Communication style at the Vietnamese and American workplace

VIETNAM NATIONAL UNIVERSITY, HANOI UNIVERSITY OF LANGUAGES & INTERNATIONAL STUDIES FACULTY OF POST - GRADUATE STUDIES **************** PHẠM THANH HUYỀN COMMUNICATION STYLE AT THE VIETNAMESE AND AMERICAN WORKPLACE PHONG CÁCH GIAO TIẾP CÔNG SỞ Ở VIỆT NAM VÀ MỸ M.A Minor Thesis Field: English Linguistics Code: 60 22 15 Hanoi – 2012 VIETNAM NATIONAL UNIVERSITY, HANOI UNIVERSITY OF LANGUAGES & INTERNATIONAL STUDIES FACULTY OF POST - GRADUATE STUDIES **************** PHẠM THANH HUYỀN COMMUNICATION STYLE AT THE VIETNAMESE AND AMERICAN WORKPLACE PHONG CÁCH GIAO TIẾP CÔNG SỞ Ở VIỆT NAM VÀ MỸ M.A Minor Thesis Field: English Linguistics Code: 60 22 15 Supervisor: PHAN THỊ VÂN QUYÊN, M.A Hanoi – 2012 -1- TABLE OF CONTENTS Certificate of originality of project report Acknowledgements Abstract List of figures and tables CHAPTER 1: INTRODUCTION - 1.1 Rationale - 1.2 Objectives of the study - 1.3 Significance of the study - 1.4 The scope of the study - 1.5 Methods of the study - 1.6 Design of the study - CHAPTER 2: THEORETICAL BACKGROUND - 2.1 Culture - 2.2 Communication - 2.3 Intercultural communication - 2.3.1 Definition of intercultural communication - 2.3.2 Hofstede’s and Hall’s cultural dimensions - 10 2.3.2.1 Hofstede’s cultural dimensions - 10 2.3.2.2 Hall’s cultural dimensions - 13 2.4 Communication style at the workplace - 15 2.4.1 Organizational culture - 15 2.4.2 Some potential problems in multicultural working environment - 18 2.5 Previous studies - 20 CHAPTER 3: METHODOLOGY - 22 3.1 Selection of participants - 22 3.2 Data collection instruments - 22 3.3 Methods of data analysis - 24 - -1- -2CHAPTER 4: RESULTS AND DISCUSSION - 25 4.1 Working experience - 25 4.2 Self – evaluation of the effectiveness of the intercultural communication at the workplace - 26 4.3 Punctuality - 27 4.4 Attitude towards team work - 28 4.5 Decision-making style - 31 4.6 Expressing oneself - 32 4.7 Conflict resolution - 36 4.8 Individual vs Collective responsibility - 37 CHAPTER 5: CONCLUSION - 40 5.1 Conclusion - 40 5.2 Implications for people working in intercultural working environment - 41 5.2.1.Implications for people working in intercultural working environment - 41 5.2.2 Implications for Americans working with Vietnamese - 43 5.3 Limitation of the study - 44 5.4 Suggestions for further study - 45 - REFERENCES APPENDICES -2- -3LIST OF FIGURES Figure 2.1: Definition of Culture by Ferrando G Figure 2.2: Definition of Culture by Levine and Adelman Figure 2.3: Definition of Culture by Nguyen Quang Figure 2.4: Definition of Communication by Nguyen Quang LIST OF TABLES Table 1: Vietnamese and American working experience Table 2: Vietnamese and American working experience with Americans/ Vietnamese Table 3: Vietnamese and American self-evaluation on the intercultural communication effectiveness Table 4: Vietnamese and American punctuality Table 5: Vietnamese and American preference towards individual work and team work Table 6: Vietnamese and American priority in team work Table 7: Vietnamese and American decision-making style Table 8: Vietnamese and American reaction when assigned a too difficult task Table 9: Vietnamese and American way of presenting new ideas Table 10: Vietnamese and American way of conflict resolving Table 11: The Vietnamese and American evaluation of personal contribution to the team project‟s success Table 12: Individual and collective responsibility for the team project‟s failure -3- -1CHAPTER 1: INTRODUCTION 1.1 Rationale Globalisation, internationalization, trans-border trade and cross cultural business are all terms that have been coined over the past decade(s) to reflect the reality of the world economy Growth and success in today’s global economy depend on being able to work internationally In this era of globalization, multinational organizations are dominating the world economy (Shuter & Wiseman, 1994) In recent years many researchers in applied linguistics and professionals working for an international company have emphasised the importance of knowledge of different cultures and they agree that globalisation has brought about the growing trend to communicate with people from different cultural backgrounds (Borgulya, 2007; Bakacsi et al, 2002) One of the central challenges faced by multinational organizations is to manage a workforce composed of people from different cultures (Joshi, Labianca, & Caligiuri, 2002; Shenkar & Zeira, 1987) Because employees from different cultural backgrounds often have different values, beliefs, and assumptions concerning various issues, misunderstanding