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Il Migliore Master Privato in Marketing Management e Comunicazione in Italia è sviluppato da Daniele Trevisani Academy e comprende lo studio del classico di Kotler “Marketing Management”, e di libri innovativi come “Strategic Selling”, “Psicologia di Marketing e Comunicazione” e “Comportamento d’Acquisto e Comunicazione Strategica”, “Strategie di Marketing e Comunicazione”, “Ascolto Attivo ed Empatia”, e altri libri dell’autore,  in un formato one-to-one completamente personalizzato. Può essere svolto in inglese o in italiano.

migliore master privato in marketing management in italiaMigliore Master Privato in Marketing Management e Comunicazione in Italia. Temi del programma e durata

Il programma di Master Privato in Marketing e Management di Daniele Trevisani Academy ha una durata di 6 mesi e prevede incontri in presenza presso lo Studio Trevisani Academy e incontri via Zoom.  Sono previsti 1 incontro a settimana online, incontri in presenza, studio individuale e analisi di casi, e la realizzazione di un blog tematico nel quale inserire i propri riepiloghi didattici che servono come base per le conversazioni didattiche. Il metodo didattico per il migliore Master Privato in Marketing Management è il Mentoring, tecnica che utilizziamo da oltre 30 anni con successo e abbiamo applicato in oltre 200 aziende. Vedi la lista delle referenze scaricabile Libro delle Referenze, completo, scaricabile in PDF: Libro delle Referenze Dott. Daniele Trevisani e l’elenco di alcune delle principali aziende per le quali abbiamo svolto formazione in marketing, sales, leadership e sviluppo personale.

Contatti preliminari per il Migliore Master Privato in Marketing Management e Comunicazione in Italia

Se vuoi notizie o hai domande di approfondimento sul Migliore Master Privato in Marketing Management e Comunicazione in Italia compila questo form, ti contatteremo entro 24 ore, 24/7

Bibliografia del Migliore Master Privato in Marketing Management

I libri oggetto della formazione e mentoring  nel Migliore Master Privato in Marketing Management sono:

migliore master privato in marketing management - libro di KotlerProgramma Corso Marketing Management basato sul Kotler “Marketing Management”

Parte 1 – CAPIRE IL MARKETING MANAGEMENT
Capitolo 1 Marketing per il XXi secolo
Capitolo 2 Sviluppare strategie e piani di marketing
Parte 2 – ANALIZZARE IL MERCATO
Capitolo 3 raccogliere informazioni e prevedere la domanda
Capitolo 4 Progettare e realizzare ricerche di marketing
Parte 3 – RELAZIONI CON IL CLIENTE
Capitolo 5 analizzare i mercati di consumo
Capitolo 6 analizzare la domanda di imprese e organizzazioni
Capitolo 7 Sviluppare le relazioni con i clienti
Capitolo 8 Segmentazione della domanda
e selezione dei mercati obiettivo
Parte 4 – CREARE MARCHE FORTI
Capitolo 9 Creare il valore della marca
Capitolo 10 Definire le strategie di posizionamento della marca
Capitolo 11 Dinamiche concorrenziali
Parte 5 – DEFINIRE L’OFFERTA
Capitolo 12 gestire il prodotto
Capitolo 13 Progettare e gestire servizi
Capitolo 14 gestire strategie e politiche di prezzo
Parte 6 – DISTRIBUZIONE DEL VALORE
Capitolo 15 Progettare e gestire i canali di marketing
Capitolo 16 gestire distribuzione e logistica
Parte 7 – COMUNICARE VALORE
Capitolo 17 Comunicazione integrata di marketing
Capitolo 18 Canali di comunicazione non personali
Capitolo 19 Canali di comunicazione personali
Parte 8 – MARKETING EVOLUTIVO
Capitolo 20 innovare e lanciare sul mercato nuove offerte
Capitolo 21 Marketing dinamico: esecuzione, globalizzazione,
Misurazione, trasformazione Digitale

Bibliografia del migliore Master Italiano Privato in Marketing. I libri di studio per l’approfondimento

Psicologia di marketing e comunicazione. Pulsioni d’acquisto, leve persuasive, nuove strategie di comunicazione e management

Psicologia di Marketing e Comunicazione

I contenuti principali del libro:

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Introduzione alla psicologia del comportamento di acquisto e strategie per la competitività »     11

1.1.     Pulsioni d’acquisto: ragioni di un’analisi »     11

1.2.     Conscio, subconscio e inconscio  »     12

1.3.     La ricerca dei moventi nascosti: oltre il velo del pudore e della consapevolezza  »     18

1.4.     Impressions management e proiezione dell’identità  »     19

1.5.     Scelte del cliente e dissonanza  »     20

1.6.     Il bilanciamento mentale nell’acquisto: una nuova teoria centrata sul cliente  »     21

1.6.1.    Il costo psicologico latente  »     22

1.6.2.    Il rientro psicologico latente  »     24

1.7.     Razionalità interna nelle scelte di acquisto  »     26

1.8.     Acquisto e motivazione all’azione  »     27

1.9.     Teoria e realtà negli acquisti attuati dalle imprese (psicologia del business-to-business marketing) »     29

1.10.   Moventi apparenti e moventi reali dei consumi »     30

1.11.   Implicazioni dei moventi nascosti per le strategie di marketing, verso la ridefinizione della mission  »     31

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Leve psicologiche temporali nel consumatore »     36

2.1.     Dove si colloca l’utilità dei prodotti: risoluzione, omeostasi, anticipazione  »     36

2.2.     PPR: Prodotti a potere risolutivo, leve risolutive  »     37

2.3.     PPA: Prodotti a potere anticipatorio, leve anticipatorie  »     38

2.4.     PPO: Prodotti a potere omeostatico, leve omeostatiche  »     40

2.5.     Proprietà multiple di prodotto  »     41

2.6.     Prima legge del valore di prodotto  »     42

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Psicofisiologia della percezione del prodotto »     45

3.1.     Performance evaluation source  »     45

3.2.     Filtratura della realtà e percezione del prodotto  »     47

3.3.     Funzione di risposta del mercato, soglie percettive e limiti del miglioramento: implicazioni per lo sviluppo del prodotto  »     51

3.4.     Percorsi di scansione dell’immagine (scan path) »     53

3.4.1.    La scansione visiva e i segnali di attenzione  »     53

3.4.2.    La visione dei prodotti, dei punti di vendita e dei punti di comunicazione aziendale  »     56

3.4.3.    Trust Signals  »     57

3.4.4.    La ricostruzione della realtà visiva e il costo di fruizione di un prodotto  »     58

3.5.     La perceptivity line analysis: percezione totale di prodotto  »     59

3.6.     Set percettivo, filtri percettivi e valutazione dei prodotti »     61

3.7.     La Gestalt del prodotto e l’immagine dell’impresa  »     63

3.8.     La Gestalt di prodotto e le illusioni percettive  »     64

3.9.     Influenza degli schemi precedenti sulla valutazione del prodotto  »     67

3.10.   Benchmarking percettivo e vendita dell’innovazione  »     69

3.10.1.   La Gestalt e la comprensione del valore del prodotto/servizio  »     71

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Strategie di marketing percettivo »     73

4.1.     Visione: marketing visivo  »     75

4.1.1.    La comunicazione visiva nel contesto reale di ricezione del messaggio  »     76

4.2.     Tatto: marketing tattile  »     77

4.3.     Olfatto: marketing olfattivo  »     78

4.4.     Gusto: marketing gustativo  »     80

4.5.     Udito: marketing uditivo  »     81

4.6.     Cinestesi: marketing cinestesico (marketing del movimento) »     83

4.7.     Ergogenesi: marketing ergogenico (marketing delle emozioni) »     84

4.7.1.    Le emozioni fornite dai prodotti »     86

4.7.2.    Prodotti ergogenici »     87

4.8.     Le condizioni reali di fruizione al centro della progettazione  »     88

4.9.     Psicopatologie degli oggetti quotidiani e interfacce del prodotto  »     89

4.10.   La tecnica PSA (perceptual steps product-interaction analysis) »     92

4.11.   Planning ambientale e trust-signals  »     95

4.12.   Drammaturgia dell’ambiente d’acquisto  »     96

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Misurazione dell’immagine e psicologia degli atteggiamenti di marketing »     97

