You are in a meeting with your colleagues from the US, Germany, and Japan.
Everyone wants the same thing: a successful project.
But as you start to speak, you feel an invisible wall.
The US manager wants a quick “yes” or “no.”
The German colleague wants to see the logic and rules.
The Japanese team is waiting for a sign of consensus.
You have the ideas.
You have the years of English study.
But in this moment, you hesitate.
You wonder, “Am I being too direct? Am I being too vague? How do I explain my decision without sounding rude or confused?”
At IMCEnglish.com, I see this every day.
Taiwanese professionals often struggle not because of their English level, but because the cultural rules change depending on who is listening.
Here is how you can bridge that gap and speak with confidence.
Why Communication “Fails” Even When You Speak English
English is the language of global business, but culture is the “operating system” running in the background.
When you work in a multinational company, you are navigating three major friction points:
- Directness: US and many European cultures value being “explicit.” If you are too indirect, they think you are hiding something or don’t know the answer.
- Hierarchy: In Japan, hierarchy is a form of respect. In the US, an entry-level employee might openly challenge a VP. This can be shocking if you aren’t prepared for it.
- Explaining Decisions: Some cultures want the “why” (the logic) before the “what” (the decision). Others want the decision immediately to save time.
The Tool: The Opinion Framework (OREO)
To stop getting stuck, you need a structure.
I recommend the Opinion Framework (also known as OREO).
It helps you organize your thoughts quickly so you don’t give “short answers” that leave people waiting for more.
- O – Opinion: State your decision or main point clearly.
- R – Reason: Explain why you made this choice (link it to a shared goal).
- E – Example: Give a concrete situation or data point to prove your reason.
- O – Opinion: Restate your point and suggest the next step.
Case Study: Xia-Yu and the Design Thinking Gap
Xia-Yu, a talented designer in Taipei, had a problem.
She needed to explain a new design direction to her US-based manager.
In the past, she would say, “I think this is better for the user.”
Her manager would often ask, “But why? What’s the data?”
This made Xia-Yu feel like her expertise was being questioned, causing her to lose confidence.
We practiced using the Opinion Framework during our 英文口說練習 sessions.
Here is how she phrased it:
- Opinion: “I recommend we use the minimalist layout for the new app interface.”
- Reason: “This is because our US users prioritize speed, and this layout reduces the time to complete a purchase by 20%.”
- Example: “Last month, when we ran a small A/B test, users in the US office gave this version a higher satisfaction score.”
- Opinion: “Therefore, we should proceed with this design for the beta launch. What do you think?”
By using this structure, Xia-Yu wasn’t just “talking.”
She was leading.
She addressed the US preference for data and directness while remaining professional.
How to Adjust for Different Cultures
The OREO framework is flexible.
You can “tune” it depending on who is in the room.
Talking to US/EU Colleagues
- Be Direct: Put your Opinion (O) at the very beginning.
- Focus on Logic: Use the Reason (R) to show how this saves time or money.
- Invite Challenge: End by asking, “Does anyone see any risks?”
Talking to Japanese Colleagues
- Softened Opinion: Use phrases like “Based on our team’s discussion…” to signal consensus.
- Relational Reason: Use the Reason (R) to show how this maintains harmony or follows the established process.
- Private Feedback: Instead of asking for a public challenge, say, “I will follow up with you individually for your thoughts.”
Overcoming the Fear of Speaking
It is normal to feel anxious.
Many of my students tell me they fear making a mistake or “losing face” in front of international partners.
But remember: The goal of English is communication, not perfection.
Your colleagues don’t care if you use the wrong tense.
They care if they can understand your logic.
When you use a framework like OREO, you give them a map to follow.
This makes you more “predictable” and easier to work with, which builds trust.
If you are struggling to 克服說英文的恐懼, start small.
Try using the Opinion Framework in a low-stakes email first.
Then, try it in a one-on-one chat.
Practice Makes Progress
You don’t need to change who you are to work globally.
You just need to learn the “rules” of the conversation.
At IMCEnglish.com, we help you bridge that gap through 英文會話課程 designed specifically for the challenges you face in the office.
Every lesson is a safe space.
We practice the exact scenarios you deal with—interviews, presentations, and cross-cultural meetings.
You leave every session feeling more capable than when you started.
Key Vocabulary Glossary
| Term | Meaning | Example Sentence | 中文說明 |
|---|---|---|---|
| Explicit | Stated clearly and in detail, leaving no room for confusion. | My US manager prefers explicit instructions over vague hints. | 明確的。在美式溝通中，直接說出重點被視為有效率且專業的表現。 |
| Consensus | General agreement among a group of people. | In the Japan office, we always reach a consensus before the final meeting. | 共識。日商非常重視「根回し」（預先溝通），確保大家在會議前已有共識。 |
| Directness | The quality of being plain and straightforward. | Her directness was surprising at first, but it saved us a lot of time. | 直截了當。西方文化通常偏好有話直說，這不是沒禮貌，而是為了溝通效率。 |
| Hierarchy | A system where people are ranked one above another according to status. | You need to respect the hierarchy when sending emails to the Tokyo branch. | 階級制度。在注重職位的職場文化中，溝通時需考慮對方的職級與輩份。 |
| Lingua Franca | A language used as a common way to communicate between people who speak different native languages. | English is the lingua franca of our multinational team. | 通用語。指不同母語的人之間，為了溝通而共同使用的第三種語言。 |
| Friction Point | A specific problem or area of disagreement that causes tension. | The main friction point between the teams was the project deadline. | 摩擦點。指兩造在合作中容易產生衝突或誤解的地方。 |
| A/B Test | A method of comparing two versions of something to see which performs better. | The A/B test showed that users prefer the orange button. | A/B 測試。職場中常用數據來支撐觀點（Reason），這是說服歐美主管的利器。 |
| Face-saving | Actions taken to avoid embarrassment or maintain dignity. | Using indirect language is often a face-saving strategy in Asian cultures. | 面子問題 / 留面子。在東方文化中，公開質疑主管可能被視為不留面子，建議私下溝通。 |
| Beta Launch | The limited release of a product to a small group for testing. | We are preparing the beta launch for next Friday. | 測試版發表。這是解釋決策時常用的具體範例（Example）。 |
| Organize your thoughts | To put your ideas in a clear and logical order before speaking. | Using the OREO framework helps me organize my thoughts quickly. | 整理思緒。許多人害怕開口是因為腦袋太亂，使用框架能讓你的話聽起來更有邏輯。 |
Ready to turn your English knowledge into confidence?
Stop hesitating in meetings and start leading.
If you want to practice the Opinion Framework in a supportive environment, book a trial lesson today.
If you don’t feel more capable after your first session, you don’t have to pay.
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