or conflict could easily occur during intercultural interaction (Earley & Mosakowski, 2000; Ting-Toomey, 1999) As a matter of fact, problems relating to inadequate intercultural understanding have undermined international organizational effectiveness (Lindsley, 1999) On the contrary, effective intercultural communication contributes to a healthy working environment and productive collaboration among culturally diverse staff (Tokarek, 2006) Therefore, it is necessary to study intercultural communication in a multicultural and multilingual workplace Although there is extensive literature on intercultural communication, existing intercultural communication theories still have limited direct application to communication in a business setting (Beamer & Varner, 2008) With the increasing importance of the Vietnam market in the world economy, many international companies rushed and planned to enter Vietnam to explore business opportunities International working teams in Vietnam are quite common these days This has spurred the need for cross-cultural research in Vietnam It was reported that the great barriers caused by cultural differences like difficulty of communication, different objectives and means of cooperation and operating methods, have led to the failure in people’s communication at the multicultural workplace This includes the communication between employer - employee and employee - employee in the same working environment -2Although in this context it mainly includes opportunities and challenges of developing global society, the cooperation advantageous for the partners involved may change into mutual competition The question like "how to understand Vietnamese/ American people so as to work with them effectively" has occupied the minds of people who are planning to work or have already worked in a multicultural organization That is why the author of this study decided to a research on this field in order to investigate the need to manage problems of controlling and communication in the cross-cultural environment of companies 1.2 Objectives of the study The objectives of this research are as follows: - To investigate the typical characteristics in Vietnamese and American communication at the workplace - To identify the potential problems in Vietnamese and American crosscultural communication The specific research questions are addressed as follows: - What is the Vietnamese communication style at the workplace? - What is the American communication style at the workplace? - What are the similarities and differences in the communication style at the Vietnamese and American workplace? 1.3 Significance of the study It is hoped that this study will be of great use in helping people, especially those who intend to apply for a job or are working in a multi-cultural working environment, have an overview of possible problems occurring when Vietnamese and American staff communicate with each other As a result, they can have deeper understanding of the two cultures and avoid misunderstandings when communicating with each other In addition, in the age of globalization when intercultural communication is common nowadays, this study hopes to contribute to the worldwide research on cross-cultural communication -31.4 The scope of the study The study focuses on investigating Vietnamese and American communication style at the workplace in some areas such as punctuality, group work, decision-making process, reaction to leaders’ command, presentation of new ideas, personal contribution and responsibility in teamwork results Other areas should be beyond the scope of this study 1.5 Methods of the study All the supervisor’s guidance, other teachers’ ideas and opinions, and relevant items have been selected, studied, analyzed, synthesized and paraphrased The survey has been done by distributing a questionnaire to 30 Vietnamese and 30 American people who have experience in intercultural communication in different workplaces In addition, informal interviews with the Vietnamese and American staff have been conducted to have a deeper view of the problems All collected data and information have been analyzed by using quantitative and qualitative methods 1.6 Design of the study The study consists of chapters: Chapter 1: Introduction presents the rationale, the objectives, the scope, the significance, the methods and the design of the study Chapter 2: Theoretical background starts with the definitions of culture, communication and intercultural communication Then, Hofstede’s and Hall’s cultural dimensions are presented and discussed After that the communication