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 Naslov: Britanska kultura, običaji, komunikacija i interakcija (priručnik za strance)
PostPostano: 16 svi 2013, 06:45 
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Pridružen/a: 03 svi 2009, 08:25
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Culture

Religion

Protestant majority, Roman Catholic, Jewish, Muslim, Hindu minorities

Cultural classification

Linear-active, data-oriented

Languages

English, Welsh, Gaelic

Values and core beliefs

The mythical Englishman

The Englishman dresses in tweeds or a three-piece pin-striped suit and a Burberry mackintosh on rainy days. He wears a bowler hat, carries a tightly-furled, black umbrella with a cane handle, has a pink newspaper tucked under his left armpit. He goes to church on Sunday mornings and eats roast beef with Yorkshire pudding for Sunday lunch. He is a man of principle, insists on fair play for underdogs, does things in a proper manner and shows more affection for horses, cats and dogs than for children, foxes and grouse. He probably went to Eton and Oxford (Cambridge?) and frequents Ascot, Wimbledon, Twickenham, Lord’s and Wentworth. He believes in the Monarchy, the Empire and the Conservative Party. When not in his Club (no ladies allowed) he sits in the local (pub) with gardeners and game wardens, with whom he sips warm beer called ‘real ale’. Often he has tea with the Vicar, with whom he discusses the Church of England, farming, poaching, the village fête and his years with the Guards.

Englishmen are fond of cricket, croquet, rugby, sheep-dog trials, detective stories and queuing. When queues are slow, one does not complain, as English people must never make a scene, not even if they have a double-barrelled name. The same applies to poor service in restaurants, railway stations and that place where you get your passport.

The antidote to such frustrating situations is the ‘stiff upper lip’. When queuing or sitting in a train one does not enter into conversation with others – that is the reason for carrying a newspaper everywhere. When a train was derailed in a tunnel in the London Underground a few years ago, an elderly City gentleman walked half a mile down the line to the next station, where he proclaimed: “It’s horrible down there in the dark. People are talking to each other!”

This powerful stereotype of the British character has been etched on “foreigners” minds by several generations of British films. Huge populations abroad, including the Japanese, Indians, South-East Asians and Africans, still subscribe to it and send their children to Britain to be educated along the same lines.

Types of Britons

The majority of British people bear little resemblance to the stereotype. Not only is the image one of an upper class personage of a former era, but it does not take into account regional differences, which in the United Kingdom are extremely marked. If you draw a latitudinal line through the city of Oxford, it is questionable if you will find anyone north of it who behaves in the manner of the stereotype. In the first place, nearly 10 million Britons are Celts (Scots, Welsh, Irish, Cornish and Manx). These people are essentially romantic, poetic and emotional. They, like millions of midland and northern English people in the “wilds” beyond Oxford, are extremely critical of the archetypal Englishman existing in foreign minds.

There is a type of English person who roughly corresponds to the projected image, but he is southern, upper class and almost extinct! Even in the south, we are talking about a tiny, though often highly visible (and audible) fraction of society. Foreigners, often laughing at the eccentric English stereotype, are unaware that 50-odd million Britons laugh at him too. Northern, midland and Celtic Britons feel much more affinity with some Europeans (Norwegians, Danes, Swedes, Finns, Dutch, Belgians, Germans, Swiss) than they do with the braying figure in tweeds. Britons are supposed to be poor at learning languages – this is a myth. Scots, Welsh, Irish and most people north of Watford learn foreign languages well and often with a good accent.

The real English

What are real Englishmen like? The ‘world image’ bears some resemblance to the reality, but not much. The class system is still in evidence in Britain – an unfortunate anachronism which North America and most of Europe has dispensed with – but in fact most British people could be called Middle Class. Regrettably, they do not have a strong political party to represent them, though both Conservatives and Labour eagerly pretend to do so. The absence of a moderate centrist party contributes, sadly, to the continuing polarisation of English society.

Polarized or not, how do English people behave? Whatever the status, a pattern can be observed. Yes, they are a nation of queuers and probably the only time English people complain vociferously is when someone jumps the queue. But the stiff upper lip can move – English people of today hold nothing sacred. Though royalty is respected, the Royal Family is often ridiculed, both in the press and on TV. If the British can laugh at themselves, so can the monarchs – what could be more democratic than that?

Humour is a saving factor in English life – some say it is a product of a fickle climate – many English people feel that as long as there is humour, there can never be utter despair. It is no accident that the BBC – the most humorous television service in the world – is highly popular in many countries.

It is true that English people love detective stories. Agatha Christie is the world’s most translated novelist and the British easily lead the world in library book loans. Sherlock Holmes is one of the most famous and popular Englishmen of all time. The fact is, the British have a strong conspiratorial streak – they love plotting. The most beloved characters in the extensive English theatrical literature are villains. Guy Fawkes, who was hanged after failing to blow up Parliament, became an instant hero and the nation still celebrates his anniversary every November 5th. The biggest heroes of British naval history were Francis Drake and John Hawkins – both pirates. Apparently polished and sophisticated in diplomacy, the British are masters of intelligence gathering and political blackmail.

