Saving and Giving face:
In China the major cultural competency for any manager is handling face for their employees. People must go to great lengths to avoid putting their colleagues in positions where they receive themselves as having lost face. Here the emphasis is on perceived loss of face is a subjective matter. Typical conditions that can affect a received face loss are a new role of job, being criticized or upbraided in front of others, promotion of a colleague and being asked to report to someone more junior even on a short term project (Krug and Hendrischke, 2009).
In front of others avoiding criticisms:
If the Chinese people require discussing performance on a specific problem they must do it behind closed doors. This does not mean that they have to put on kid gloves. It is OK to be simply straightforward to avoid public embarrassment.
Motivating feedback:
If the Chinese colleagues are given the opportunity to offer regular input into their decisions they reduce the blindsiding coworkers in a way that may cause them to lose face.
节约和给面子：
在中国的任何经理的主要文化能力是他们的员工处理的脸。人们必须要竭尽全力避免让他们的同事的位置，他们接受自己丢了脸。这里的重点是感知面子是很主观的东西。可以接收面损失影响的典型情况是工作的一个新的角色，被批评或责备别人面前，一个同事升职和被要求的人更初级的即使在短期项目报告（库克香槟和亨德施克，2009）。
在别人面前避免批评：
如果中国人需要对他们必须做一个具体的问题表现在紧闭的门后。这并不意味着他们已经把羊皮手套。它可以只是简单的为了避免公众的尴尬。
激励反馈：
如果中国的同事有机会为自己的决定他们减少blindsiding同事的一种方式，可能导致他们失去的脸提供定期输入。