style at the workplace are taken into consideration as well as some potential problems in multicultural working environment are identified Finally, the previous studies is mentioned and evaluated Chapter 3: Methodology presents the methodology used in this study This part consists of parts: the selection of participants in which the author gives some reasons for the selection and the description of the participants; the data collection instruments in which the instrument and procedure of data analysis are discussed; methods of data collection in which the methods and procedure of data collection are identified -4Chapter 4: Findings and discussion introduces the results of the survey which describe the differences between Vietnamese and American communication style, which leads to problems occurring when Vietnamese and American people communicate at the workplace Then, the findings are analyzed and discussed Chapter 5: Conclusion presents the conclusion, implication for people working in intercultural working environment, the limitations of the study in which the author states the reasons for the study’s limitations, and suggestions for further study -5CHAPTER 2: THEORETICAL BACKGROUND 2.1 Culture There have been a great number of discussions and conceptualizations of culture However, the definitions of culture might fall into two following categories: +Definitions of culture based on the emphasis of one or more constituents One of these is the definition by Garry Ferrando He states: “culture is what people have, think and as a member in a society” (cited in Nguyễn Quang [2007, p.16]) This can be illustrated as in figure 2.1 Material objects Ideas,values, attiudes Behavior pattern (HAVE) (THINK) (DO) CULTURE Figure 2.1: Definition of Culture by Ferrando G Levine and Adelman (1993, p.17) hold that: “Culture is a shared background (For example, national, ethnic, religious) resulting from a common language and communication style, customs, beliefs, attitudes and values.” They take culture as an iceberg, with one-fourth floating and three-fourths sinking as in figure 2.2 FOOD LANGUAGE APPEARANCE VALUES BELIFES PERCEPTIONS COMMUNICATION STYLE ATTITUDES LEVINE & ADELMAN (1993) Figure 2.2: Definition of Culture by Levine and Adelman - 39 the person who directly causes the trouble, no matter who s/he is the leader or team member, must take the responsibility The way almost all American participants behave in this situation comes as no surprise It results from the American value: great emphasis is placed on individual performance; therefore, if they something wrong, they are ready to take the responsibility In addition, one American told me that Americans have learnt to take their responsibility for everything they since they were a child In contrast, it is a little complicated in Vietnam The concept of face emerges as an essential part of Vietnamese values Any public criticism or negative remarks can result in a loss of face and cause extreme embarrassment For this reason, Vietnamese prefer working in group because it is safer for them to keep their face It means that when troubles happen, the advantage of the concept ―whole group‖ is taken; no one is blamed Some Americans said that in the first time working with Vietnamese people, they felt surprised and dissatisfied with the way Vietnamese behaved when they were wrong An American stated, One time the results of our group work were extremely bad because of one (Vietnamese) team member‟s fault Yet in the meeting with the directors, the (Vietnamese) leader of our group said that it was the whole group‟s fault Of course the man making all the trouble just sat still and said nothing At first I felt angry and did not know why Vietnamese people behaved like that If it were my fault, I would take my responsibility And then I know that it is the common behavior of the Vietnamese: They not want to lose face in front of other people, especially in front of the boss Furthermore, it is interesting to notice that Vietnamese society is a highly hierarchical one It means that people’s treatment to others is based on their status As a matter of fact, 56.7% of the Vietnamese respondents may blame the person who directly causes the problem, but only when s/he is not the leader They dare not criticize the leader for the mistakes; if s/he is wrong, it is the group’s fault, not the leader’s - 40 CHAPTER 5: CONCLUSION 5.1 Conclusion This study has drawn out a relatively clear idea and general knowledge of intercultural communication and some problems that may occur in the intercultural working environment Moreover, by