SUBTEXTwas almost impossible to hold a discussion on a factory level
Why? Because there was no contest. You could win in any negotia-
tion. Their subtext was 'We're uneasy because you're tougher and
more knowledgeable than we are.'
"However, that was in the provinces. As you get closer to Paris
doing business is like doing business in America. The only hurdle
is the language. There's been a lot of talk about the French refusing
to have anything to do with you if you don't speak French. I
never found that to be true. In fact, if you knew the language,
they were tough negotiators, but if you didn't, they would go out
of their way to make you feel at ease and help you. If you spoke
the language, the subtext was 'You are on our level. Let's slug it
out!' If you didn't speak French, the subtext was 'We'll help you
get over the difference between us.' "
John had done some business in Belgium, and he saw the Bel-
gians as "poor Frenchmen," who try to emulate the French, but
never quite succeed. "Their standard of living," he said, "is lower
than that of the French, and they have more trouble with our
language. In French industry, you could always find someone
who spoke English. Not in Belgium. Outside the cities, you had
to rely on interpreters, and there's one big problem with interpreters.
There is no subtext!"
John explained what he meant. "An interpreter never editorial-
izes. He or she simply takes your words and translates them as
literally as possible, and that leaves out all of the nuances—and
all of the subtext."
JAPAN
In Japan, however, the reverse is true. According to Cathy, a
woman in her thirties who speaks Japanese fluently and has spent
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