And yet English people regard themselves as honest, reasonable, caring and considerate. Their originality often borders on the eccentric, but it is true that throughout history, they have been lateral thinkers with great powers of invention. Often academic and woolly, they can excel in science and technology. Portrayed as a nation of amateurs who “muddle through” crises, they have shown their visceral strength in the worst moments of adversity.

Their insularity is incurable. Still embroiled in avoirdupois (imperial) systems of measurement – inches, feet, yards, furlongs, miles, ounces, pounds, stones, pints, quarts, gallons – they are still not quite sure what kilos or metres are (it is said that one confused British housewife ordered “one kilometre” of sausages from her butcher who had been trying to educate her.)

Each evening on television English weather forecasters routinely end their message with the prognosis of the next day’s temperature: “The high will be 22 degrees celsius – that is 72 degrees Fahrenheit.” That after two decades of metric systems!

Don’t ask the British to change their double-decker buses, red telephone and pillar boxes, or to drive on the right. Even when they venture abroad, they take their cocoon of insularity with them. It used to be 5 o’clock tea in long dress in the heat of the African jungle; now it’s fish and chips and bacon and eggs eagerly provided by Spanish hoteliers on the Costa del Sol.

Chief characteristics of the English

– fair play
– reasonable
– vague, “muddles through”
– tradition-bound
– reserved
– laughs at himself
– conceals feelings
– doesn't work hard openly
– poised
– stiff upper lip
– inventive
– class conscious
– supports underdog
– a compromiser
– conservative
– polite, diplomatic
– humorous
– eccentric
– casual
– patrician
– uses understatement
– law-abiding
– uses coded speech
– deals long term

Celtic Britons – values & core beliefs

In common with English

– traditional
– humorous
– fair play
– love of debate
– understatement
– inventive
– supports underdogs

Diverging

– not so insular
– not so diplomatic
– not so casual
– empathize with many foreigners
– less coded speech
– no snobbery

Extra qualities

– poetic, artistic
– fond of music and singing
– emotional
– nationalistic
– focused, hard-headed
– tendency towards idealism
– generous
– friendly

Particularly Scots

– thrifty
– independent
– proud
– strong sense of separate identity and traditions
– energetic
– romantic

Particularly Welsh

– friendly, cosy
– rustic, simplifying
– anxious to preserve the Welsh language
– love choirs, rugby
– see themselves as the true Britons

Particularly Irish

– tendency towards fatalism
– chauvinistic
– Catholic
– story-tellers
– elastic truth (blarney)

Values and core beliefs

Cultural black holes


In Britain, the polarisation of society is a Cultural Black Hole, certainly as far as the upper and working classes are concerned. The British traditional capacity for reasoned debate breaks down when confronted by the ‘us and them’ phenomenon – the unfortunate legacy of an early industrial revolution.

Concept of space

In terms of their distance of comfort, British people like to stand or sit approximately 1.2 metres from their interlocutor. They are not a tactile people, but Celtic Britons and some of the subcultures are less inhibited. Even among the English, kissing and hugging hostesses at the end of the evening has become more common of late.

In business life, middle ranking and senior executives tend to favour good size offices, but are less demanding in this respect than Americans or some Scandinavians. British workers are quite used to fairly crowded conditions.

Concept of time

The British have a linear sense of time and do things in a planned sequence, but are not so obsessed by action chains as Germans or Americans. They lack the breakneck pace evident in US business and lag behind Germans and Scandinavians in punctuality. Executives may turn up 10 minutes late for the morning meeting, as it is often understood that they are utilizing the time to squeeze in a few phone calls while those already present are having a cup of tea. In London, one sometimes makes allowances for traffic jams and late trains when visitors are due. More punctuality is expected in the north of the country.

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Self image

The Englishman sees himself as a good arbitrator and administrator. This probably harks back to Colonial times when District Commissioners had to pass daily judgement on local conflicts. With his concern for fair play, the Englishman willingly takes the chair at international meetings.

_________________
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 Naslov: Re: Britanska kultura, običaji, komunikacija i interakcija (priručnik za strance)
PostPostano: 16 svi 2013, 06:47 
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Culture: communication

Communication patterns

In the UK a meeting will probably be concluded successfully if one doesn’t ‘rock the boat’. Humour, understatement, vagueness, stalling, repackaging and a sprinkling of white lies are all weapons for keeping it all “jolly nice, chaps”.

See Special Notes for more information on coded speech, business jargon, British understatement and humour.

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Body language and non-verbal communication

British body language is restricted inasmuch as relatively little use is made of hands and arms, though facial expressions can be lively in accordance with English theatrical tradition. In general, body movements convey an impression of reserve and lack of emotion. The expression “stiff upper lip” is English in origin.