using questionnaire and informal interview, the study sets out to investigate the Vietnamese and American communication style at the workplace and some potential problems when Vietnamese and Americans communicate with each other are identified In fact, participants’ perceptions of communication effectiveness often depend on their expectations and goals of communication If their goals or expectations were achieved, they would consider their intercultural communication effective Especially in a business setting, the outcome is often more important than the process Many communication barriers or differences identified in this study support previous research First, American participants, who are from an individualistic and low-context cultural background, highly value accuracy and clarity in communication, and express their opinions or emotions directly They also tend to separate business from personal issues On the other hand, Vietnamese participants, who are from a collectivistic and high-context cultural background, are more likely to communicate indirectly and to have a higher degree of tolerance of ambiguity in communication They tend to control their feelings and express them in a more subtle manner As a result, many Vietnamese, as American participants mentioned, are not willing to speak up or speak against others in public In addition, the concept of time also differs in Vietnamese and American culture Therefore, Americans tend to be on time while many Vietnamese not have this habit Second, power distance can also be seen in the data Vietnam has been a centralized society for thousands of years, so the practice of hierarchy is deeply rooted in Vietnamese society Vietnamese employees were reported to be more likely to obey or compromise to the authority compared to American employees Third, America is an individualistic country while Vietnam is a collectivistic one Therefore, the evaluation of personal contribution to the success of the team project and the responsibility for failure of the team project differ greatly between the two cultures Finally, although both American and Vietnamese people not want to lose face, the Vietnamese practice the notion of face to a greater extent Giving face may help avoid conflict and preserve harmonious relationships (Knutson, Hwang, & Deng, 2000), yet - 41 many American participants found that this kind of face concern causes problems in intercultural communication Meanwhile, we also need to pay more attention to some phenomena that have not been widely discussed in the previous literature Some participants deliberately changed their communication styles in different cultural contexts For instance, some Vietnamese people are argumentative in a Vietnamese setting but quiet in an intercultural setting; and some Vietnamese are more direct in an intercultural context than in a mono-cultural context Compared to their American counterparts, Vietnamese participants showed more varieties in their communication behaviors, for example, conforming to traditional Vietnamese styles, adopting American styles, or blending styles This finding partially supported Du-Babcock’s (1999) claim that language shapes people’s communication behavior It should also be noted that at times people communicate in a certain way because of social pressure As one Vietnamese participant said, ―You know you should it this way, although you don‟t want to it.‖ An American participant also observed, ―When I had those direct Vietnamese people…I find that a lot of [Vietnamese] people don‟t find them very easy to work with.” Understandably, Vietnamese people are still expected to conform to Vietnamese norms when communicating with other Vietnamese, but they may feel less restricted when communicating with foreigners The findings remind us not to look at cultural differences at the surface level The issue of culture may be more complex than what is presumed 5.2 Implications for people working in intercultural working environment 5.2.1 Implications for people working in intercultural working environment Clearly it is the responsibility of foreign workers to learn English/ Vietnamese/ other languages and adapt to the cultural norms in the American/ Vietnamese/ other countries’ workplace However, this can take time Employers have much to gain from helping their workers bridge the cultural divide All too many employers have the ―sink or swim‖ attitude, expecting foreign workers to figure things out for themselves, which doesn’t work in many cases Nor is it a wise business decision The benefits to employers of investing time and resources in