Ni zao: good morning, China - report on Canadian-Chinese multicultural development project

Business Horizons, Nov-Dec, 1990 by Robert S. Burnett

This is an account of a multicultural development project, undertaken by two corporate giants who quite literally did not speak the same language. One giant was a Canadian company, Alcan Aluminium Limited (Alcan). The other was a large branch of the industrial arm of the People's Republic of China, the Chinese National Nonferrous Corporation (CNNC).

The project involved bringing 11 Chinese men, most of whom had never before been outside their country, to Canada for a one-year study of North American business methods. The program included classroom instruction and study projects, punctuated by regular visits to various Alcan offices and manufacturing facilities.

The trainees lived together in the same apartment complex, preparing their own meals and spending almost all their free time together. In spite of our efforts to introduce them to community groups, they made relatively few outside contacts. The trainees spoke only Mandarin whereas most of the local Chinese spoke only Cantonese, so communication with the local Chinese was more difficult than with English-speaking people. As a result, the pressure to absorb "North Americanisms" was reduced, and they resorted to traditional Chinese behavior throughout the project. The trainees struggled with the uncertainty of novel and curious situations, much different from the accustomed rituals of Chinese life. And we struggled to help them understand the values of lifestyles and business systems of a different society. This report deals with what we learned from the experience.

THE PROJECT SPONSORS

The project originated from the desire of the corporate sponsors, Alcan and CNNC, to have a cadre of managers in China who knew Alcan and were familiar with North American business habits and practices. This was consistent with Alcan's business strategy of looking for good business opportunities anywhere in the world. The company's 1987 annual report stated that it operated in 24 countries around the world. At one time the company operated in more than 70 countries. It has learned many lessons about doing business internationally with people from different and varied cultural backgrounds.

The facts about the other giant are less well known. The Chinese National Nonferrous Corporation is a state-owned and state-managed organization whose responsibilities include meeting the National Government's political and economic objectives through the operation of business in the nonferrous sector. Its full size and scope have never been divulged to Westerners-nor, it would seem, to thousands of its employees. There is no doubt that it is huge by conventional business standards. Its size is more difficult to calculate because it follows the model of Chinese corporations: Its employees include many who supply community services in addition to those engaged in operating businesses. Many Chinese companies resemble North American company towns, even when located in the heart of major cities.

Recent moves by the Chinese government to open its doors to increased business activity have provided opportunities for many companies to establish operations in China. But the Chinese government wants to participate in these opportunities and has made joint ventures the appropriate vehicle for foreign companies. Alcan, with its history of trading with China, was prepared for this. The company agreed with CNNC to facilitate the creation of additional joint ventures by building a cadre of knowledgeable managers through a jointly sponsored development program. This cadre would then help guide the Chinese government in its dealings with foreign companies; it would also help foreigners understand China's needs and business customs. Alcan acceded to this wish because it saw China as the last significant market frontier in the world. The first program was to cover North American business methods; a group of managers, engineers, and scientists would come to Canada for training in November 1987.

THE TRAINEES

The selection process was assisted by the World University Service of Canada, which had assisted in selecting candidates for other international exchange programs. In the first group there were nine persons with mainly technical backgrounds who were employed in plants and research establishments. Two others-one commercial representative and one personnel manager-also participated. They all had indicated earlier in their careers that they wanted experience outside China and had been studying English in local programs for several years. Only three had traveled outside China, and for two of these the experience had been minimal because their travels were limited and their exposure to Western influence restricted. Three were engaged in some form of commercial activity at the time of their selection and had developed advanced English language skills. The others had only a rudimentary command of English, having had no direct contact with people from English-speaking countries. All of them could comprehend written messages better than spoken ones.