Celtic Britons, especially Northern Irish, tend to have rather more body language, certainly in moments of anger or disappointment.

Listening habits

British people, with their debating traditions, must listen well in order to construct their reply. Polite listening is mandatory, though one may occasionally interrupt. British speakers would normally be rather understated and include humour, so foreign speakers would do well to follow suit. Feedback is often lively and productive.

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Audience expectations at presentations

• humour
• a story
• “nice” product
• reasonable price
• quality
• traditional rather than modern

_________________
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Vrh
   
 
 Naslov: Re: Britanska kultura, običaji, komunikacija i interakcija (priručnik za strance)
PostPostano: 16 svi 2013, 06:51 
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Pridružen/a: 03 svi 2009, 08:25
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Culture: interaction

Concept of status

The feudal as well as imperial origins of status and leadership in England are still evident in some aspects of British management. A century has passed since Britain occupied a pre-eminent position in industry and commerce, but there still lingers in the national consciousness the proud recollection of once having ruled 15 million square miles of territory on five continents. The best young men were sent abroad on overseas postings to gain experience and to be groomed for leadership. It was the English, Scots and Irish who provided the main thrust of society in the United States – the power which was to assume the mantle of economic hegemony previously enjoyed by the British Isles.

The class system continues to persist in England and status is still derived, in some degree, from pedigree, title and family name. There is little doubt that the system is on its way to becoming a meritocracy – the emergence of a very large middle class and the efforts of the left and centrist politicians (not to mention Margaret Thatcher) will eventually align British egalitarianism with that of the US and Northern Europe – but it is worth noting that many characteristics of British management hark back to earlier days.

Gender issues

In theory there exists equality of the sexes in Great Britain. As in the US and Scandinavia, women attain high positions in politics and academia. They are also very visible on the business scene. It is true that only a low percentage of Chief Executives are female, but the situation is roughly parallel to the US and northern Europe. Secretaries may not always have a university education in Britain, as opposed to the case in the Nordic countries and to some extent Germany.

Leadership style

In some companies the managers, though not entirely autocratic, maintain considerable power distance between themselves and their staff. More common today, however, is the rather casual manager who sits just outside the ring of executives, but is in close contact with them and well able to conduct effective supervision without interfering unduly with the daily routine.

British managers could be described as diplomatic, tactful, laid back, casual, reasonable, helpful, willing to compromise and seeking to be fair. They also consider themselves to be inventive and, on occasion, lateral thinkers. They see themselves as conducting business with grace, style, humour, wit, eloquence and self possession. They have the English fondness for debate and regard meetings as occasions to seek agreement rather than to issue instructions.

There is a veneer to British management style which hardly exists in such countries as Canada, Australia, Germany, Finland and the United States. Under the casual refinement and sophistication of approach exists a hard streak of pragmatism and mercenary intent. When the occasion warrants it, the British manager can be as resilient and ruthless as his tough American cousin, but less explicitly and with disarming poise. Subordinates appreciate his willingness to debate and tendency to compromise, but also anticipate a certain amount of deviousness and dissimulation. Codes of behaviour within a British company equip staff to absorb and cope with a rather obscure management style. Other problems arise when British senior executives deal with European, American and Eastern businessmen. In spite of his penchant for friendliness, hospitality and desire to be fair, the British manager’s adherence to tradition endows him with an insular obstinacy resulting in a failure to comprehend differing values in others.

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Language of management

British English has special, subtle qualities as a management tool. British staff members who would be put off by American exaggeration and tough talk, fall for a more understated, laid back version of English, which reflects their own characteristics. Managers manipulate subordinates with friendly small talk, humour, reserved statements of objectives and a very casual approach to getting down to work. You don’t arrive on the dot and work round the clock. The variety of types of humour available in the UK enables managers to be humorous, to praise, change direction, chide, insinuate and criticise at will. They may even level criticism at themselves. Irony is a powerful weapon either way.