helping foreign workers adapt to the workplace include increased productivity and performance, greater trust and loyalty among workers and improved safety This can translate into higher business profits in the long run The following tips or suggestions are for people who want to strengthen and retain the effectiveness of their intercultural communication: - 42  Learn as much as you can about the culture of the people you are dealing with, particularly if you employ several people from the same cultural background  Recognize the broad ethnic diversity that exists within groups such as Americans or Vietnamese Don’t assume everyone shares common cultural backgrounds or languages just because they came from the same region of the world  Respect individual differences, abilities and personalities Even though people may share a common language or culture, it doesn’t mean they are alike Stereotyping discounts individuals and can limit options for them in the workplace Getting to know a person’s culture is a first step to getting to know them as individuals  Provide an orientation program for new hires that addresses some of the cultural differences and language barriers This can help head off confusing or potentially unpleasant experiences for international employees  Consider having co-workers serve as mentors or coaches to help new workers adapt to the culture and vocabulary of the workplace  When working with foreigners, refrain from using jargon or slang that might not translate well Choose words that convey the most specific meaning and stick to one topic at a time  When training foreign employees, make sure they understand the training material and why it is useful to them Use graphics or demonstrations to illustrate points whenever possible Often the lack of effective training tools and qualified instructors can leave immigrant workers out of the training loop and limit their opportunities to enhance their skills and advance in the workplace  Never assume your communications with someone with limited English-speaking abilities has been understood Ask for feedback or for demonstration, particularly when you are training them  Be patient A thoughtful supervisor or co-worker can make all the difference in helping prevent feelings of inadequacy and embarrassment when a person cannot express him or herself clearly or fully  Recruit bilingual managers and supervisors to serve as the communication link between cultures and/or engage co-workers to serve as translators while people are learning English  If you have a number of people in need of learning other language, consider partnering with some universities or colleges to offer a Second Language (ESL) class that can be taught during the lunch hour or other times during the day To so, it is important - 43 to create a safe environment for learning Helping people learn other language is a way to build trust and loyalty  Help workers take care of their basic survival needs For example, helping them find transportation to and from work can reduce fears of the unknown and build trust and loyalty with the worker Other ways to help may include assisting workers establish credit or file income tax returns, which can seem to be monumental tasks for someone who doesn’t know the system  Provide sensitivity training to native workers in the company to make them more aware of and sensitive toward the different cultural differences  Promote foreigners when appropriate, not only to give people more opportunities, but to show other foreigners that they can advance if they prove themselves 5.2.2 Implications for Americans working with Vietnamese  Punctuality: As we know, Vietnamese often come late in many situations It is not because they underestimate their partners or the importance of the meetings It is simply their habits to so Therefore, when working with Vietnamese, Americans should be patient with them In addition, Vietnamese should be aware of this bad habit and should change themselves At least when working with Americans, Vietnamese should be on time in order to avoid Americans’ misunderstanding about them  Relationship first, business later: The Vietnamese enjoy small talk and pleasantries They want to learn more about you Therefore, initial meetings are rarely expected to produce results Vietnamese routinely wine and dine prospects before they sit down to talk business Let people feel that they are "connected" with you before you close a deal with them In America, where Americans feel that the legal system is largely enforceable, they can meet strangers and sign contracts with people quite speedily