5.1.     La psicologia degli atteggiamenti verso il prodotto  »     99

5.1.1.    Il prodotto nel continuum positività-negatività  »  103

5.2.     Implicazioni per il marketing business-to-business  »  104

5.2.1.    Segmentazione attitudinale del cliente  »  104

5.2.2.    Distribuzione delle risorse sui diversi target »  106

5.2.3.    Credenze sul prodotto e belief system del consumatore  »  108

5.2.4.    Persuasione e organizzazione degli atteggiamenti »  111

5.3.     L’equilibrio cognitivo del cliente nelle situazioni d’acquisto  »  113

5.4.     Le otto triadi essenziali di Heider: implicazioni per il marketing cognitivo e le strategia di vendita  »  117

5.5.     Misurazione degli atteggiamenti e immagine del marchio  »  120

5.5.1.    Errori di misurazione degli atteggiamenti »  122

5.5.2.    Psicolinguistica: impatto delle parole sulla percezione del consumatore  »  123

5.5.3.    Il differenziale semantico originario  »  124

5.5.4.    Il differenziale semantico nel marketing  »  126

5.6.     Terza legge di valore del prodotto  »  130

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Pulsioni simboliche ed esplorazione qualitativa del vissuto psicologico del prodotto »  131

6.1.     Valenza culturale del prodotto  »  134

6.2.     Le associazioni valoriali e l’influenza dei valori sul consumo  »  135

6.2.1.    Influenze dirette e indirette dei valori sulle scelte di consumo  »  136

6.3.     Le connotazioni culturali del prodotto  »  138

6.4.     Interpretazione semiotica e valenza simbolica del prodotto  »  142

6.4.1.    Codici comunicativi »  144

6.4.2.    Simboli aziendali ed anticipazione delle reazioni di mercato  »  144

6.4.3.    Livelli di lettura del segno  »  145

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Bisogni umani e leve di vendita »  148

7.1.     Piramide di Maslow e implicazioni sulle pulsioni di acquisto  »  149

7.2.     Bisogni di sopravvivenza  »  150

7.3.     Bisogni di sicurezza  »  150

7.4.     Bisogni ambientali »  150

7.5.     Bisogni sociali »  151

7.6.     Bisogni di autorealizzazione o del “Self”. »  151

7.7.     Priorità nella soddisfazione dei bisogni »  152

7.8.     Tipologia di bisogno e sensibilità al prezzo  »  152

7.9.     Aggregazione di proprietà valoriali »  153

7.10.   Seconda legge del valore di prodotto  »  155

7.11.   Creare il valore dove conta  »  156

7.12.   Le leve persuasive e di vendita combinatorie  »  159

7.12.1.   LR1: leva risolutiva di sopravvivenza  »  162

7.12.2.   LO1: leva omeostatica di sopravvivenza  »  162

7.12.3.   LA1: leva anticipatoria di sopravvivenza  »  162

7.12.4.   LR2: leva risolutiva di sicurezza  »  162

7.12.5.   LO2: leva omeostatica di sicurezza  »  163

7.12.6.   LA2: leva anticipatoria di sicurezza  »  163

7.12.7.   LR3: leva risolutiva ambientale  »  163

7.12.8.   LO3: leva omeostatica ambientale  »  163

7.12.9.   LA3: leva anticipatoria ambientale  »  164

7.12.10. LR4: leva risolutiva sociale  »  164

7.12.11. LO4: leva omeostatica sociale  »  164

7.12.12. LA4: leva anticipatoria sociale  »  164

7.12.13. LR5: leva risolutiva del self  »  165

7.12.14. LO5: leva omeostatica del self  »  166

7.12.15. LA5: leva anticipatoria del self  »  166

7.13.   La natura multipla delle funzioni di prodotto  »  166

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Budget mentali e psicologia economica »  168

8.1.     Meccanismi di ricarica dei budget »  169

8.2.     Attingere alle risorse e trasferire risorse tra account »  170

8.3.     La piramide degli accounts mentali »  171

8.4.     Distribuzione delle risorse limitate: il time management cognitivo  »  174

8.4.1.    Educational marketing: nuova tecnica e filosofia di vendita basata sui budget mentali »  175

8.5.     Budget setting  »  176

8.6.     Income source effects  »  178

8.7.     Budget mentali, acquisti aziendali e cultura d’impresa  »  179

8.8.     Sistemi di tracking  »  180

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. L’arena di acquisto e la concorrenza psicologica »  182

9.1.     Loss aversion: il terrore di perdere e la propensione al rischio  »  182

9.2.     Variabili e patologie nel comportamento di ricerca informativa  »  183

9.3.     Diagnosticità dell’informazione  »  186

9.4.     Processo di acquisto  »  187

9.5.     Il modello comportamentale stimolo-risposta  »  188

9.6.     Segmentazione del mercato  »  190

9.7.     Cultura e reazione ai prodotti »  191

9.8.     La distanza culturale come variabile di marketing  »  192

9.9.     La concorrenza psicologica tra prodotti »  193

9.10.   Mental mapping e positioning  »  193

9.11.   Scelte di concorrenza allargata  »  195

9.12.   Il consideration-set »  197

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Dal marketing mix al value mix: nuovi strumenti per la customer satisfaction e la ricerca del prodotto ideale »  202

10.1.   Strumenti di base per ottenere customer satisfaction  »  203

10.1.1.   Wish-list: un viaggio verso la chiarezza  »  203

10.1.2.   Modello XY del cambiamento atteso  »  203

10.1.3.   Diagnosi e chiarificazione degli obiettivi (Goals Analysis) »  204

10.1.4.   Diagnosi dello stato attuale (Situation Analysis) »  205

10.1.5.   Gap management »  206

10.1.6.   Triplice componente della wish-list »  207

10.1.7.   Esplicitare la wish-list di risultato  »  208

10.1.8.   Esplicitare la wish-list metodologica  »  210

10.1.9.   Esempi e modelli di rilevazione della wish-list »  210

10.1.10. Narrowing-down  »  213

10.2.   La ricerca del prodotto ideale e i nuovi modelli di customer satisfaction  »  216

10.2.1.   L’inclusione degli ideali nel modello di customer satisfaction  »  216

10.2.2.   L’asse evolutivo del prodotto (R&D) »  220

10.2.3.   La ricerca dei prodotti straordinari »  223

10.3.   Evoluzioni ulteriori: customer satisfaction oltre il prodotto  »  226

10.3.1.   Price satisfaction  »  227

10.3.2.   Distribution satisfaction  »  228

10.3.3.   Communication satisfaction  »  230

10.3.4.   Relationship satisfaction  »  231

10.4.   Interazioni tra i diversi tipi di customer satisfaction  »  233

10.4.1.   Interazioni prodotto/canale  »  234

10.4.2.   Behavioral rules e controllo totale  »  236

10.4.3.   Interazione prodotto/prezzo  »  237

10.4.4.   Interazioni prodotto/comunicazione  »  239

Sezione di Programma del migliore Master Privato in Italia in Marketing Management. Conclusione e sviluppi futuri » 241