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Motivation factors

Your strongest weapon is dry humour, supported by a cool laid-back approach.
Business and making money are serious matters, but one should always try to look casual about it.
Brits accept career challenge.
One should be competitive, but not tread openly on others’ toes. There are unwritten roles about fair play.
At meetings one should not rock the boat. Statements and actions should be low key. Everything should seem to be under control. “Let’s keep it jolly nice chaps”.
Sentiment, emotion and open criticism should be avoided in public.
Open debate is OK, as long as one makes it clear that one separates people’s opinions from their integrity.
When wishing to criticize, disagree or even praise, it should be done obliquely (using understatement and coded speech).
On-the-dot punctuality may sometimes be seen as overdone. One may arrive a few minutes late at a meeting as long as one is well-prepared. Most meetings begin with a few minutes’ small talk.
Managers usually want to be considered one of the team but maintain a slight (power) distance.
English like orders to be given in the form of suggestions and hints. (Perhaps we might try this...). They hate regimentation.
In discussion Brits accept occasional ambiguities and are prepared to read between the lines.
It is good policy to use self-disparagement with English people and laugh at yourself.
It is acceptable to hint at one’s connections, but one should never boast about them or indulge in name-dropping.
Do not talk too much; on the other hand do not lapse into silence too often.
Do not take sides in class questions.
Don’t push logic too much. English people pride themselves on their intuition.
Don’t put forward too many strong opinions. Brits don’t like to jeopardize future compromise.
It is good form to be entrepreneurial. One should also admire another’s success.
Put things in writing, generally after some oral discussion. The English like confirmation of agreements, minutes of meetings, thank-you notes and friendly or informative memos. Don’t forget Christmas cards, either.
Tell English colleagues about yourself and family, but don’t reveal too many private details.
Don’t persist in looking too serious or always taking things literally. The English like leg-pulling.
Common sense, as in the Nordic countries, is a major factor with the English.
Appeals to tradition and attractive precedents are usually successful.
Don’t rush them. “Could we have a decision at our next meeting?” is a good tactic.
When English people become (suddenly) vague, understand that they are probably stalling. At that point it is better not to press them, but take another tack.
Remember Brits are basically more interested in long-term relationships than in quick deals. They are very interested in profits, but often show great patience in waiting for them.
Be prepared to accept some idiosyncratic or even eccentric behaviour. This is often seen as a sign of originality leading to inventiveness. Teachers, professors, engineers, scientists and computer programmers are often dressed far from smartly.
Remember there are many types of Brits. Most of the above applies to the southern English. People north of Birmingham, as well as Celtic Brits, tend to be more focused and hard-headed, show more openness and warmth, have less respect for class distinctions, resemble Nordics in many ways and often get on well with Americans. You should take these factors into account and modify your own stance accordingly.

How to get things done with conflict-avoiding Britons

Take them with you in your planning from the beginning. Get each day’s summary down in writing and mutually agreed.
Don’t be too blunt or forceful – it has the opposite effect to the one required (they deliberately try to blur the issue).
Don’t see things just as black and white, right or wrong. Brits like to qualify all that they can. “I suppose so” does not mean “I agree”. It implies reluctant surrender.
Don’t believe that the truth is always best. Lies are not lies when they prevent shame or loss of face. Tell a few white lies – Brits will be grateful.
When you are giving an order for something to be done, say “May I make a suggestion?” or “How about if we tried this?”
Hint at what you would like done, once you have won respect or liking from a Briton.
Say that you’re in trouble if he/she doesn’t help you.
Do the Brit a favour first, before telling him what you want.
Mention British efficiency before making a suggestion.
Say things like “We and the British know that …..”
Take every opportunity to emphasize your commonalities with the British in the area of action and alacrity.
Point out that the French would be less co-operative, the Spanish slower, the Italians disorganized.
Take sides with the British against the Americans (in a friendly kind of way). “The Americans are fast, but you British do things properly.”
Set deadlines for tasks, but secretly allow for 2-3 days delay.
Emphasize joint goals where you and the Brit depend on each other to achieve completion of task.
Say things like “I’m entrusting this to you, Jack, because I know I can depend on you.”
Ignore the occasional lapse or failure to meet a deadline . (It pays!)
Give more praise than you would to your own compatriot.
Learn some British coded speech. (“Mm…I’ve seen worse reports than that.”)
Keep performing deed after deed efficiently without seeking praise. The British will rise to the occasion.
Initiate brainstorming with a view to action. Brits like brainstorming.

General behaviour at meetings

At business meetings, the British are rather formal at first, using first names only after 2 or 3 encounters. After that they become very informal (jackets off, sleeves rolled up) and first names will be used and maintained from then on.

British people like to show themselves as family-oriented (though less than the Latins) and it is normal for you to discuss children, holidays, reminiscences during and between meetings.

Humour is important in business sessions in the UK and it is advisable for you to arrive well-stocked with jokes and anecdotes. People who are good at this should use their talent to the full. English people expect you to match story with story and an atmosphere conducive to doing business will result.

British executives try to show during meetings that they are guided by reasonableness, compromise and common sense. One may find, however, that the British, even in the absence of disagreement, will rarely make a final decision at the first meeting. They do not like to be hurried. Americans like to make on the spot decisions when they can, using instinct. The British, more tradition-bound, prefer using instinct to logic, but exercise more caution. With the British, one should suggest “Could we have a final decision at our next meeting?”

British rarely disagree openly with proposals from the other side. They agree whenever possible, but qualify their agreement (“Hm, that’s a very interesting idea”). Other nationals are more open in this respect. They must watch for hidden signs of disagreement, e.g.

“Well, we quite like that, however....”
vagueness in reply
understatement showing, in fact, opposition (“That might be a bit tricky”)
humour

Some nationalities understand the use of understatement and humour well, but can be irritated by English vagueness. They use it to stall, confuse opponents, or delay the business. Ask them for a decision and they are likely to reply “Let me tell you a story”. You listen to the story with interest, for it will probably be a good one. When it ends you will say “Fine, but what about a decision?” “I already told you”, the Englishman will say. You would do well to show you understand the relevance of the story, or tell another one back.