and start doing business Viet Nam is a people-based rather than a law-based culture People in Viet Nam build trust by ―profiling‖ one another They observe one another’s behavior over time before they’ll big business This is why it takes longer to get things done there The Vietnamese are perfectly willing to sign contracts, but only after people have achieved a reasonable level of comfort and understanding As a result, Americans should create and maintain the relationships with Vietnamese before doing business with them  Save people’s face, especially in public: An American behavior that perhaps irks the Vietnamese most is someone probing into their affairs Naturally you want all the - 44 answers, since you’ve traveled so far to find out the truth But the Vietnamese aren’t accustomed to revealing much about themselves, especially in public seminars If someone is vague about a particular issue, or unwilling or unable to give a straight answer, don’t force the issue Avoid forcing people to tell the truth in public against their will Rather, practice the ―one-on-one‖ skill  Don’t take Vietnamese saying "yes" literally to mean affirmative: Vietnamese people have a habit of saying "yes" to show that they’re paying attention or that they’re following what you say In such a context, the word "yes" doesn’t mean that they agree with what you say or with your terms In some cases, Vietnamese people say ―yes‖ even if they not understand what their partners say It is because they not want to lose their face in front of other people As a result, Americans should be aware of and pay attention to this fact You, as the Americans, should clarify whether the Vietnamese partners understand what you are saying or not  Individual vs Collective responsibility in team work: Americans should not feel surprised or dissatisfied when the success or failure of the team work is often valued as the whole group’s results by Vietnamese Besides, Vietnamese should not feel angry and jealous when Americans reward the person contributing the most to the success of the team project Vietnamese should not feel ashamed when only one Vietnamese person is criticized for the failure of the team project by the Americans as well In addition, Americans should pay attention to this kind of Vietnamese cultural value when rewarding or criticizing one Vietnamese to avoid conflict and staff’s low morale; Vietnamese should be aware of this as well 5.3 Limitation of the study Personally, I find that what I have learned from doing this study is very valuable in the age of globalization nowadays However, although I have tried my best, shortcomings and mistakes are inevitable because of the limited time and experience In fact, when doing this research, I could not cover all the problems that may occur in intercultural working environment between Vietnamese and Americans Another disadvantage is that this study was conducted on small scale Therefore, findings in this study should be quoted with caution due to research limitations - 45 5.4 Suggestions for further study Based on the findings of this study, I wish to suggest some topics for future research First, communication in multinational organizations is certainly worthy of further exploration During the interviews, participants constantly stressed the importance of communication at work Future research could examine communication in multinational organizations at the macro-level: to understand how organizational networks or corporate culture influence communication effectiveness at work Second, the study only focuses on some communicating areas in intercultural working environment Therefore, further research is required to explore more barriers to the other areas such as non-verbal communication, problem solving, management style I REFERENCES In English Aguinis, H (2002) The 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52 Yum, J O (1988) The impact of Confucianism on interpersonal relationships and communication patterns in East Asia Communication Monographs, 55 (4), pp 374-388 In Vietnamese Nguyễn Quang Ngoạn (2004) Some Vietnamese-American Cross-cultural Similarities and Differences in Disagreeing with Power-Unequals, M.A Thesis, Vietnam National University – Hanoi Nguyễn Quang (2007) Giao tiếp phi ngơn từ qua văn hố, NXB Đại Học Quốc Gia Hà Nội V APPENDIX I Questionnaire The purpose of this questionnaire is to determine the communication style of workers at the Vietnamese and American workplace Your completion of this questionnaire is highly appreciated The data collected will be used in the research paper only, not for any other