11.1.   Uno sguardo al passato: concetti primari della competitività e struttura del metodo ALM    »  241

11.1.1.   Il vantaggio competitivo interno ed esterno  »  241

11.1.2.   La sequenza manageriale ALM    »  242

11.1.3.   I flussi di valore e il marketing relazionale  »  245

11.2.   Uno sguardo al presente  »  247

11.3.   Uno sguardo al futuro: evoluzioni del metodo  »  248

11.3.1.   Algebra mentale  »  248

11.3.2.   Tipologie di acquisto  »  248

11.3.3.   Orizzonte temporale e leve di vendita  »  248

11.3.4.   Nuove concezioni di vendita terapeutica e consulenziale  »  249

11.3.5.   La relazione tra scelte individuali e accettazione sociale  »  249

11.3.6.   Linee di azione strategica e mosse relazionali »  249

11.3.7.   Impressioni visive sul cliente  »  249

11.3.8.   Tecniche di communication training  »  250

11.3.9.   Modelli di planning psicologico del messaggio  »  250

11.3.10. Spartiti t-chart per il planning della comunicazione  »  250

11.3.11. Matrici di incomunicabilità e distanze comunicative  »  250

11.3.12. Web psychology e comunicazione aziendale sul web  »  251

Migliore Master Privato in Marketing Management e Comunicazione d’Impresa in Italia. Gli altri testi adottati con link di approfondimento

Strategic selling. Psicologia e comunicazione per la vendita consulenziale e le negoziazioni complesse

Strategic selling. Psicologia e comunicazione per la vendita consulenziale e le negoziazioni complesse

Strategie di comunicazione e marketing: Un metodo in 12 punti per campagne di comunicazione persuasiva

Strategie di comunicazione e marketing: Un metodo in 12 punti per campagne di comunicazione persuasiva

Migliore Master Privato in Marketing Management in Italia. I libri di riferimento per approfondire l’area della Comunicazione

Ascolto attivo ed empatia: I segreti di una comunicazione efficace

Ascolto attivo ed empatia: I segreti di una comunicazione efficace

Negoziazione interculturale. Comunicare oltre le barriere culturali. Dalle relazioni interne sino alle trattative internazionali

negoziazione interculturale libro

Parliamoci chiaro. Il modello delle quattro distanze per una comunicazione efficace e costruttiva

Parliamoci chiaro. Il modello delle quattro distanze per una comunicazione efficace e costruttiva

Altri materiali di studio, dispense private riservate frutto della ricerca erogati direttamente ai partecipanti del Master in Marketing Management, Psicologia del Marketing e Comunicazione

  • Marketing Percettivo, Olistico e Polisensoriale
  • Il Marketing delle Sensazioni
  • La Diagnosi Aziendale con il Metodo Action Line Management: manuale di lavoro applicativo
  • Metodologie di Coaching Esperienziale e Coaching ad alta Immersività

Viene inoltre fornito un libro oggi introvabile in Italia, direttamente autografato dall’autore:

Comportamento d’acquisto e comunicazione strategica. Dall’analisi del consumer behavior alla progettazione comunicativa

Comportamento d'acquisto e comunicazione strategica libro di Daniele TrevisaniTemi ulteriori trattati nel volume e nel migliore Master privato in Italia in Marketing Management, Psicologia del Marketing e Comunicazione

  • Analisi del comportamento del consumatore dal punto di vista semiotico e simbolico
  • Analisi del comportamento del consumatore tramite teorie del comportamento sociale e influenza dei gruppi di riferimento
  • Analisi del comportamento del consumatore come forma di autogratificazione o gratificazione altrui
  • Analisi del comportamento del consumatore come sistema di calcoli mentali e ponderazioni cognitive, e dinamiche specifiche del ragionamento del cliente
  • Analisi del comportamento del consumatore come sistema di pulsioni consce, subconsce e inconsce

Il Master include l’analisi del comportamento del consumatore avviata nella prima pubblicazione in assoluto di autore italiano sul tema, “Psicologia di Marketing e Comunicazione”, di Daniele Trevisani.

  • Antropologia di marketing
  • Acquisto e gratificazione
  • Regalare a se stessi e psicologia del dono e del regalo
  • Acquisto e Gratificazione – il dono a se stessi
  • Dono e traiettorie relazionali
  • Dono come comunicazione
  • Analisi comportamentale del cliente tramite le teorie TRA e TPB
  • Il senso di controllo del cliente sulla situazione di acquisto
  • Acquisto formalizzato
  • Fondamenti di Acquisto Competitivo
  • Fondamenti di Vendita Consulenziale
  • Fondamenti di Way of Buying Competition
  • Il calcolo mentale del cliente
  • Il vantaggio competitivo della consumer research
  • L’acquisto impulsivo
  • Le credenze del cliente e la pulsione di acquisto
  • Management interculturale e internazionale
  • Marketing cross-culturale e comunicazione interculturale
  • Marketing pedagogico
  • Vendita dell’Identità e della Filosofia Aziendale
  • Pulsioni sessuali e acquisto femminile
  • Pulsioni sessuali e acquisto maschile
  • Relazioni tra Acquisti e Vision
  • Ruolo dei gruppi sociali e referenti personali acquisto
  • Semiotica del consumo e costruzione identità
  • Semiotica dell’acquisto
  • Semiotica e marketing dei simboli
  •  Psicologia degli ambienti d’acquisto e Impressions Management
  • Drammaturgia degli ambienti d’acquisto e scenografia psicologica degli spazi d’acquisto e dei punti vendita

Migliore Master Privato in Marketing Management in Italia – Dove si tiene

Prevalentemente online con inoltre sessioni di coaching, mentoring e formazione in presenza presso lo Studio del Prof. Daniele Trevisani E’ possibile inoltre in alcuni casi specifici la partecipazione a Master Class su invito personalizzato

Migliore Master Privato in Marketing Management in Italia – Quanto si investe

Il costo del Master è di 5.900 Euro con la possibilità di ottenere una borsa di studio di 1000 Euro per neo-laureati, laureandi e persone che vogliono dare un contributo di ricerca. Per maggiori informazioni compilare il form e sarete ricontattati al più presto

Migliore Master Privato in Marketing Management in Italia – Che diploma rilascia

Il Diploma è il Master in Marketing Management riconosciuto dalla WCF – World Coaching Federation e da ogni impresa moderna, dalle multinazionali alle imprese di piccole, medie e grandi dimensioni che apprezzano i Master privati e professionalizzanti più dei Master accademici solo teorici

Migliore Master Privato in Marketing Management in Italia – Quanto dura e come si svolge

La durata è di 4 mesi con 1 incontro via web settimanale fissato direttamente con il Prof. Daniele Trevisani su appuntamento oltre agli incontri in presenza fissati personalmente in modo personalizzato nei weekend o in giorni settimanali concordati

Migliore Master Privato in Marketing Management in Italia – Apertura del Blog Personale e diario didattico digitale

Lo studente del migliore Master Privato in Marketing Management,  il Master ALM by Studio Trevisani Academy, viene assistito nella creazione di un sito personale gratuito e alla realizzazione del proprio diario didattico digitale dove vengono riassunti i concetti chiave appresi e le risorse condivise e suggerite

Questo consente anche, per chi lo desidera, di arrivare all’apertura di un sito web personale con minima difficoltà a termine Master, avendone già tutti i contenuti disponibili, altamente professionali.

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© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

Today’s article is about the importance – for negotiators – of having an analyst’s mind to observe, analyse and understand what happens around them, grasping all meanings behind words and gestures.

The world of sales and marketing is made up of choices. 

As Mick notes, “the macromarketing system is, to a large extent, the function of many micro marketing decisions made every day.” 

And, for every micro-decision, our mind must be prepared to carry out quick, sometimes even immediate, analyses. 

Complex selling can be considered as the function of many micro and macro behavioural and strategic skills (such as the ability to conduct a conversation, observe non-verbal details, doing scenario analysis, planning and creating projects and reports, etc.). 

The analyst’s mind does not stop at deskwork, but can be found in every contact, in every handshake, in every meeting and in every analysis. 

Nothing is overlooked. 

It also includes macro skills, such as the ability to carry out socio-economic analyses, to design complex plans, to process data, to carry out an entire scenario analysis and to set up a strategy. 

No one can expect to conclude deals or create complex projects without having, or developing, a deep analytical attitude or an “analyst’s mind“. 