Using charm, vagueness, humour, understatement and apparent reasonableness, English negotiators can be smiling but quite tough for lengthy periods. They always have a fall-back position which they disguise as long as possible. You should attempt to discover this fall-back position by being equally reasonable, smiling, modest and tenacious. In the end you may find it is similar to your fall-back position in most circumstances. The area for bargaining may be somewhat greater with the British (remember they have hundreds of years of experience with India, the Middle and Far East).

Representatives of a British company will make normal use of their firm’s reputation, size and wealth in their negotiating hand, and you can do likewise in dealing with them. What Englishmen do not reveal so readily is the strength of their behind-the-scenes connections. “The Old School Tie” of “The Old Boy Network”, is very much a reality in British executive life and should not be underestimated. It is particularly active in the City, the Ministries and in legal circles and a national from a small country should always bear in mind that he may be dealing with greater influences than are apparent on the surface.

The British are generally interested in long-term relationships rather than quick deals, which sometimes affects their conditions. This is a factor you can reckon with and use to your advantage, even though sometimes you may wish to conclude arrangements rather faster.

A lot of business is done in some countries on the telephone. The British are also capable of discussing terms orally at length, but nearly always ask you to put it in writing immediately afterwards. They keep thick files.

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Negotiating characteristics

Formal introductions. Jacket and tie. Considerable politeness and charm shown at first session.
Formal style often abandoned at second meeting if interlocutors are British, American, Australian / New Zealand or Canadian. Jackets off, first names used.
Formalities often maintained with non-English speakers.
Items discussed as per agenda.
Calmness maintained throughout, even if the other side becomes agitated.
Progress attempted through arguments which show reasonableness, compromise and common sense.
Use reserve and understatement to combat heavy arguments or aggressive behaviour.
Agree with opponents whenever possible (but qualify agreement).
Avoid being rushed into decisions. Stall if necessary.
Use vagueness as a tactic to delay, confuse or modify.
Use humour as a tactic to relax the meeting or alternatively to ridicule opponent.
Resist American tendency to get a deal at the first meeting. Go home and do the homework.
Make certain decisions within the meeting, but delay final commitment till later.
Appear to be open and decisive, but do not play all one’s cards early on.
Have a fall-back position.
Do not reveal the strength of one’s behind-the-scenes connections.
See things over the long-term and look for lasting relationships.
Keep as much independence as possible.
Go at one’s own pace – not too slow, not too fast.

Contracts and commitments

In the UK, contracts are regarded as final and binding, as in most linear-active countries. As, however, British businessmen pride themselves on their reasonableness, there are occasions when they are willing to react to changing conditions and not always insist on strict adherence to commitments which have been made in good faith, but affected by force majeure. Frequently credit is extended, particularly where there is a long-standing relationship.

Manners and taboos

The English upper classes consider that good manners were invented in England. They reached their peak of stringency in the days of Queen Victoria, when gentlemen wore hats just so they could take them off when meeting ladies on the street and inexperienced diners almost starved to death at table for fear of exhibiting inadequate etiquette. Alice Thomas Ellis recently reviewed a terrifying Victorian volume, “Manners and Tone of Good Society, or Solecisms to be Avoided” (circa 1899) which devoted 22 pages to the etiquette of leaving cards and went on to detail suitable instructions for morning calls, introductions, titles, periods of mourning and five o’clock teas. Happily, the cousins of the British, Americans, Canadians and Australians shortly afterwards invented bad manners which saved us all a lot of trouble. English people today, along with the Scandinavians, are probably one of the most informal societies, though this applies mainly to the middle and working classes. The upper and upper middle classes are considered stiff and aloof by other Britons and often are guilty of outright snobbery.

Taboos in British society include boasting, ostentation and open criticism. Criticism should be indirect and oblique. It is risky to attack the Queen or the Queen Mother, though Britons in general make fun of other members of the Royal Family. In business it is bad form to appear too clever or offer facile solutions. Neither should one voice strong opinions until one knows the views held by one’s company. Invasion of privacy is also taboo and the phrase “Mind your own business” has a particularly English ring to it. Cruelty to animals is frowned upon.

How to empathize with them

When handling the British, one has to bear in mind that there are many types of Britons and that the best approach to one’s interlocutor will vary according to his/her provenance. The following do’s and don’ts are divided between the English on the one hand and Celtic Britons on the other.

