This book has taken you far into the Chinese relationship model and its rationale. It has sought to guide you how to participate well in this model for effective commercial results and enduring business friendships. It has demonstrated how others have applied these core relationship skills, along the Chinese model, in their communication, behaviour and negotiations to the lasting credit of their businesses and reputations in China.
It may well appear to you that, in order to achieve this, we have asked much of you in terms of a quantum shift in your customary style of business relationships, and in expressing more of your identity and character than would be typical in your own or other markets. This is true. China demands effort and rewards it. But in the interests of balance, let me reassure you that this is a two -way process. China also wishes to make a proactive and dynamic contribution by adapting its business styles. I will use this final chapter to summarise areas of difficulty and mediated solutions involving a shift from both cultures for greater results and effectiveness.
Interestingly, as so often is the case in business and life, it is not the big things that cause anxiety and breaks in business relationships, but the little things. Let us examine some of the ways in which simple shifts in business styles and behaviour could help us to cement the relationship skills we are building.
One important area is accountability. Handled well, this ...