2002年英语专八真题听力原文

　　SECTION B INTERVIEW

　　M: I'm talking to Janet Holmes who has spent many years negotiating for several well-knownnational and multi-national companies. Hello, Janet.

　　W: Hello.

　　M: Now Janet. You've experienced and observed the negotiation strategies used by peoplefrom different countries and speakers of different languages. So before we comment on thedifferences, could I ask you to comment first of all on what such encounters have in common?

　　W: OK, well, I'm just going to focus on the situations where people are speaking English ininternational business situations.

　　M: I see. Now, not every one speaks English to the same degree of proficiency. So, maybethat affects situations.

　　M: Yes, perhaps. But that is not always so significant. Well, because, I mean, negotiationsbetween business partners from different countries normally mean we have negotiationsbetween individuals who belong to distinct cultural traditions.

　　M: Oh, I see.

　　W: Well, every individual has a different way of performing various tasks in everyday life.

　　M: Yes, but. but isn't it the case that in the business negotiation, they must come togetherand work together to a certain extent. I mean, doesn't that level up the style of , the style ofdifferences or somewhat?

　　W: Oh, 1 am not so sure. I mean there's people in the so-called Western World who say that incourse of the past 30 or 40 years, there were a lot of things had changed a great deal globally,and that as a consequence, national differences had diminished. We have got fewer, givingway to some sort of international Americanized style.

　　M: Yeah, I've heard that. Now some people say this Americanized style has acted as a model forlocal patterns.

　　W: Maybe it has, maybe it hasn't. Because on the one hand, there does appear to be a fairlyunified even uniform style of doing business with certain basic principles and preferences, youknow, like "time is money", that sort of thing. But at the same time, it is very important toremember the way all retain aspects of national characteristics. But it is actual behavior thatwe will talk about here. We shouldn't be too quick to generalize that to national characteristicand stylistic type. It doesn't help much.

　　M: Yeah. You mentioned Americanized style. What is particular about American style ofbusiness bargaining or negotiating?

　　W: Well. I've noticed that, for example, when Americans negotiate with people from Brazil, theAmerican negotiators make their points in a direct, sophistical way.

　　M: I see.

　　W: While Brazilian make their points in a more indirect way.

　　M: How?

　　W: Let me give you an example. Brazilian importers look at people they're talking to straight inthe eyes a lot. They spend time on what some people thinks to be background information.They seem to be more indirect.

　　M: Then, what about the American negotiators?

　　W: American style of negotiating, on the other hand, is far more like that of point-making, firstpoint, second point, third point, and so on. Now of course, this isn't the only way in which onecan negotiate and absolutely no reason why this should be considered as the best way tonegotiate.

　　M: Right. Americans seem to have different styles, say, even from the British, don't they?

　　W: Exactly, which just show how careful you must be about generalizing. 1 mean, how askingyou explain how the American negotiators are seen as informal, and sometimes much tooopen. For British eyes, Americans are direct even blunt.

　　M: Is that so?

　　W: Yeah, at the same time, the British too. German negotiators can appear direct anduncompromising in the negotiations, and yet if you experience Germans and Americansnegotiating together, it is often the Americans who are being too blunt for the Germannegotiators.

　　M: Fascinating! So people from different European countries use different styles, don't they?

　　W: That's right.

　　M: OK. So what about the Japanese then? I mean, is their style different from the Americansand Europeans?

　　W: Oh, well, yes, of course. Many Europeans nod its extreme politeness of their Japanesecounterparts, the way they avoid giving the slightest defense, you know. They're also veryreserved to people they don't know well. At the first meetings American colleagues havedifficulties in finding the right approach sometimes. But then when you meet the Japanesenegotiators again, this initial impression tends to disappear. But it is perhaps true to say thatyour average Japanese business person does choose his or more really her words very carefully.

　　M: So can we say that whatever nationalities you are dealing with, you need to remember thatdifferent nationalities negotiate in different ways?

　　W: Well, it's perhaps more helpful to bear in mind the different people behave in negotiating indifferent ways. And you shouldn't assume that everyone will behave in the same way that youdo.

　　M: Right. It is definitely a very useful tip for our businessman who often negotiate with theiroverseas partners. OK, Janet, thank you very much for talking with us.

　　W: Pleasure.

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