《跨文化交际》课程典型考点解析(3)

本资源系根据教材内容及特点，找出课程学习中必须引起重视的核心考点，并结合历届考题加以分析，供学生在自主学习、期末复习时使用，也可作为教师进行面授教学、归纳课程重点的依据。

典型考点3：正误判断题 （一） 考点扫描

正误判断题的目的是为了测验考生对准确理解上下文中反映的观点、事实并做出准确判断的能力。

（二）真题链接 [1]（2007-1）

Passage 1

In some respects we are like computers that are controlled by operating systems–our culture. Anlhropologists Edward T. Hall and Mildred Reed Hall suggested that culture is \"a system for creating, sending, storing, and processing information.\" .Sounds rather like the standard definition for a computer, doesn't it? This useful metaphor helps us better understand how culture operates, Think of your body as the hardware of a computer. Computers may have more than one operating system, such as DOS, Mac, Unix, or Windows. They also have software that controls specific applications, such as word processing, spreadsheets, and presentations. When you are functioning under one operating system, say as a European North American, you behave like others in that group. But at times you may be controlled by another operating system, say, when you are in a situation where you are functioning as a female. Society programs men and women to act differently. Gender, race, age, religion, and many other factors affect our behavior. These factors are like operating systems that program us to behave in certain patterns.

Just as Unix operating system has trouble communicating with a DOS machine,

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so do people from one culture have difficulty getting through to those from another culture, Because individuals have more than one operating system, they do not always behave as expected. And just as operating systems can control many software applications, people are further differentiated by the software application that may be operating at any given time. For example, work cultures differ remarkably from one organization to another. When people conditioned to work in casual surroundings are placed in work cultures that are more formal and regimented, they may experience culture shock.

The important thing to remember is that culture is a powerful operating force that conditions the way we think and behave. And yet, we are not truly computers. As thinking individuals, we are extraordinarily flexible and are capable of phenomenal change.

1. In some way people are like computers that are controlled by operating systems--culture.

2. Society programs men and women of the same culture not to act differently. 3. Just as computers with different operating systems have difficulty communicating with each other, people from different cultures cannot communicate with each other. 4. Gender, race, age, religion, and many other factors are like operating systems that program us to behave in certain patterns.

5. In one society, people conditioned to work in casual conditions will not be shocked when placed in formal work cultures.

（三）考点解析

Passage 1中5道题均为正误判断题，仔细阅读文章的相关句子即可做出正确判断，其中1题可以通过与文章的第一句“In some respects we are like computers that are controlled by operating systems–our culture.”作比较得出结论为T。第二题可以在第一段的倒数第三句“Society programs men and women to act differently.”中找到答案，结果为F。第三题可以在第二段第一句“Just as Unix operating system has trouble

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communicating with a DOS machine, so do people from one culture have difficulty getting through to those from another culture, Because individuals have more than one operating system, they do not always behave as expected.”中找到答案，结果为F。第四题可以在第一段的最后一句“Gender, race, age, religion, and many other factors affect our behavior. ”找到答案，即T。第五题可以在第二段的最后一句“When people conditioned to work in casual surroundings are placed in work cultures that are more formal and regimented, they may experience culture shock.“中找到答案，即F。

（四）考点拓展

包括对文章观点的判断、对单词或词组意思的判断、对句子或句群意思的判断等，在跨文化交际课程考试中全部以阅读短文后进行正误判断的形式考核。

请同学们练习以下题目：

Passage 2

Developing cultural competence often involves changing attitudes. Remember that culture is learned. Through exposure to other cultures and through training, you can learn new attitudes and behaviors that help bridge gaps between cultures. One desirable attitude in achieving muhicultural sensitivity is that of tolerance. Close-minded people cannot look beyond their own ethnocentrism. But as global markets expand and as our own society becomes increasingly multiethnic, tolerance becomes especially.~ignificant. Some job descriptions now include statements such as \"Must be able to interact with et!mically diverse personnel.\" To improve tolerance, you'li want to practice empathy. This means trying to see the world through another~ s eyes. It means being less judgmental and more eager to seek common ground. For example, one of the most ambitious cross-cultural business projects ever attempted joined Siemens AG, the giant German technology firm, with Toshiba Corporation 5~Japan and IBM. Scientists from each country worked at the IBM facility on the Hudson River in New York State to develop a revolutionary computer memory chip. All sides devoted extra effort to overcoming communication and other problems. The Siemens employees had been briefed on America ~s \"hamburger style of management.\" When American managers must criticize subordinates, they generally

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start with small talk, such as “How”s the family.'?\" That, according to the Germans, is the bun on the top of the hamburger. Then they slip in the meat, which is the criticism. They end with encouraging words, which is the bun on the bottom. \"With Germans,\" said a Siemens cross-cultural trainer, \"all you get is the meat. And with the Japanese, it is all the soft stuff -- you have to smell the meat.\" Along the continuum of high-context, low-context cultures, you can see that the Germans are more direct, the Americans are less direct, and the Japanese are very subtle. Recognizing these cultural differences enabled the scientists to work together with greater tolerance. They also sought common ground when trying to solve disagreements, such as one involving workspace. The Toshiba researchers were accustomed to working in big crowded areas like classrooms where constant supervision and interaction took place. But IBMers worked in small isolated offices. The solution was to knock out some walls for cooperative work areas while also retaining smaller offices for those who wanted them.Instead of passing judgment and telling the Japanese that solitary workspaces are the best way for serious thinkers to concentrate, the Americans acknowledged the difference in work cultures and sought common ground. Accepting cultural differences and adapting to them with tolerance and empathy often results in a harmonious compromise.

6. Culture is learned; you can learn new attitudes and behaviors through training. 7. Empathy, which means trying to see the world through another's eyes, helps you be more tolerant and less judgmental.

8. American communicators are more direct than the German communicators. 9. According to the Japanese, the solitary workspaces are the best way for serious thinkers.

10. Accepting and adapting to cuhural differences with tolerance can lead Io harmony in the workplace.

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