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1、形成具有适应性的第三种文化（文化丙）j 来源于Dodd, Carley H., Dynamics of Intercultural Communication, Shanghai: Shanghai Foreign Language Education Press, 2006, 9-11Dodd, Carley H.赵丽 译解决不确定性和焦虑的某种方式，诸如，忽视他人，假装喜欢某人，避免沟通责任，或直接产生敌意，能够导致有缺陷的职能战略的形成。该文目的在于引导读者形成正确的职能战略。必要的知识和技能将在全书各章节中阐述。整体而言，这些观念和技能都基于预期成果，学者将其与有效的跨文化交流相结合。
2、我们称其为基于能力的跨文化交流成果。跨文化交流的成功者应用其对文化可变性，文化规则，适应性类型，及对保持积极关系的动机的认识，推动实现有效交流。具有适应性的第三种文化（文化丙），由文化甲和文化乙共同创造，在此过程中，参与者不考虑各自文化，以强调双方文化的共同点。当文化发生碰撞时，双方关注于理解共同创造的新文化。二者无需将各自的特性由文化甲融入文化乙，或由文化乙融入文化甲，而是至少在二者需要沟通时，创造一个共同利益的平台。这样，各文化都能维持其特性，并在需要时启用文化丙。前人早已构想出创造第三种文化的设想；如研究员曾一度视融合，共通，或接合等形式为重要战略。该文阐述的模型建立于新文化观念，而且，
3、我们将其与先前的动力和动机结合（二者引导创建了文化丙），并进一步探究随之而来并相继产生的知识和技能，其产生于文化丙中的交流互动，此互动允诺将引导实现最终的成功交流。在面对不确定性和焦虑时，几乎每个人都能形成具有适应性的类型或程序。我们认识到文化丙中存在不适应和有缺陷的行为，我们同样识别出其他适应和功能正常的行为，及其与有效跨文化交流成果的结合。功能正常并具有适应性的新文化不能自行创建。若干观念和技巧将有助于我们理解如何成功地创造文化丙。在由文化甲和文化乙共同创建的文化丙中，三条法则在成功进行交流互动时至关重要。第一，对他人或群体必须持有积极的情感（即，情感层面），如信任，舒适，安全，肯定，或焦
4、虑减弱。不具有此种情感即，认为某人可敬，并使某人犯错误时，不遭受嘲讽或忽视人们几乎不可能很好地与其它不同的人交流。而且，对新文化的适应，并在新文化中有效交流将可能会遭到减弱或拖延或永不产生。第二，若想成功创建第三种文化，需要认识我们在跨文化交流中接触到的信仰（我们经常称其为认识层面）。其包括期待，不确定性（由于我们对某人不了解，或缺乏准确观察产生），对规则及程序的误解，缺乏合适战略以锻炼交流能力，及引发消极或积极社会认识的激活线索（例如，刻板认识和归因）。不能准确了解某人，人们几乎不可能很好地与其它不同的人交流。第三，创建第三种文化需要跨文化交流行为。这是指，锻炼跨文化交流的行为和技能（称为行
5、为层面），例如，语言和非语言交流行为，生存技能，及相互面对新文化中的规律和制度。美国学生玛丽在耶路撒冷度过了一学期，其间，她向旅馆店员提出更换屋中破损的灯泡，而当店员微笑着将替换灯泡递给她时，她倍感惊讶。玛丽随后说道：“我以为我是在度假旅馆，店员应该帮我把灯泡安上。我甚至都不知道从哪能弄到梯子。”最后，灯泡还是没能换好。玛丽对店员的期望及其期望未能实现都导致了行为无效。大体上，概括而言，以上三条法则构成了跨文化交流能力。即，运用正确的情感，认识及行为模式是进行有效交流的重要特性，其产生于建立在文化丙的无胁迫环境中。附原文 Forming an Adaptive Third Culture CD
6、odd, Carley H.One way of solving the uncertainty or anxiety leads to dysfunctional strategies, as for instance when the drive leads toward ignoring another person, pretending to like someone, avoiding communication responsibility, or outright hostility. A goal of this text is to lead readers toward
7、functional strategies. The necessary knowledge and skill is developed in each chapter throughout the book. Taken holistically, these concepts and skills are based on desired outcomes scholars typically associate with effective intercultural communication. We might call these competency-based intercu
8、ltural communication outcomes. Competent intercultural communication users apply their awareness of cultural variability and rules, an adaptive style, and a motivation for positive relationships to facilitate their reaching goals of effective outcomes.An adaptive culture, culture C, is invented by e
9、ach participant A and B whereby they put aside their A and B culture in order to emphasize common ground. At the moment of encounter, they focus on the construction of this new culture shared between them. They do not necessarily merge their identities from A into B or B into A, but create an arena
10、of commonality at least for the time they need to communicate. In this way, each can maintain identity with A or B but operate in C as demands dictate.The idea of a third culture is not new; researchers for some time have viewed some form of merging, commonality, or coalescing as an important strate
11、gy. In the model developed for this text, we build on the new culture concept and associate it with antecedent drives and motivation leading to the creation of culture C and we explore the consequent and associated knowledge and skills occurring within the interaction of Cs promise to lead ultimatel
12、y to outcome success. Almost everyone develops an adaptive style or set of procedures when faced with uncertainty or anxiety. We recognize maladaptive or dysfunctional behaviors in culture C, but we identify other adaptive or functional culture behaviors and their association with intercultural effe
13、ctiveness outcomes.To make the new culture a functional adaptive arena is not automatic. Several concepts and skills help us understand how to make culture C successful. Three principles are important in developing a successful interaction in culture C between A and B.First, there must be a positive
14、 feeling toward the other person or group (referred to as the affective level), such as trust, comfort, safety, affirmation, or lowered anxiety. Without this feelingthat one is regarded as worthy and can experience mistakes without being ridiculed or ignoreda person is less likely to communicate wel
15、l with another who is different. Moreover, adjustment and effectiveness in a new culture may be lessened or prolonged or may never occur at all.The second area needed to make a successful third culture climate involves recognizing the belief we bring to intercultural encounters (frequently called th
16、e cognitive level). These include expectations, uncertainties (because of things we do not yet know about a person or a lack of accurate observation), misunderstanding of rules or procedures, lacking appropriate strategy to exercise communication competency, and activation of cues that trigger negat
17、ive or positive social cognitions (such as stereotypes and attributions). Without accurate understanding a person is less likely to communicate well with another who is different.A final area needed to build the third culture is intercultural communication actions. This means developing actions and
18、skills (called the behavioral level), such as verbal and nonverbal communication performance, survival skills, and interfacing with systems and institutions in a new culture. When Marie, an American student spending a semester in Jerusalem, asked the hotel clerk to change a broken light in her room,
19、 she was surprised when he smiled and handed her the replacement bulb. She said later, “I guess I expected the Holiday Inn, where they would fix it for you. I didnt even know where to get a ladder.” The light bulb went unchanged. Her expectations and failure to perform to their expectations led to ineffectiveness.In sum, taken together, these three principles constitute intercultural competence. That is, using the right affective, cognitive, and behavioral patterns are essential qualities leading to effectiveness. These occur in the nonthreatening climate established in culture C.