Intercultural SystemsCross-Cultural Consulting,
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"FACE" 
A Universal - It Just Depends On Your Perspective
Oftentimes it is said that "Westerners" do not have "face", that "face" is not important. "Face" is generally associated with Asian cultures, where "protecting face" is generally suggested for harmonious communication in the workplace. This article explores the concept of "face" and concludes that "face" is universal. We may just look at it differently. What is "Face"? 
Our "face" is our dignity, our self-image, our self-respect, something of ourselves we put "out there" for others to see. It is more than simply pride. It is our "role", which includes the expectations of how we should behave, what we should know and importantly, how others should treat us when we are in that role. For example, in the role of CEO, I am expected to behave appropriately for one of that rank, be quite knowledgeable in the operations of the business, capable of making enlightened decisions, and responsible for leading the organization to a profit. I also expect others to show me appropriate respect. (We won't go into what appropriate might mean in these contexts for this is culturally determined and not our topic of discussion here, although, as you might imagine, is very significant for working across cultures.) What happens when one doesn't "follow the rules" and behave according to expectations, or when others don't give the appropriate respect according to the individual's expectations? "Face" is lost. "Face" is not protected. "Face" is not given. Is there any part of the world that has the market cornered on these feelings? No. But there is something different in the way "face" is managed. We can take a closer look at understanding our differences by asking 3 main questions: 1. Who protects your "face"? Who Protects your "Face"? In individualist cultures such as the US, Australia, Canada and northern Europe, individuals protect their own "faces", i.e., the individual makes sure s/he doesn't look like a fool before others. In more relationally oriented cultures in Asia, a group protection system operates - I protect your "face" and you protect mine, then we are all covered. Each is aware of his/her own "face", too, but unlike the individualist, there is concern for the "face" of others as well. In the sales meeting, the Thai manager may be feeling very uncomfortable being singled out for poor performance, as would those from China, Malaysia and Singapore, who may be feeling that open criticism is causing the Thai manager's dignity and role, i.e., "face", to be damaged in front of others. On the other hand, the US manager is most likely not feeling too much discomfort. Why not? Consider the second question. How Do We Protect Our "Face"? 
Those from individualist cultures such as US, Australia, Canada and northern Europe protect their "faces" by choosing their risks. They don't put themselves up for failure or attack. They do those things they know they can do, are good at or can succeed at. For example, if one can't sing, s/he will never choose to go to a Karaoke bar. If one can't speak before an audience, s/he will never choose to make a presentation. In our case, the US executive in his role as sales manager is expected to know why the results were below satisfactory and what can be done to enhance future efforts. As such, the manager will most likely be prepared with ample explanatory statistics and a plan for improvement; therefore, he will not lose "face" when questioned. "Face" is protected in Asia by different, more harmonious means. Since protecting "face" is a group concern, colleagues avoid making anyone appear negatively before others, e.g., by not demanding yes or no on the spot, not criticizing directly or openly, and by being rather cautious in a group so as not to possibly offend another. Whose Opinion Matters? 
Ask an individualist, "Whose opinion of your "face" matters to you?" The answer is most likely "Mine. If you don't like it, too bad." According to Hamlet, "Be true to yourself", and that's the rule that's followed. In more relationally oriented Asia, the opinions of significant others matters, i.e., one's superiors, one's peers, one's subordinates from whom respect is expected. This concern with others' opinions affects what is said or done openly, so again, in our case, the "face" of the Thai manager was on the line, at least in the eyes of the Thai, Malaysian, Chinese and Singaporean. Not so for the American, Australian, or German. Their "face" would only be on the line if they did not satisfy their own expectations of themselves in the role of managers. Conclusion "Face" is a universal concept; we all have it but manage it differently in different cultures. For working together effectively across cultures, we must be aware of the differing perspectives and respect them in our communication. |