Like in all societies, differences in social economic status, nationality, race and gender can lead to discrimination. I have learned through our lectures and personal observations that discrimination is present in Shanghai. Unlike the United States, discrimination is not overt but rather covert. In a society that was built on the believes of Confucius, who believed that everyone has a place in society and responsibilities that goes with that place, men are superior and elders are to be greatly respected resulted in a society that values class distinctions. Peasants, farmers and migrant workers are considered lower class duet to their social economic status. An artifact of this classification is that both men and women wear long-sleeves and carry and umbrellas to protect them from the sun. This is done in order to prevent the darkening of the skin so that they won’t be classified as farmers or coming from rural China. The meaning of these artifacts was imperceptible, until I looked for them. As a Chicago School student, I have been taught and encouraged to explore my difference and embrace them.

This experience opened my eyes to the shared struggle that differences can bring to a community. The Chicago School advocates diversity and provides its students with the opportunity to promote multicultural perspective and acceptance it its community and now around the world. My experience at Fudan University allowed me to immerse my self in a culture that I expected to be completely different than my own but found many similarities. The students and the faculty at Fudan have a passion for learning that is shared by The Chicago School community. Although psychology is a mainstream concept in the United States; Business Psychology is a new area of psychology as it is evident by the fact that we are the only doctoral program in the World. Psychology as a whole is a new concept in China that just recently is being embraced by their entertainment media via TV programs and a popular “psychology certification� offered by a government agency. Both similarities and differences bring about learning.

I would like take a moment to thank Dr. Horowitz, Dr. Nancy Dubrow and the administrative staff responsible for organizing this exchange program, Dr. Thompson for facilitating learning, and the TCS students for sharing in this experience. I would also like to thank Professor Hu and her administrative staff for helping coordinate this magnificates experience, the faculty that shared their knowledge and expertise and the students who were invaluable guides during our stay.

As a Chicago native I have always enjoyed admiring the city’s skyline. As a result, an exciting part of my experiences in Shanghai was to view the city’s ever expanding and expansive skyline. Upon first glance it is impossible to not be in awe of such urban architecture as Shanghai’s Oriental Pearl Tower and the Jin Mao Building. There is also a lot of construction of large residential condominiums. Based upon the architectural growth of the city, I assumed that the size and layout of the buildings were to accommodate China’s growing population. It seemed to me, that building larger taller structures was a good way to do this. After attending several lectures and speaking with Shanghai natives my theory was disproved. The root of Shanghai’s architecture and urban planning is closely tied to the distinct symbolism that is deeply rooted within the Chinese culture.

The symbolic representation of status and power is a major influencing factor on the chosen size and styles of modern architecture. One of the individual I spoke with reminded me that when thinking of the Chinese always remember the aspect of symbolism. As a result I started to review other aspects of my experiences in Shanghai and remembered that the structures we saw when visiting Zhouzhuang, a water town build during the Ming dynasty. When viewing the structures of the town it was easy to assume that the larger structures represented the wealthiest individuals (which was correct). However the smaller subtle translations of architecture has to be communicated to us by our tour guide For instance, several aspects of the main entry hall such as a higher entry way represent the level of power, status, and wealth of the building’s owner. Thus it is not surprising that these same elements also influence modern Chinese designs.

Throughout my education at The Chicago School, I have learned that finding similarities is one of the best ways to bring understanding to two seemingly disparate cultures. Some may think it difficult to find commonalities between a country founded on freedom, capitalism, and a leader in the global marketplace and a country with limited freedom, controlled by socialism, and only recently entering the global community. Similarities may indeed be hard to find on a macroscopic scale, but at lower levels they are easier to identify.

Both cultures place significant emphasis on relationships, be they for a business or social purpose. The culture of the United States places more emphasis on what the outcome of the relationship will be and less emphasis on the relational components. Chinese culture seems to be the opposite, placing more emphasis on forming and maintaining the relationship with less interest on the outcome. Nonetheless, both cultures enjoy meeting new people and forming valuable relationships.

The customary use of food is another commonality. As guests of Fudan University, we have been treated to a number of wonderful meals featuring traditional Chinese cooking. Similarly, organizations in the United States hold receptions and dinner for esteemed guests, treating them to meals at upscale restaurants. The types of food and degree to which people share may be different, but the use of food in ritual greetings is very similar.