An analyst always asks himself “why”. He notices signs and symptoms, develops hypotheses, looks for more information, researches, wants to understand. 

This attitude, called strategic empathy, includes different levels of understanding, a strategic attention to the client

  1. behavioural empathy (understanding all behaviours of the company/client, with whom we want to work and interact), 
  1. cognitive empathy (understanding how other people think), 
  1. emotional empathy (understanding other people’s emotional state),  
  1. relational empathy (understanding others’ relationships network). 

Let’s think about the opposite: 

  • we do not understand others’ behaviours and we cannot grasp their meaning, 
  • we do not understand the reasons of what is happening,  
  • we do not understand what role the other party is playing, 
  • we do not understand how other people think and we believe that they think exactly as we want them to think according to our logic. 

Let’s also imagine what it means to carry the burden of emotional insensitivity, the inability to grasp emotional nuances or to understand if the person we are dealing with is sad or happy.  

Let’s imagine what it means to be indifferent to how and why the person in front of us reacts to a choice – or to some aspects of the project we are developing – in a certain way, instead of another, without being able to understand what worries him/her, or what interests him/her. 

And again, let’s think about the problem of cultural gaffes that can offend a foreign executive, whose position is extremely important for the success of the deal. 

Another major issue concerns the insensitivity towards the decision-making framework, the power relationships, the power matrix, the risk of not understanding whether we are dealing with a real decision maker or with a simple emissary, an influencer, or with someone who has no power. Wasting time is not pleasant for anyone. 

the lack of an analyst’s mind can lead us to lose sight of people and corporate roles that we should involve in projects, even though we are completely neglecting them, and, even worse, to take inter-relationships for granted, for example we do not understand that there is a gravity centre (key concepts and people) in every purchase, in every decision. 

A large part of complex negotiations consists in “attracting” decision-making gravity centres, and in the ability to manage personal meetings and develop human relationships. 

In this difficult world, only knowledgeable people and people who have an “analyst’s mind” can penetrate hostile systems, identifying priorities and the “moves sequence” that can help them shift the decision-making balance in their favour. 

People who have an analyst’s mind ask the following questions:  “Why are you saying this?”, “Why are you saying this now?”, “What lies behind this question?”, “Why is Dr. X… not present at this meeting, while he was present at the other one? “,” For what reasons could they say no to us? “,” What unique products can we offer? “. Obviously, there are many other questions, but they are never stereotyped, never the same. 

For complex projects, an overview ability is needed to understand all relationship systems. 

grasping the meaning of a macro-project, understanding when it’s time to have a meeting, identifying what critical information are needed (Info-Gap) and examining negotiation’s micro-details are all part of the overview skills. 

Micro-analysis skills are equally essential (e.g. understanding how a phone call, a meeting, a handshake, a glance or a gesture is managed). After that, we can focus again on macro-details and, when needed, rethink an entire strategy. 

In other words, business successes depend not only on great strategies, but also on the ability to achieve results in every single sale and become proficient in every single conversation that is part of the sales line. 

The sales action line, as well as the action line of negotiations, require specific sensitivity: we must be sensitive to “holistic” communication, where every action, behaviour, or non-action has a meaning. 

We must develop and improve this sensitivity through daily practice, contact after contact, negotiations after negotiations, meeting after meeting, phone call after phone call, etc. 

This ability is useful in any situation and can help us understand the place where we must park near the client company, if we must open the door to someone or not, if we must offer a coffee or a gift, etc. 

Strategic sales and complex negotiation professionals have a way of working that is also a way of being. 

Corporate titans and small businesses must continuously face “moments of truth” in their Business-to-Business negotiations with distributors, suppliers, sales networks, corporate buyers, such as face-to-face meetings, discussions, emails, presentations, answers to questions, etc. 

For each of them taking care of their relationship skills and of their personal skills of analysis and communication is essential and can help them develop large projects and important sales. 

"Strategic Selling" by Daniele Trevisani

© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

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© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

Today, I would like to talk about the increasing importance of face-to face communication and the supremacy of the human factor in negotiations, that force us to analyse our interlocutor’s mental framework and to create helping and winning relationships with our clients.

The mental approach of professional communicators and negotiators is completely focused on the objectives that must be achieved through the evaluation of the interlocutors’ mental framework

Nobody can talk to a wall. Professional communicators, salespeople and negotiators talk “with” someone, they have to deal or negotiate “with” someone. They must understand how the other person thinks. 

As an expert in Senior Sales Coaching, Antonio Greci, argues: 

  1. Strategic Selling is a way of being. 
  2. Strategic Selling is not a procedure. 
  3. Strategic Selling professionals can be recognized by the fact that they listen deeply. 
  4. The main talent of those who practice Strategic Selling is to be naturally empathetic. 

The presence of “other people” therefore forces us to become analysts and to understand: 

  1. if we are dealing with a person or company who has a strong propensity to plan or not;
  2. if our interlocutor is looking for a quick and immediate remedy, moved by urgencies, or if he/she is in no hurry; 
  3. if we are dealing with materialistic or narrow-minded people or with deeply humane people; 
  4. if we are working with someone looking for a pure personal advantage or with someone who’s looking for his/her company advantage, or a mix of both;
  5. which benefits our counterpart seeks for himself/herself and which benefits he/she seeks for his/her company. 

It is equally essential to understand if there is only the possibility to sell a single product or if – on the contrary – we will be able to create the conditions to become a continuous and trusted supplier, the multi-year partner of a customer with whom we are going to create long-term projects. 

Some clients act instinctively, even irrationally, other clients think with cold logic. 

Concerning all these variables, we cannot take the buyer’s psychology for granted. Each buyer possesses a psychological profile to frame. 

In fact, we can deal with non-planning-oriented people, whose time perspective is limited to the day after, or with long-term oriented people, who work not only for themselves, but also for those who will follow them in the company and in life. 

The former do not ask themselves what the long-term consequences of their choices will be. The latter do. 

Negotiation can be considered as a meeting with human variety. 

We need to get into the right mindset to deal with any kind of mentality, to meet any kind of attitude, culture and values. Otherwise, we would be able to negotiate only with a certain type of customers and not with others. This concept of “communicational stretching” helps us being effective with different types of customers. Here lies the flexibility of professional communicators and negotiators. 

A gear manufacturer who wants to sell products to a machine manufacturer certainly cannot think of resorting to television advertising in prime time, “aiming” at 10 million viewers, hoping to find among them 3 or 4 important decision makers, like purchasing managers and executives of that company.  

Every business can take two main paths:   

  1. advertising communications, which is often expensive, conformed and based on enormous budgets. It is the result of a mirage made of useless senseless sparkles; and   
  1. – especially in Business to Business – the choice to train as professionals in the field of interpersonal negotiations and human meetings, made of real people.  

For most companies and organizations, it makes no sense to invest in a large-scale advertising. We need to learn how to get the attention of decision makers. A more focused approach is needed.  

Advertising is not useless, it is a tool used in very specific cases, but it should not be confused with communication in a broad sense. They are two legs with which companies run: the leg of advertising is often beautiful and massaged, while the leg of human communication and negotiation is usually amputated.  

We are surrounded and pestered by advertisements, by messaging technologies, to the point of nausea. We have been filled with lies and empty promises, and we do not trust anything and anyone anymore, but we have good reason to be tired.  

For this reason, the importance of the human factor and the human encounter started growing again: looking into each other’s eyes, wanting to understand who we are dealing with, has become essential to build projects that really matter. 

The business of the future is the result of projects that companies carry out together with other companies, through people in flesh and blood. This is the return of human supremacy. 

Working in partnership with customers is a challenge. It means building tailor-made projects for customers from the beginning, having the ability to offer uniqueness, specific advice, quality and, above all, “added relational value” that makes the difference between us and others. 

The world of face-to-face business human meetings is more “real” than advertising and much more frequent for small, medium and large companies. Since it is a daily occurrence, it is essential for companies to train on this topic. 