purposes Please complete the following questions as appropriate You may tick more than one option - Age: - Sex: Male / Female How long have you been working for this company? Do you have any working experience with Vietnamese? Yes / No If yes, how long have you worked with them? Please rank the effectiveness of your intercultural communication, especially with Americans, at the workplace a Excellent c So-so b Good d Bad When you arrive at a meeting you usually a .arrive a bit late, and try to sneak in the back without being noticed b .purposely arrive a bit late, you like to get there when things have started happening already c .arrive right on time and feel impatient if the meeting starts late d .arrive early so that you can be ready and organized when the meeting starts When working, most of the time you prefer: a To your job quietly on your own b To be an integral part of a team working together When you work in a team, which objective you put higher priority on: a achieving the goals of the project b developing personal relationship with team members Which best describes the decision making process in your group: a Team members discuss and then come to a joint decision b decisions are made by the leader(s) only VI If you are assigned a too-difficult-to-complete task by your leader, you: a come to see the leader and explain your difficulties in task completion b ask for colleagues’ help and try to finish the task c try to finish the task on your own When you have a new idea and you know your idea is different from/ opposing to/ better than all the other team members’ and your leader’s idea, will you: a present your idea to the whole group immediately b consult your leader before presenting your idea to the whole group c keep the idea for yourself and say nothing 10 If a conflict arises between you and your colleague(s), you will: a confront the conflict and try to resolve the conflict by yourselves b involve the third party in resolving the conflict c ignore the conflict 11 When a team project is successful, who is often rewarded? a the whole group b the leader c the person who contributes the most to the project 12 When a team project fails, it is often the responsibility of a the whole group b the leader c the person directly causing the trouble, even if s/he is the leader d the person directly causing the trouble, if s/he is not the leader Thank you for your cooperation! VII APPENDIX II CÂU HỎI ĐIỀU TRA Các câu hỏi nhằm mục đích khảo sát tình hình thực tế phong cách giao tiếp công sở Việt Nam Mỹ Sự hoàn thành phiếu điều tra anh/ chị đánh giá cao Các liệu thu thập sử dụng nghiên cứu không cho mục đích khác Anh/ chị vui lịng hồn tất câu hỏi sau Anh/ chị chọn nhiều phương án câu hỏi - Tuổi: - Giới tính: Nam / Nữ Anh/ chị làm việc cho công ty bao lâu? Anh/ chị có kinh nghiệm làm việc với người Mỹ chưa? Có / Khơng Nếu có, anh/ chị làm việc với họ bao lâu? Anh/ chị tự đánh giá mức độ hiệu giao tiếp anh/ chị với người nước ngoài, đặc biệt người Mỹ công sở nào? a Tuyệt vời c Bình thường b Tốt d Tệ Khi đến họp anh/ chị thường a đến trễ chút, vòng sau cố gắng để khơng bị ý b cố tình đến trễ anh/ chị muốn đến thứ chuẩn bị xong bắt đầu c đến cảm thấy kiên nhẫn họp bắt đầu muộn d đến sớm chuẩn bị sẵn sàng trước họp bắt đầu Hầu hết thời gian làm việc anh/ chị thích: a làm cơng việc anh/ chị b thành viên nhóm làm việc Khi làm việc nhóm, anh/ chị coi trọng điều cả? a Đạt mục tiêu dự án b Tạo dựng mối quan hệ với người Trong trình định nhóm anh/ chị, trường hợp sau phổ biến: a Các thành viên nhóm thảo luận đưa định chung b Các định đưa người lãnh đạo nhóm VIII Khi anh/ chị người lãnh đạo giao phó cơng việc q khó để hồn thành với anh/ chị, anh/ chị sẽ: a đến gặp người lãnh đạo giải thích khó khăn mà anh/ chị gặp phải hồn thành cơng việc b nhờ đến giúp đỡ đồng nghiệp cố gắng hồn thành cơng việc c cố gắng hồn thành cơng việc Khi anh/ chị có ý tưởng mà ý tưởng khác biệt/ đối lập/ tốt ý tưởng thành viên nhóm người lãnh đạo nhóm, anh/ chị sẽ: a trình bày ý kiến với nhóm b hỏi ý kiến người lãnh đạo trước trình bày trước nhóm c giữ ý tưởng cho riêng khơng nói 10 Nếu có mâu thuẫn xảy anh/ chị đồng nghiệp anh/ chị, hai bên sẽ: a đối mặt với mâu thuẫn cố gắng giải mâu thuẫn b nhờ người thứ ba giải mâu thuẫn c lờ mâu thuẫn 11 Ai thường khen thưởng cơng việc nhóm anh/ chị thành cơng? a Cả nhóm b Lãnh đạo nhóm c Người đóng góp nhiều cho thành cơng dự án 12 Ai thường phải chịu trách nhiệm công việc nhóm thất bại? a Cả nhóm b Lãnh đạo nhóm c Người trực tiếp gây rắc rối, người lãnh đạo d Người trực tiếp gây rắc rối (nếu lãnh đạo) Chân thành cảm ơn hợp tác anh/ chị !