Shopping in Shanghai is an interesting and exhausting experience. We are used to paying a set price for the items we wish to purchase, but here you have to negotiate. The back and forth of negotiations can be found in American in many places. We negotiate for cars, starting salaries, and the like, but we’re not used to negotiating for gifts and souvenirs. Regardless of where the negotiation takes place, the purpose is still to reap the most benefit at the lowest cost.

It occurs to me that our individualistic nature and the Chinese collectivist mindset are evident in the way our similarities manifest themselves in different ways. In relationships, American’s tend to want what’s best for their purpose while Chinese want what’s best for a long-term relationship. In food, our systems seem to promote individualism as we each order for ourselves and expect to be served, while during Chinese meals all food tends to be shared and diners will serve each other. In negotiations, we set a price to ensure the most gain for the least amount of input, whereas in China the price depends on the interaction between the seller and buyer.

Although these are only small examples of how American and Chinese cultures are similar, they help illustrate that commonalties can be found in seemingly disparate cultures. The ways in which those similarities are expressed may differ, but they seem to be grounded in some innate human norm, something to which we can all relate.

The Fudan Exchange excursion has been extremely beneficial. Specifically regarding the current state of business in both countries. In the U.S., there is a major push to begin developing "soft" skills. I have noticed that businesses and universities are placing a greater emphasis on aiding students/employees develop skills that will help build positive, long lasting relationships. However, in China, the emphasis on the development of harmonious relationships has been interwoven into the fabric of their society. The push now in China, as based on class lectures and the discussion at the Shanghi Futures Exchange, appears to be quality and efficiency driven. Quality and efficiency are driving forces of good business in the U.S., due to capitalism and free market trade. As technology opens the door to more global business interactions a question arose in my mind: is the push for development of positive, harmonious relationships in the U.S. an after effect of globalization or a proactive intervention of the fast approaching Baby-Boomer crisis?

When asked to write a blog, I was unsure of how to proceed--we’ve seen and experienced so many different things since we’ve been here! With the exception of a day or two, we’ve had a full schedule with activities from 8am until 8 or 9 pm, and sometimes later. Each day begins with a 2 and a half hour lecture by a Fudan professor in Fudan’s Social Development and Public Policy building, a brisk 15 minute walk from our international dorm. The lectures have been incredibly enlightening, with discussions on China’s foreign policy, Taoism, city planning and Chinese folk-custom, just to name a few. Each professor speaks on their area of expertise, but the lectures invariably turn into discussions of comparing and contrasting how things are done in China and the U.S. It seems our professors are just as interested in gleaning knowledge from us as we are from them.

We’ve also had a few business meetings since we’ve been here. A few days after we arrived we went to the Shanghai Futures Exchange (SHFE), a very tech-savvy company and the leading exchange in Shanghai (gambei!). More recently, we met with representatives from Mobley Group Pacific (MGP), the most prominent consulting firm in Shanghai. I was amazed at just how much the content we’ve learned from TCS is aligned with the work done at MGP. From 360 degree feedback and personality assessments to competency modeling and executive coaching, the close-knit group at MGP is putting what we’ve learned in class into practice in one of the world’s leading markets for IO psychologists.

Tonight we’re being taken out to dinner by Jon Anderson, a hearty expat from Lake Pointe, LLC. and who’s been living in China for some time now. He stopped by our lecture yesterday for a quick lesson on how to implement IO related concepts in China. I expected many more difficulties and roadblocks in terms of the successful implementation of IO principles. I was expecting a whole new world in China where up is down and left is right but, in reality, the culture is not so dissimilar to our own. Oh yea, and you could get an hour and a half massage for eight bucks…man my back hurts.

Mr. Yanjun Weng, the representative of the newly developed TCS Asia-Pacific, arranged for us to meet with representatives of Shanghai Futures Exchange (SHFE) on Wednesday, June 25. We were tasked with giving a presentation on Business Process Re-Engineering and Business Psychology, including how the integration of the two might increase the efficiency of SHFE. SHFE is the leading commodities exchange, trading futures in copper, fuel oil, rubber, zinc, aluminum and, most recently, gold.

Our presentation was attended by Mr. Teng Jiawei, Executive Vice President, Dr. David Dapeng Li, Chief Technology Officer, Dr. Zeng Xin, Director of Strategic Management, and Ms. Wan A Hui of Human Resources as well some thirty to forty other SHFE employees. Luckily, the students had researched the firm for the presentation and had uncovered their strategic plan for 2008-2012, which was invaluable in tailoring our presentation to their strategic goals. Specifically, we were able to speak to personnel practices such as talent management and succession planning. We were also able to give them a model of how they could integrate these practices into the larger picture of values, culture, competency modeling and employee engagement.


