日本人最擅長(zhǎng)開(kāi)會(huì)嗎？揭秘不同國(guó)家的會(huì)議文化

Savour the interruptions
應(yīng)對(duì)干擾

Where: Italy, France, Spain
國(guó)家：意大利，法國(guó)，西班牙

When Pascal Soboll meets with clients in Italy or Spain, he's no longer offended if they duck out early or arrive late. Rather than attend the entire three-hour meeting, the managing director at innovation and design firm Daylight Design, has learned that his counterparts there — and in some parts of France — attend based on their own timetable.
如果創(chuàng)新設(shè)計(jì)公司“日光設(shè)計(jì)”總經(jīng)理斯卡爾?索伯爾會(huì)見(jiàn)意大利或西班牙的客戶，他就不會(huì)再因?yàn)樗麄冞t到或早退而生氣了。因?yàn)樗呀?jīng)認(rèn)識(shí)到，他在意大利、西班牙和法國(guó)一些地方的生意伙伴們是遵照自己的時(shí)間表參加會(huì)議的，而不是開(kāi)完整整三個(gè)小時(shí)的會(huì)。

"People change their schedules very spontaneously," said Soboll. "They tend to come and go."
索伯爾說(shuō)：“他們會(huì)隨意更改行程，他們一般都是想來(lái)就來(lái)想走就走。”

For Soboll that means tweaking his own German-based expectations of client behaviour. Rather than expecting the same group to sit through his entire presentation (often analysing the company's existing strategy) he makes it easier for people to turn up as needed. Those who have missed a portion of the presentation can then review and ask questions to avoid information lapses, he adds.
對(duì)索伯爾來(lái)說(shuō)，這意味著要扭轉(zhuǎn)他對(duì)客戶行為的德國(guó)式看法。他允許人們視情況需要來(lái)開(kāi)會(huì)，而不再期待同樣的一群人聽(tīng)完他整個(gè)陳述（通常是分析公司當(dāng)前的戰(zhàn)略）。他補(bǔ)充道，那些錯(cuò)過(guò)了一部分陳述的人可以在之后回顧會(huì)議內(nèi)容、問(wèn)問(wèn)題，避免信息遺漏。