The fate of projects destined to change entire companies and the future of their staff and families is decided by the skills of a few people in a few hours of negotiation. 

There, on the “stage” of sales and negotiations, the fate of companies is at stake, but, whatever happens, we want to remain on this “stage”.  

"Strategic Selling" by Daniele Trevisani

© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

TAGS:

  • ALM business method
  • acting like professionals
  • active training
  • achieving results
  • awareness of one’s role in negotiation
  • Best coach in intercultural communication in the world
  • Best coach in intercultural facilitation in the world
  • Best coach in intercultural negotiation in the world
  • Best world consultant in intercultural communication
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  • Communication techniques intercultural negotiation
  • communication training
  • conversational skills
  • creative strategies
  • cross cultural communication
  • cross cultural misunderstanding
  • cross-cultural adaptation
  • cultural systems
  • dialogue between companies
  • different cultural approach
  • different cultural context
  • direct line of communication
  • disagreements
  • Effective intercultural negotiation techniques
  • face-to-face communication
  • fighting spirit
  • front-line communication
  • Get-Ready Mind Set
  • helping relationships
  • high-context cultures
  • How cultural differences affect negotiations?
  • How does culture influence negotiation?
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  • negotiator’s emotional awareness
  • negotiator’s growth
  • open communication
  • physical and mental energies
  • Strategic Selling
  • strategic spirit
  • strategic negotiations
  • thinking like professionals
  • transparent communication
  • What are the 5 stages of negotiation?
  • What is effective intercultural negotiation?
  • What is intercultural negotiation?
  • winning relationships
  • working on attitudes
  • working on skills
  • World’s most famous expert in intercultural communication
  • World’s most famous expert in intercultural negotiation
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  • offering uniqueness
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© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

In the following article I would like to introduce the concept of the “Get-Ready Mindset”, explaining the importance of an adequate preparation both on self-analysis and on the analysis of other people’s way of thinking and behaviours.

It is not easy explaining in a few words what the Get-Ready Mindset is, but I will try to do so by using a metaphor: it is the preparation work that boxers, karateka, or kickboxers do before facing an important match. 

This preparation consists of studying the opponent’s moves, analysing the videos of his/her fights and any possible material concerning him/her, such as what fighting styles he/she may know, his/her masters, his/her preferences, his/her previous defeats , who defeated him/her and how, what are his/her winning strokes, with whom he/she trains, etc.. It includes studying his/her resume, his/her history and the way he/she moves, searching for his/her strengths and weaknesses. 

After having analysed the “other”, it’s time to analyse ourselves:  

  • what are my strengths?  
  • What can I do to improve myself?  
  • Is improving a certain aspect of myself useful or useless?  
  • On what specific development should I focus for that meeting? And how do I convert all this into a training plan? 

We then proceed with building specific combat strategies and techniques. We create a road map, test the progresses made and the state of preparation on the ring with sparring partners. 

This training is related both to fundamental skills (strength, endurance, speed) and to specific techniques. No detail must be overlooked. 

This preparation combines strategy with hard daily gym training, made up of sweat and fatigue, so as to automate the techniques that are going to be used in the match. The best schools do not disregard athletes’ mental training, but they work on focusing and relaxation techniques and on the search for the most profitable mental state, which keeps away the “background mental noises” allowing athletes to be at their best. 

In fact, in every meeting, as I have been able to highlight in the intercultural negotiation field, it is important to know how to keep the background mental noises out of the arena, the retro-thoughts that can weaken us, making us lose tactical clarity of mind and situational awareness (Mental Noise Theory). 

In companies, as well as in sports, one must not rely on destiny or on the hope of being lucky, but on preparation, because that is the only way to strengthen ourselves, to rise to the challenge and to be able to face it. 

And again, a lot of sparring, simulation and training activities must be combined with the indispensable courage that facing challenges that can be lost takes.  

Sales and negotiation in complex environments require specific trainable skills: strategic analysis and communication psychology. In other words, high-level skills. Nothing that can be stereotyped or memorized. 

Just as the fighter prepares himself/herself in the gym, the negotiator can prepare himself/herself through role-playing and simulations. Just as the fighter analyses his/her opponent, mapping his/her strengths and weaknesses, companies can do the same to be ready for strategic meetings. 

We will explore each of these topics in detail. Effective preparation for strategic sales and complex negotiations concerns some very important points: 

  1. The inner will to adopt a consultative approach, with all its consequences: consultancy behaviours, an analytic attitude and a strong psychological and communicational training that can support one’s methods and actions; 
  1. the self-knowledge:  the knowledge of one’s strengths and weaknesses, combined with the full awareness of the value mix that a person, or a company, can create for customers or stakeholders, with whom they must deal; 
  1. the knowledge of others”: their vulnerabilities, their decision-making mechanisms, their balances and imbalances, their dissonances, the problems that can create a state of need or necessity in them, the drives and tensions capable of triggering them to purchase, while bringing us to the positive closing of a negotiation; 
  1. the spaces, options and ways of relating that lead to success, the traps that can cause our failure, the pitfalls, the lines of action and the sense of the “journey”, that must be undertaken to reach the goal by building the right path, step by step. 

"Strategic Selling" by Daniele Trevisani

© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

TAGS:

  • ALM business method
  • act like professionals
  • active training
  • achieving results
  • awareness of one’s role in negotiation
  • Best coach in intercultural communication in the world
  • Best coach in intercultural facilitation in the world
  • Best coach in intercultural negotiation in the world
  • Best world consultant in intercultural communication
  • Best world consultant in intercultural negotiation
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  • book on strategic selling
  • breaking the barriers of incommunicability
  • communication difficulties
  • communication skills
  • communication skills acquisition
  • Communication techniques intercultural communication
  • Communication techniques intercultural negotiation
  • communication training
  • conversational skills
  • creative strategies
  • cross-cultural communication
  • cross-cultural misunderstandings
  • cross-cultural adaptation
  • cultural systems
  • dialogue between companies
  • different cultural approach
  • different cultural context
  • direct line of communication
  • disagreements
  • Effective intercultural negotiation techniques
  • face-to-face communication
  • fighting spirit
  • front-line communication
  • Get-Ready Mind Set
  • helping relationships
  • high-context cultures
  • How cultural differences affect negotiations?
  • How does culture influence negotiation?
  • Human Potential
  • intercultural communication
  • intercultural communication book
  • Intercultural communication books
  • Intercultural Communication Coaching
  • intercultural communication pdf
  • Intercultural Communication Trainers
  • Intercultural Communication Training
  • Intercultural conversation management techniques
  • Intercultural Negotiation
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  • Intercultural Negotiation in International Business
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  • Intercultural Negotiation Process
  • Intercultural Negotiation Strategies
  • Intercultural Negotiation Timing
  • intercultural negotiation training
  • intercultural training
  • Intercultural Training Consultants
  • know-how
  • leadership
  • low-context cultures
  • negotiating rules
  • negotiation preparation
  • negotiator’s emotional awareness
  • negotiator’s growth
  • open communication
  • physical and mental energies
  • Strategic Selling
  • strategic spirit
  • strategic negotiations
  • think like professionals
  • transparent communication
  • What are the 5 stages of negotiation?
  • What is effective intercultural negotiation?
  • What is intercultural negotiation?
  • winning relationships
  • working on attitudes
  • working on skills
  • World’s most famous expert in intercultural communication
  • World’s most famous expert in intercultural negotiation
  • inner will
  • self-knowledge
  • knowledge of others
  • ways of relating

Article written by Ginevra Bighini, www.interculturalnegotiation.wordpress.com; mentoring by Dr. Daniele Trevisani, www.studiotrevisani.com

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Today’s article will focus on intercultural leadership. Starting from the definition of the term, we will then proceed with listing and describing the problems that may arise in an intercultural team and the skills that every leader must possess if he/she wants to work in a cross-cultural environment.

