These models do not provide an exhaustive picture of the two cultures, but they do illustrate the fundamental differences between them. One question may arise regarding the Chinese model: Why should Confucian ideology and the past tradition, rather than other contemporary forces, be looked on as the working determinants for today's Chinese culture?

An explanatory argument, not an answer to the question, could point to the following: 1) over the long history of the Chinese civilization, Confucian ideology has been firmly established as an undeniable system governing nearly all aspects of Chinese lives; 2) thousands of years of a feudalistic system have dominated the Chinese view of themselves and the world; 3) it is uniquely true that, to gain acceptance in China, new ideas have to be proved compatible with classics and tradition. Chinese values have continued to be prized by minds more traditionalistic than traditional with tradition disguising nostalgia for the past; 4) the current Chinese campaign for "modernization" is not necessarily a process of change in the Chinese people's fundamental mentality or behavior. To be aware of these points is, perhaps, to cross an important threshold for reaching a sound understanding of the Chinese people. In many a case, quick-fix tips for U.S. companies dealing with China tend to be misleading, because they ignore the essentials upon which Chinese cultural complexity and richness are built. Cross-cultural management strategies should be based on cultural implications that derive from basic values, beliefs, world views, and social relationships.

For a generalized picture of the Chinese national character, the following listing may serve as the gist: sanity, simplicity, love of nature, patience, indifference, old roguery, fecundity, industry, frugality, pacifism, contentment, family orientation, intuition, submission, dependency, conservatism, sensuality, and reluctance.