Do’s and Don’ts with the English

Greet them with a smile and a firm handshake. Don’t shake hands too much afterwards.
Use surname at first, but be ready to use Christian names at the second or third meeting if you get a hint.
Be friendly, but don’t gush. Don’t praise people too much.
Show your knowledge of and respect for British history.
Topics for small talk are:
– the weather
– your friend’s comfort (hotel OK?, etc.)
– sport
– the Royal Family.
Don’t lapse into silence.
Recent politics may be discussed, but don’t take sides. Many English are politically polarised.
Don’t call Scots, Welsh or Irish people “English”.
Don’t show preference for any English class. They are class conscious and it’s none of your business anyway.
Don’t boast. Self-deprecation is a good tactic. Don’t name drop.
Remember that the English have a North and South divide as well as the Celtic groups.
Try to adapt to different types of behaviour (Northerners are more direct than Southerners)
Talk about business as if it’s some kind of game.
Don’t be too serious about anything. The English like people who are laid back. Don’t put forward too strong opinions.
Don’t rock the boat at meetings. Never threaten.
Tell white lies to protect the face of others. This shows good taste.
Always impute the best motives.
Keep up the pretence that everything is under control, even when it isn’t. The English don’t like chaos.
Don’t try to imitate any regional English accent.
Remember the English use coded speech. Usually they say the opposite of what they really mean. You must read between the lines.
A certain type of Englishman will praise, criticize or condemn only obliquely. Don’t risk imitating this. But don’t criticise too directly.
Don’t discuss business for 5 – 10 minutes at the beginning of any meeting. Keep up the small talk.
Accept dinner invitations in English homes readily. You should usually take a bottle of (good) wine with you.
At the end of such an evening you may find that the host and hostess will kiss you and your wife. It is becoming the fashion. But don’t take the initiative.
Don’t speak with an American accent, unless you are American.
Remember the English are very ambitious and competitive, but are not allowed to show it.
They often appear very casual when in fact they are most serious.
English people do not like to be seen working hard openly. Don’t be fooled by their relaxed manner.
Don’t talk too much or too loud.
Beware of being too openly sentimental.
Use humour if you can. Have a stock of anecdotes.
Admire the success of others.
Send thank-you notes.
Put things in writing.
Laugh at yourself if you can.
Accept occasional ambiguities.
Don’t push logic too much or try to be clever.
Keep a distance. Don’t reveal too many private details.
It is better to understate rather than exaggerate.
Don’t rush them.

Do’s and Don’ts with Celtic Britons

Don’t call them English
Don’t talk “posh”
Don’t pull rank
Don’t expect them to behave as southern English people do. (They are in fact closer to northern English)
Don’t try to be too sophisticated (show your rustic side!)
Open up – show some of your feelings.
Show warmth and develop closeness.
Say what you think (they attach much less importance to diplomacy than do the southern English)
Respect their nationalism and sense of separateness from the English.
Be careful about expressing strong political opinions with the Irish.
Remember that Northern Irish are British, Southern Irish are not. (But you will find both working for English companies).
Ask about their national traditions – they are proud of them.
Be as hearty and as humorous as you can. Their humour is earthier than the English.
Don’t believe all the Irish tell you. (They tell great stories, but they exaggerate).
Scots and Irish like to drink with you – as a Finn you may be able to reciprocate.
Remember that Scots tend to be very return-on-investment conscious. The Welsh less so. The Irish risk more. (They love gambling).
Remember Scots hate to lose face. (Welsh and Irish worry less about this)
Scots, and usually Welsh, equal Finns in reliability. The Irish have some Latin characteristics. Be prepared.
Beware of Irish charm (they are like Danes in this respect.) Focus on what they do rather than on what they say. Scots are doers, but shrewd in their attempts to achieve a win-lose situation. Welsh rarely use charm as a tactic. They often like to make you think they are naïve.

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 Naslov: Re: Britanska kultura, običaji, komunikacija i interakcija (priručnik za strance)
PostPostano: 16 svi 2013, 06:55 
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Special notes

Use of English: hidden agendas

British English – often vague, understated, humorous or coded – can easily be misunderstood by non-English speakers, especially those who tend to take everything literally. Britons rarely say exactly what they mean; they like to leave the interpretation of their remark to the listener, who is supposed to spot nuances, irony, slight changes in the tone of voice. Anything ‘woolly’ or very indirect will usually have a ‘second’ meaning, unclear to the foreigner, but obvious to most Brits.

It is not easy for you to fall into this way of speaking until you have lived in the British Isles for at least several months, maybe years. The following examples can, however, give you a short cut to some of the more usual expressions and to the hidden agendas behind them. Memorize what you can.