First of all, I would like to use the definition from the website 3blmedia.com to explain the differences between cross-cultural leadership, multicultural leadership and intercultural leadership:

“Cross-cultural, multicultural, intercultural…these terms are often used interchangeably yet have finely nuanced distinctions. For a leader, the cross-cultural context means literally crossing cultures to do business, provide service, or vacation in another culture. Multicultural refers to multiple cultures existing in a geographic place or organization, each separate and distinct. Intercultural refers to the act of understanding the values and beliefs of a culture and being able to communicate and collaborate with people across multiple cultures. Interculturalism has as its goal innovation, inclusion, and friendship. Intercultural ism implies interaction.”  (1)

 let’s now continue with Wikipedia’s explanation of intercultural leadership:

Intercultural leadership has been developed to understand leaders who work in the newly globalized market. Today’s international organizations require leaders who can adjust to different environments quickly and work with partners and employees of other cultures”. (2)

In other words, an intercultural leader must be able to:

  1. manage people from different cultures with cultural respect and an understanding attitude;
  2. achieve a common goal with his/her multicultural team.

Obviously, the problems that may arise in these cross-cultural contexts are numerous, for example:

  • intercultural differences in verbal and non-verbal communication;
  • communicative difficulties in the decision-making process, due to different cultural preferences for length of turns, pauses between turns, simultaneous talk, or discrete turns;
  • poor group cohesion;
  • etc.

Possible intercultural leadership challenges can be related to:

  • different cultural view of leaders’ behaviours: cultures accept different leadership behaviours and have different opinions about what can be considered appropriate and inappropriate.
  • Power paradox arousal: one part of the team questions the legitimacy and authority of the leader based on his leadership style.
  • Different culturally-based leadership expectations: members of multicultural team hold different culturally-based leadership expectations and prefer different leadership styles.
  • Team members’ culturally different reactions to leadership: team members from different cultures react differently towards the leader, based on the leader’s leadership style and on how a leader approaches them as team members. (3)

To overcome all this, intercultural communication skills are needed.

In fact, Intercultural management is more than just communicating, working and leading people across cultures. It is about interacting in a conscious and mindful way and it involves:

  • the readiness to recognize our own cultural conditionings and to discover how we came to believe and see things the way we do. This helps us to realize and accept that our own way to see and judge things is just one among many;
  • learning about the other person’s culture, including history, economy, political situation and all those aspects that help us understand the underlying reasons for someone’s behaviour, beyond our personal assumptions and values. This can provide a totally new perspective on a person or situation;
  • the ability to reflect on how our behaviour may be perceived, interpreted and judged by someone from a different culture, as well as the maturity to recognize how we may be unintentionally contributing to a problem (and how we can contribute to solving it);
  • the ability to adapt our behaviour in order to find a common ground with the people we work with, valuing cultural differences and co-creating new and better ways to do things. (4)

To conclude, in order to become global leaders, we cannot just learn how to manage a team or how to be charismatic, because that’s not sufficient. We are all living in a new globalized world, where everyone is forced to interact with many culturally different people, people with different opinions, values and beliefs, people that possess a different world view. All these people must work together to achieve greater results and only an intercultural leader, not a common manager, can help them do that.

Article written by Ginevra Bighini, www.interculturalnegotiation.wordpress.com; mentoring by Dr. Daniele Trevisani, www.studiotrevisani.com

__________

(1) https://www.3blmedia.com/News/Challenges-Intercultural-Leadership

(2) https://en.wikipedia.org/wiki/Cross-cultural_leadership

(3) https://edepot.wur.nl/496325

(4) https://www.cuoaspace.it/2018/02/why-developing-intercultural-management-skills-is-essential-in-todays-complex-world.html

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© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

In the following article we are going to introduce the importance of negotiation preparation, focusing on professional training.

In the business field there is a lot of confusion about what training is. Some people think that it is possible to prepare negotiators and salespeople through a couple of hours of theoretical lessons based on abstract theories and concepts, relying on university professors who have never sold anything in their life. 

Others rely on people who make them walk on fire, telling them that this will lead them to dominate the universe, with the practical effect of burning their feet, or drag them into sales meetings where they will have to sing and dance like poor delusional morons. 

Others rely on renowned consulting firms to carry out their assignments, hoping to solve the problem (since they have got trained negotiators and salesmen) by turning to alleged Gurus who show sparkling slides, effective phrases, authors with exotic and famous names. Useful, but insufficient. 

Others focus on the “do-it-yourself” method, making young people flank with senior sellers, without filters, with the practical effect of propagating and disseminating all their mistakes for generations and generations. 

A strong “awareness” is more needed, than a classic training, something that goes beyond stereotyped rules, for example:

  • learning to observe how we react to other people’s communications and how our internal dialogue works; 
  • understanding how to examine a conversation and grasp its strategic moves;
  • preparing to be an analyst. 

Serious training is a very strong form of learning. It starts with a self-analysis that no PowerPoint can replace, and allows us to come to terms with who we really are. 

Unlike those seminars held by “training shops”, a good deep coaching (personal coaching or team coaching) can help the person and the team to pay attention to what previously eluded them, and this has nothing to do with a classic training. 

We need to help people to act like professionals, to “think” like professionals. The search for Human Potential, hidden in every person, is neither easy nor immediate, and we all know it very well. But, sometimes, we look for shortcuts that do not exist. 

There are many situations in which communication changes things. 

We can have a job interview, that can represent a turning point in life, where we have to show who we are and prove what we are worth. 

The effects of every word and every gesture will be decisive. 

Effective communication can also solve the problem of finding a financier for a project, or make a dream come true. 

Many situations, one common denominator: the result of communication and negotiation activities changes life. Facing this intriguing world requires the examination of many variables. But let’s first look for a common trait and reflect on the few certainties we have. 

A first basic awareness is the need for great seriousness in those who work in the world of communication and complex negotiation: being aware of the fact that professional changes – changing-life effects – depend on the results of strategic negotiations. 

If negotiations are well managed, they can lay the foundations for a better future. On the contrary, if they are badly managed, they can cause enormous damage. 

A second certainty is related to the fact that a specific training is needed to communicate well. As a matter of fact, negotiations require a mental preparation: we must use all our mental resources, managing negotiations as professional and strategic activities (mental approach of the Get-Ready Mind Set), without neglecting any detail. 

A third certainty is linked to the need of taking care of the seller’s (negotiator or communicator) “machine”, even before worrying about its external performance. A person who’s feeling well, full of physical and mental energies, will have an excellent chance of expressing his/her communicative potential as well. Conversely, a physically debilitated or exhausted person, who’s also psychologically tired or feels out of place, will only make continual mistakes. 

As an important Italian psychologist and advisor, coach of the Italian national freediving team and freediving world champion, points out: “when you “immerse yourself” in relationships and negotiations you come into contact with yourself and your own subconscious, as a free diver does. 

Reasonable or unreasonable fears, conscious or subconscious anxieties or inconsistencies may emerge. 

If they block us, slow us down, we will suffer many negative effects. 

On the contrary, a person who keeps working deeply on himself/herself can “dive” safely both in water and in the most difficult negotiation, keeping his/her composure, despite the difficult environment, without losing his/her emotional awareness. 

"Strategic Selling" by Daniele Trevisani

© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

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© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

Communication and negotiation are very delicate areas of human existence. Successes and failures, victories and falls, as well as the possibility of making dreams and ideals come true, depend on communication skills and that’s why the following articles will revolve around the tools for building our future: communication, strategic selling and complex negotiations.

Our desires, our human and professional aspirations – the ideas we would like to realize – our own life projects, etc. are all linked to this often-unexpressed ability to communicate, a latent skill, a flower to be made bloom. A skill that we rarely cultivate and study. 

It represents one of the most precious power of human nature: being able to express and share feelings, ideas, thoughts, visions, dreams, projects. 