A representative of SHFE then presented on the specifics of the company and how the company interacts with the other exchanges in Shanghai and in China. We learned that they had just recently undergone some big change initiatives including a new selection system and restructuring, which had been contracted through Hewitt. Our discussion after the presentation proved to be informative, challenging and invigorating. Mr. Peng wanted to know more about culture and moving the company from a hierarchical structure to a functional structure, which they have just completed. We suggested cross-functional teams that were temporary and charged with solving one issue each. Individual departments would send a representative that speaks for the department and not as an individual. We also suggested that the committees not be headed by too high of an executive, so that there might be more communication.

What else do you think might work in this situation? What else could improve their work flow process?

Leadership Development was another topic covered during the discussion. The main points of the conversation were the potential implementation of succession planning and recommendations regarding their dual track talent management program. SHFE seemed interested in learning more about how to develop and engage their current employees to ensure they keep their competitive advantage.

We also had a lengthy discussion on culture -- how it is created, how it is cultivated and how the CEO impacts it. Once again, the students contributed to the discussion as brilliant professionals, bringing all their school knowledge, internship and work experience to bear on some difficult questions. This truly challenged their consulting skills in a way that would rival comprehensive exams. One of the things we could tell by the "artifacts", or the physical appearance of SHFE, is that technology was important. Indeed, when taken out to dinner later by David and Dr. Zeng, we learned that David had been brought on in 2003 to completely revamp their technological infrastructure.

David, who was educated and has worked in Cincinnati and New York for many years, was instrumental in translating how the Chinese conduct business outside of the board room, where most business deals are made and signed. After dinner, our hosts presented each of us with a limited edition gold coin commemorating the beginning of SHFE's gold futures exchange earlier this year. We were all so honored and knew that this was a day we would never forget.

Arrival

The Business Psychology group has safely arrived in Shanghai! We have been graciously hosted by Professor Hu of the School of Social Development and Public Policy. She met us at the airport along with Catherine, one of the Fudan students who studied at the Chicago School last summer. They have ensured that we are well taken care of and have treated us to many nice meals. The current psychology students, Will, Anna, Leo, and Icy have also been gracious hosts, guiding us through the campus and introducing us to student life.

Discussion with Fudan University Psychology Department

Our first adventure at Fudan was a discussion with Professors Sun Shijin and Wu Guohong as well as a number of their students. We all sat down in a circle and our host said, "we will have a discussion now". The room was silent for about ten seconds. Both sides were being polite by letting the other guide the conversation.

Eventually, we began having a conversation about the state of psychology in China. Despite our expectations, psychology is well known within the popular culture of China. However, most people associate it only with a "broken" mind. One person told a story of a relative who mentioned that while in the states, she had a therapist. When she told her friends, all of them asked, "What was so wrong that you couldn't fix it yourself?"

The professors at Fudan are committed to expanding the awareness of true psychology. One method they have pursued is participation in the creation of a state-sponsored certificate program. Upon completion, the certificate holders are approved to provide counseling. However, the challenge is that 90% of those who hold the certificate do not actually go into a counseling job. While people in China are aware of psychology, they may not necessarily understand the practical application and use it can provide. It was noted, however, that the recent earthquake has brought the need for psychology to the forefront of their minds.

One proposed solution was to bring faculty and students together for specific applications, such as a counseling center, so that this can be demonstrated and modeled. While Fudan does have such a center, the psychology department does not staff it.

Another issue that brought about fruitful discussion was the difference between eastern and western thought and philosophy. The Chinese culture may be at odds with the traditional application of western psychology. For example, Chinese people may be wary of sharing their problems with a stranger. Relationships take a long time to build and therapy may require a different form of relationship building. They are also connected to their family, ancestors, tradition and spirituality. Rather than imposing the traditional interventions, psychology is going to have to integrate these important beliefs into any proposed solution. One idea was to integrate traditional Chinese medicine and therapy, such as Maurice Eisenbruch did in Thailand and Cambodia, by combining the traditional shaman with his western psychology practices.

All six business psychology students were fantastic on their feet in generating ideas and demonstrating their program competencies in real time. There was an intersection of cross-cultural understanding, sensitivity and consulting skills that truly showcased their knowledge and experience.


We would like help from the Chicago School community in generating some ideas for the Psychology Department of Fudan University to further this discussion. Would you please post your thoughts and comments?