CODED SPEECH

WHAT WE SAY • WHAT WE MEAN

That’s one way of putting it. • What a stupid analysis.
Let me make a suggestion. • This is what I’ve decided to do.
That’s a good question. • I don’t know the answer.
It has lots of future potential. • It’s failed.
It’s too early to see how this one is doing. • It’s failed.
This is too vital to decide one way or the other at this very moment. • It’s my tea-break.
We’ll certainly consider that. • We won’t do it.
I’d say Pierre had a point there, wouldn’t you, Charlie? • Confuse him.
We must have a meeting about that. • I refuse to talk about that now.
You’re always very systematic I admit that. • You haven’t an original idea in your head.
I hear what you say. • It’s old hat.
We’re challenging for leadership. • We’re fourth.
You can take a 6-week course in this, irrespective of cost. • You cost us more when you’re in the office.
That’s very perceptive. • That’s just what I’ve been saying for the last 3 years.
I’ll go the extra mile for you. • I’m responsible anyway.
It’ll be a challenging 3 years there. • We can’t persuade anybody else to go. (to Kinshasa)
Let’s go and have a beer and talk about it tomorrow. • Forget it.
We must wait for a politically correct time to introduce this. • Forget it.
I’ll call you. • I won’t call you.
Let me play devil’s advocate. • You’ve got to see how stupid you are being.
You’re getting the picture. • Finally you are beginning to see sense.
It’s enough to make the mind boggle. • It’s beyond my grasp.
I haven’t got a clue. • I don’t know.
You haven’t got a clue. • You’re a fool.
He certainly communicates well. • He gossips.
He has interpersonal skills. • He’s computer illiterate.
He has a strong oral culture. • He can’t read or write.
He’s a back-up for us all. • He makes the tea.
He works intuitively. • He’s completely disorganized.
He’s nothing if not loyal. • He’s nothing.
He’s our best golfer. • We keep him out of the office.
We’ll have to review your position. • You’re going to be fired.
At the end of the day remuneration must inevitably be results-oriented. • You’re coming off the payroll.
I’ll need a competitive salary. • U.S.-related
We can pay you a competitive salary. • S.E. Asia-related

BUSINESS JARGON FOR 2000 A.D.

WHAT WE SAY • WHAT WE MEAN

delayering, delevelling • firing middle managers
downsizing, rightsizing,flattening • firing as many people as possible to be able to stay in business
marginalizing • putting something, someone aside
non-linear • out of control
granting empowerment • giving imaginary powers to lower middle managers
participative management • pretending to treat employees as human beings capable of having a view on how the job should be done
concentration on core competencies • downsizing by firing
business process reengineering • trying to placate dissatisfied customers
negative performance indicators • complaints
outsourcing • buying services from outside contractors that could be carried out cheaply in-house
performance-related pay • pay-freeze for everybody except management

BRITISH UNDERSTATEMENT

WHAT WE SAY • WHAT WE MEAN

It’s not bad. • It’s excellent.
He can play a bit. • He’s the world's best player.
I think it’ll do the job. • This product is exactly what you need.
I’m not quite with you on that one. • That is totally unacceptable.
I suppose I could be seen with you. • You look absolutely ravishing.
Average • Fantastic shot! (tennis)
Jack’s finally managed to sell something. • Jack’s sales are incredibly good this month.
It's low cost housing. • It's a slum.
He frequently under-achieves. • He's useless.
That might just be a bit tricky. • It’s impossible.
Hm... that's an interesting idea. • You can't really mean this.
I think I've got the message. • You don’t have to tell me ten times
With all due respect..... • What a mad idea.....
I’ve seen better. • It was dreadful.
I've seen worse. • It was excellent.
It’s a bit thick. • It’s disgraceful.
It’s not on. • It’s disgraceful.
You could be right. • It’s highly unlikely.
There is some merit in that. • I can't reject it outright.
You could say that. • I wouldn't.
I agree, up to a point. • I disagree.
It's a bit dodgy. • Nobody will take the responsibility.
Jack might twitch a bit. • The CEO will explode.
The Board might take a dim view of that. • They'll crucify you.
Could I have a word? • You had better listen to this.
I don't want to make an issue of this. • She gossips.
You had better fix it. • She’s computer illiterate.
It's not for me to influence you either way. • This is what I strongly advise you to do.

British humour

Alas Smith and … Smith, Smith, Smith and Smith

“I went to a small preparatory school, only about 25 of us, and as in most such schools, we were called by our surnames. I was Curtis. No one had any idea what my Christian name was. We were 25 little surnames.

It was in my second year that, for the first time, a brother enrolled and complications began to arise. There were now two Smiths, and a decision had to be made about what to call them. The headmaster chose a very simple route, which was to call them Young Smith and Old Smith. It was a happy summer.

The real trouble started two terms later when another, this time unrelated, Smith arrived. There was a discussion in the staff room about changing to a numerical system – Smith 1, Smith 2, Smith 3 – or to a classical nomenclature – Major, Minor, Minimus – but the headmaster felt that he should stick to his guns. So the new term began with Old Smith still Old Smith, the new Smith taking his position as Young Smith, and the former Young Smith, a soft-faced 10 year old, picked out as Middle-Aged Smith.

Unfortunately, the mother of Old Smith had not finished her childbearing, and only two terms later another young brother arrived to take his position in the school. The option was open to rename everyone again, but it was decided this would cause too much disruption, so the youngest Smith entered the school as Very Young Smith.