Here below I would like to make a few examples related to the vital importance of communication skills: 

  • a diplomat or an officer have the lives of thousands of people on their shoulders when negotiating peace; peace and war have always been linked to misunderstandings, lack of communication, negotiation successes or failures; 
  • when an executive negotiates a decisive sale, he/she builds the company’s future; in fact, it also influences the future of the families of those who work in the company. His every move, his every action will have a consequence. 

The vital importance of these skills is not a metaphor, it is something tangible, real. We bumped into it in every job interview, where we were more or less good at presenting our strengths, more or less good at understanding who or what others were looking for, and why. 

The negotiation work is certainly not limited to the business level. 

The importance of communication skills can also alter (for better or for worse) the course of one’s love life; it can bring us closer to the people we love, or create distance, it can generate understanding or misunderstanding, passion or sadness, joy or pain. 

On one hand, good communication can give life to friendships and relationships that last a lifetime, but, on the other hand, bad communication determines the malfunction or irreparable breakdown of human and professional relationships. 

For every human being, the ability to communicate emotions, to open up to others, without letting these emotions being suffocated in an inner mental rumination, is a main factor of physical and mental health. 

Communication skills can even determine life and death, such as in military negotiations or for hostages’ release operations. 

In the business field, the abilities to analyse, present and listen are the core of every sales and partnership project and the heart of every complex negotiation. 

In this context, details also matter, for example: 

  • understanding who the real decision makers are, can change the life of a company; it may or may not let you win a competition, a tender, or the heart of a key customer; 
  • a typing error in an offer’s crucial point can produce a sense of carelessness and raise evaluation barriers, making the sale more difficult; but again… 
  • being distracted in the listening phase can make us lose important “signals” expressed by the interlocutor; 
  • catching or not catching a glance or a facial expression of approval or disapproval is also crucial. 

Concerning negotiations and human relationships, It is an exceptional achievement to understand each other, break the barriers of incommunicability, find ways to achieve cooperative success, and grow together. 

In fact, communicators, professional negotiators, salespeople, represent an active part of society and “put many things into motion”. Without them, companies cannot live. 

A company, where there is no one capable of selling, is a company on the edge of the abyss. All salaries come from a single source: sales. 

We must therefore prepare ourselves: the key is to develop our communication skills and support others’ growth. 

Communication skills must become a real asset (strategic resource) and not a weakness to be covered by discounts, rebates, humiliations, concessions and losses. 

This is why we must act with a fighting and strategic spirit, with a ready and resolute mind – an analyst’s mind – and “legs” ready to meet people everywhere. 

An ancient phrase, expressed by a Japanese Samurai, offers us a beautiful representation, which explains this attitude in a few words: 

Kenshin said: “Fate is in heaven, the armour is on the chest, the result is in the feet” (from the work “Cleary, Thomas. The Mind of the Samurai” by Adachi Masahiro, written from 1780 to 1800) 

The words of Samurai Masahiro help us understand that there are many areas of life that we cannot dominate, and others that are in our hands and that we must manage both personally and as a team. 

Kenshin’s “paradise” refers to global scenarios, for example the choices of the competitors, our armour is our preparation, our feet are the actions we choose to adopt. 

To conclude, we must absorb the fighting spirit proposed by Masahiro and adapt it to our purposes and our profession. 

There is no doubt that operating in sales today means having courage.

The courage of someone who goes out with a suitcase to win over a customer. 

The courage of those who face the world, of those who enter different cultures, new and unknown companies, of those who fight against stronger, more funded or powerful competitors, the courage of those who move on the front line. 

And even greater courage is needed to direct people, standing beside those men and women who work in the front line, especially in times of difficulty and greater need. 

This is leadership. This is a way of life. 

Negotiation is certainly a difficult game, but not a gamble. Serious negotiation never aims to produce free damage to the counterpart, but it is based on building “helping relationships”, that create value for all, and “winning relationships“, that benefit both parties. 

This also applies to marriage, where two people succeed in setting their own spaces of freedom for personal interests (sports, culture, gardening, travel, etc.), without letting marriage become a cage, but rather a springboard that can give power to both. 

This also applies to companies, when, thanks to a good negotiation, a project emerges, that no one, alone, would have been able to create. 

No result, however, is achieved by magic. We need negotiation activities and painstaking work to clarify roles, and roles boundaries. Relationships must be cultivated if we want to reap the fruit of our labour. 

In our everyday life we can negotiate consciously or unconsciously: for example, deciding which film to watch with friends can be considered a negotiation. In projects between companies, negotiation takes on an amplified, enormous importance, and can last for months. Months during which we must never loose our focus on the result. 

These needs require adequate training. 

Communication starts from a main need: the need to enter a relationship, to get in contact with someone or something, and – for those who work with negotiation on a professional level – preparing as professionals is the least that can be done. 

We have been negotiating since we were born, and we will do so for our entire life. 

"Strategic Selling" by Daniele Trevisani

© Article translated from the book “Strategic Selling: Psicologia e Comunicazione per la Vendita Consulenziale e le Negoziazioni Complesse” (Strategic Selling: Psychology and Communication for Consulting Sales and Complex Negotiations) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

TAGS:

  • ALM business method
  • active training
  • achieving results
  • awareness of one’s role in negotiation
  • Best coach in intercultural communication in the world
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  • book on intercultural negotiation
  • book on strategic selling
  • breaking the barriers of incommunicability
  • building relationships
  • communication difficulties
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  • Communication techniques intercultural communication
  • Communication techniques intercultural negotiation
  • communication training
  • conversational skills
  • creative strategies
  • cross cultural communication
  • cross cultural misunderstanding
  • cross-cultural adaptation
  • cultural systems
  • dialogue between companies
  • different cultural approach
  • different cultural context
  • direct line of communication
  • disagreements
  • Effective intercultural negotiation techniques
  • face-to-face communication
  • fighting spirit
  • front-line communication
  • helping relationships
  • high-context cultures
  • How cultural differences affect negotiations?
  • How does culture influence negotiation?
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  • low-context cultures
  • negotiating rules
  • negotiation preparation
  • negotiator’s emotional awareness
  • negotiator’s growth
  • open communication
  • Strategic Selling
  • Sellers
  • strategic spirit
  • transparent communication
  • What are the 5 stages of negotiation?
  • What is effective intercultural negotiation?
  • What is intercultural negotiation?
  • winning relationships
  • working on attitudes
  • working on skills
  • World’s most famous expert in intercultural communication
  • World’s most famous expert in intercultural negotiation

Article written by Ginevra Bighini, www.interculturalnegotiation.wordpress.com; mentoring by Dr. Daniele Trevisani, www.studiotrevisani.com

__________

Today’s article will be about culture shock and its consequences. Since I experienced it too, I will start with a general description of this phenomena, presenting my personal experience at the end.  

What is culture shock?

Let’s use Wikipedia’s concise definition to explain the term:

“Culture shock is an experience a person may have when one moves to a cultural environment which is different from one’s own; it is also the personal disorientation a person may feel when experiencing an unfamiliar way of life due to immigration or a visit to a new country, a move between social environments, or simply transition to another type of life. One of the most common causes of culture shock involves individuals in a foreign environment. Common problems include: information overload, language barrier, generation gap, technology gap, skill interdependence, formulation dependency, homesickness (cultural), boredom (job dependency), response ability (cultural skill set).” (1)

In other words, when you move to a culturally different place, you may be overwhelmed by a multitude of feelings, such as anxiety, loneliness, confusion, etc., because this new place feels far away from what you normally experience in your daily life. Everything is strange and unfamiliar and dealing with this feeling of unfamiliarity brings you anguish and inner stress.

In some cases, this psychological disorder can turn into a physical problem: it is not uncommon that after some time you start to suffer from stomach pain, insomnia or, in my case, kidney pain, etc.

