research from Kirkpatrick Partners8 has shown for five decades that the most effective training programs are bred from business partnerships, in which trainers and their clients work together to set goals, analyze needs, develop training content, and measure results. I cite the above research because I believe too many foreign trainers in China have developed a one-way approach to training: They have a set of skills and knowledge gained from a Western education and Western work experience, and their job is to show Chinese employees how we do things.

This one-size-fits-all mentality is not as effective as one that respects both sides of the equation. Understanding the client and how they do things allows a trainer to: Align training with the organizations strategic goals Focus on value-add in targeted areas related to the work of trainees Understand that the Western way is not always the best way in China On a more personal level, I believe trainers should increase their efforts to build close relationships with both their clients and trainees. This means doing more than exchanging pleasantries. In the Chinese work environment, its not uncommon for supervisors and staff to take an interest in each others families and wellbeing. It can take time, but foreign trainers who become more involved in Chinese culture and lifestyle, and make an effort to know clients on a deeper level can enjoy successful longterm partnerships. When a client sees their trainer as part of the collective, a strategic business partnership can be achieved, and the opportunities and rewards for both sides are robust.

6Strategic Human Resources & Talent Management: Predic:ons for 2012, Josh Bersin, 2011 8The Kirkpatrick Four Levels: A Fresh Look ASer 50 Years, Jim Kirkpatrick, 2009

7Challenging China: Balancing the Risk Equa:on, Dr. Andreas Raharso, Agnes Long Yuan, 2011

Practical advice for foreign trainers in China

About the author

Jay Thornhill is a freelance trainer and consultant based in Shanghai. He wrote this paper to put into words what he has learned over several years of corporate training in China. He hopes this knowledge will help foreign trainers understand some of the obstacles faced in training and how they can be overcome. This paper may also give HR managers insights regarding their own training programs and how to maximize their effectiveness. For more information or to discuss training opportunities, feel free to contact Jay at jaythornhill@gmail.com.

Practical advice for foreign trainers in China