He was joined, a term later, by Young Smith’s younger brother. By now, the headmaster had become adept at the Smith business. The new Smith became Very Young Smith, Very Young Smith became Young Smith, and very cunningly, Young Smith moved into a gap that had until now been neglected – and became, at the age of nine, Teenage Smith.

At this point the headmaster was strongly advised against admitting any more Smiths. But a fee is a fee in a fee-paying school, and when Mr Smith, the managing director of a large travel firm, came to enrol his son, the boy was accepted. Now there really was a problem. The choice seemed to be between the new boy – a very jolly, fat boy – becoming Foetus Smith, or everyone moving upwards. With relief, we plumped for the Foetus, Old Smith remained Old Smith and all was well with the world.

Tragically, this paradise didn’t last for long. Mr Smith the managing director turned up the next term with another son – who set off the long-dreaded domino effect. Foetus Smith became Very Young Smith; Very Young Smith was now just Young; Young Smith now became a Teenager overnight; Teenage Smith, still 9, became Middle-Aged; Middle-Aged found himself drifting into Old Age; and Old Smith, at the age of 12, became Senile Smith.

Everyone gritted their teeth and got down to normal living, never expecting that the managing director and his wife had had another Smithlet up their sleeves. His arrival the next term was greeted with horror. Very little time at all was now spent on studies – whole classes, weeks of school time, were dedicated to memorising the Smiths and their names. Geography had been dropped off the curriculum altogether to make space. And now, just as the oldest Smith was getting used to being Senile and the once Foetal Smith was growing into his new-found youth, it was all change once more.

But what to change to? For a while the headmaster toyed with the suggestion of the biology master that the new boy should become Spermatozoa Smith. This would have had the double advantage of leaving everyone else unaltered, and of teaching the school a valuable lesson in sex-education.

But the English master warned against the psychological scarring that might result from the poor boy being stuck with a name he couldn’t spell. So the long trek was on again. The Sperm became a Foetus, the Foetus became Very Young, and poor Senile Smith found himself, at the age of 12, DEAD.

All we could do was pray. And our prayers were answered. The next term went well. The new boys were Cillimore, Tennant, Chellaram and Isherwood. Likewise, the spring term was a happy one, with its charming arrivals: Glover, May, Taylor-Roberts and Ridgway.

The summer term, however, did not go so well. The headmaster committed a rather brutal suicide in the gymnasium, and it was up to the new headmaster to deal with the situation left by the arrival of quintuplets named … Smith.

As for me, I failed my Common Entrance exam – an impossible task when I also had to relearn names of my schoolfellows. As a result, I left the school tragically under-educated – but at least I was consoled by the knowledge that I had formed the friendships that would steer me through the troubled waters of life.

I am proud to say that I did not make any mistakes as I finally bade farewell in the summer of 1970 to my dear friends, each one forever engraved upon my memory in his unique individuality: ever-smiling Skeleton Smith; Rotting Flesh Smith, Dead Smith, Senile Smith, smelly Old Smith, flirtatious Middle-Aged Smith; Teenage Smith, Pre-Pubescent Smith – and then the five charming newcomers, Young Smith, Very Young Smith, Foetus Smith, Sperm Smith and my favourite – and godfather to my youngest son – Twinkle-in Your-Father’s-Eye Smith. His real name is, I believe, Gerald – but he’ll always be Twinkle to me.”

A Good Chap
A dignified solicitor and widower with considerable income had long dreamed of playing Sandringham, one of Great Britain’s most exclusive golf courses, and one day he made up his mind to chance it when he was travelling in the area.
Entering the clubhouse, he asked at the desk if he might play the course. The club secretary inquired:
“Member?”
“No, sir.”
“Guest of a member?”
“No, sir.”
“Sorry.”
As he turned to leave, the lawyer spotted a slightly familiar figure seated in the lounge, reading the London Times. It was Lord Parham. He approached and, bowing low, said:
“I beg your pardon, your Lordship, but my name is Higginbotham of the London solicitors Higginbotham, Willingby and Barclay. I should like to crave your Lordship’s indulgence. Might I play this beautiful course as your guest?”
His Lordship gave Higginbotham a long look, put down his paper and asked:
“Church?”
“Church of England, sir, as was my late wife.”
“Education?”
“Eton, sir, and Oxford.”
“Qualifications?”
“M.A. in Classics. Ph.D. in Philosophy.”
“Sport?”
“Rugby, sir, a spot of tennis and No.4 on the crew that beat Cambridge.”
“Service?”
“Coldstream Guards, sir.”
“Rank?”
“Brigadier.”
“Decorations?”
“Victoria Cross and Knight of the Garter.”
“Campaigns?”
“Dunkirk, El Alamein and Normandy, sir.”
“Languages?”
“French, German, Spanish and Arabic, as well, of course, as Latin and Greek.”
His Lordship considered briefly, then nodded to the club secretary and said:
“Nine holes.”

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 Naslov: Re: Britanska kultura, običaji, komunikacija i interakcija (priručnik za strance)
PostPostano: 22 lip 2020, 16:02 
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