日本人最擅长开会吗？揭秘不同国家的会议文化

Decode the feedback culture
破解反馈文化

Where: South Korea, Germany
国家：韩国，德国

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.
索伯尔去韩国进行商业洽谈的时候，他要首先确保自己了解桌子对面的人都是什么关系，据此预计会得到什么样的反馈。首先说开场白的人是最初级的团队成员，而决策者往往做最后一项陈述。他补充说，这样的发言顺序是会议的正规程序，有利于与会者理解每个人发言的重要性。

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，德国人开会在这方面也挺酷。你通常无法预测事情进展如何。他说：“德国客户高兴的时候不会鼓掌或跳起来。没有人会自发地说自己有多喜欢这项工作。”

Vocabulary:

zero in: 瞄准
rule of thumb: 经验法则
deliberate: 仔细考虑；商议
straggler: 落后者
savour: 品尝；享受
backtrack: 改变主意；原路返回

英文来源：BBC
译者：实习生孙美真
审校&编辑：丹妮