The process of culture shock is divided in 4 stages:

  • Honeymoon: in this first stage everything seems new and beautiful and you feel euphoric for very little detail in your new life, but unfortunately this initial happiness is bound to end.
  • Negotiation: this is the worst part, in which nothing seems right anymore. You are angry, because you begin to realize that things are not going as you thought, you are sad because you feel lonely and you miss your family and friends, you feel anxious and uncomfortable, because you start comparing your new life with the old one and you realize that your old life had good points too. Fortunately, this stage will also come to an end.
  • Adjustment: after 6 or more months you will finally adjust to the new routine, the difficulties no longer seem so difficult to overcome, as in the previous phase, and everything is going back to normal.
  • Adaptation: you have now adapted to your new life and are experiencing a sense of belonging, feeling at home in what was a new environment at first.

When you finally reach the 4th stage, a re-entry culture shock may arise when you go back to your old place, forcing you to reexperience the process of culture shock all over again.

Now, explaining what a culture shock is and experiencing it are two completely different things and I know what I’m talking about, because it happened to me too.

When I first arrived in Japan, I couldn’t believe how happy I was to be there. I was fascinated by every little thing, from road signs and buildings shapes, to restaurants and shops. I remember my first calls to family and friends, full of excitement and hope for a bright future in Japan. If I’m not mistaken, I also remember telling them that I wanted to live there forever, or something like that.

All that lasted only 2 months and my negotiation phase started when I came back to Japan after spending my Christmas holidays at home in Italy.

I was devastated: I continuously thought about Italy and all its positive aspects. I missed everyone back at home and I couldn’t believe I was so exited at first, because I couldn’t think about any pros of being in Japan anymore: people looked unfriendly, road signs were too strange, fruits and vegetables costed too much, the room I rented was too small, etc.

In brief, I felt like I was living in the wrong place, a place in which I could never belong even if I tried and that feeling of uneasiness didn’t help me sleep (yes, I also suffered from insomnia).

After a while, when my boyfriend came to Japan for a month, I started being happy again and I was trying to adjust to my new life, when my study and work experience came to an end and I had to return to Italy.

Since I didn’t have the time to adjust completely I didn’t have to suffer from a re-entry shock, but I couldn’t go through all the stages, so, right now, I feel like retrying that same experience to prove myself that I can finally find a new home.

I don’t know if I will do it, but be sure that, as soon as this pandemic end, I’ll be back to Japan.

To conclude, if you really want to move to a culturally different country, be aware that all the inner and outer things you will experience are normal and that if you are very determined to build a new like a completely new environment, you can do it, because you will always adjust to it in the end.

Article written by Ginevra Bighini, www.interculturalnegotiation.wordpress.com; mentoring by Dr. Daniele Trevisani, www.studiotrevisani.com

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(1) https://en.wikipedia.org/wiki/Culture_shock

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© Article translated from the book “Negoziazione interculturale. Comunicazione oltre le barriere culturali” (Intercultural Negotiation: Communication Beyond Cultural Barriers) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

Let’s continue talking about emotion management, this time by focusing on emotional dragging and on those techniques used to reduce emotional stress in negotiations.

The Risk of Emotional Dragging during Negotiations

By emotional dragging we mean a situation in which an emotion, apparently well managed and removed, reappears in other forms in subsequent moments and negatively affects the outcome of a negotiation.

This can happen (1) within the same negotiation session, affecting subjects other than those who have generated a negative emotional impact, but also (2) between different sessions, carrying those negative states from one meeting to another.

Intra-Session Dragging

The intra-session dragging occurs more frequently than it is thought on a conscious level. A classic case is that of withheld anger towards one of the interlocutors, which is then projected towards another interlocutor present, in a modified, attenuated or strengthened form. Let’s look at the following case, an uncensored original transcript about the emotional experience of a negotiation meeting:

We had been at the table for about twenty minutes and we had just gotten to the heart of the matter. After various pleasantries (chat about the weather, about the coffee from the machine, etc.) we began to discuss the merits and here he comes, he sat down, he remained silent for a little bit, but then he started talking about atomic bullshits. I asked if I could have the pleasure of knowing his role in the project, and he said that he had a role in all projects, and he always wanted to see who entered and left his company. Concerning the project, he said that he had nothing to do with it, but he was supervising it a little. Basically, he came to say that he “kept his boys at bay”, so that they did not mess things up badly. I’ll put it another way: he had come to mark his territory like a dog pissing on trees to say that that tree belonged to him. Practically, he entered the meeting and pissed on those present, on his collaborators and on outsiders, me included, to make clear that this was his territory. I had just entered, I didn’t know anyone, I was an outsider, and at first, I was disappointed. Then I thought that I had already seen a lot of assholes like these around the companies, and I shouldn’t get too caught up, I had to go straight on my way, which was to bring home the signed contract and nothing more. if I had met him on the street, I would have hit him with the car, but not there, otherwise I would have ruined everything.

I kept letting him piss on my head for a while, but then, at some point, I contradicted him not in a strong way, but vaguely, just to make him understand that I was an expert and that he could not say whatever he wanted about certain topics without knowing a shit. However, it is a fact that he entered and left the meeting, doing what he wanted, answering his cell phone, calling people during the meeting and working there, in short, he wanted to look cool, perhaps to show that, there, he could do everything. After a while he went out and did not come back. At that moment I thought “he is dead, he is gone, finally, he will never come back”. At the end of the meeting, he was not there yet. We tried to sum up what was said during the day and I said something like this: “yes, we can certainly carry out a good project, the important thing is to keep the cheap company policy out of it. I am a kind of person that is not afraid of saying if there is a problem and does not pretend that nothing has happened just because it is uncomfortable to let it out”. Let’s take one thing into account: I was in the worst place on planet to say something like that. I should have pulled it out after being their supplier, after finding some ally, not there, at the first meeting. And now I realize that, as I was telling them that, I was squinting, looking like Clint Eastwood ready to shoot someone. Now I’m aware that I still had a lot of anger inside me, letting that asshole piss on me had bothered me, and I was throwing this anger back on others, on his collaborators. Then I can tell you that, even during the evening, at home, I was irritated, I had a hard time falling asleep, I couldn’t bear the idea that an ignorant recommended asshole had pissed on my head like that.

Dragging between Sessions

The dragging between sessions is caused by negative experiences related to previous relationships with the same subject or with the same category of subjects. We may have had unpleasant experiences with some people of a specific category and associate these experiences to the entire category, entering the negotiation with a wrong disposition.

Already formed stereotypes must be used with caution. Above all, it is essential to learn how to clean one’s own mind from negative attitudes resulting from previous sessions, so as to enter the negotiation with a free and open mind.

Dragging between Emotional States of Personal Life and Professional Situations

Personal life inevitably generates emotional experiences.

Relationships with friends, family, relatives, as well as events experienced outside the work environment invariably have an impact on the person. Some individuals are good at masking what happens in their personal life (especially negative experiences), but disguising may not be the best strategy.

The most advanced techniques on a professional level provide – for those in need of a pressing negotiation and for those who negotiate at a high level – for the use of professional counselling and coaching tools, that can support the subject in elaborating the facts of personal and professional life, harmoniously integrating personal experience and managerial life.

We cannot pretend that a manager, who has just experienced a family or professional trauma, can go to work as nothing has happened and be equally productive. Illnesses, marriage problems, difficulties with children, etc., reduce concentration and the available mental energy.

At the same time, on the opposite level, it is possible to learn to feed on the positive emotions that private life can offer and absorb these energies to nourish the professional level.

It can be said that one of the most underestimated issues of today concerning management is the energetic and motivational condition of the subject; managers, as well as collaborators must be seen as “holistic beings” who live both a psychological and physical life.

Intercultural negotiation can create emotional turbulence and high emotional distress. Negotiation itself (intracultural negotiation too) is a phenomenon that has a deep impact on the person’s energy systems. The addition of the strong intercultural variable increases the cognitive cost of attention and processing, the likelihood of misunderstanding, break and repair.

It is therefore on the energy level that managers must be helped to find and maintain a high, positive condition, capable of providing them with the necessary support for intercultural negotiation challenges.

Techniques to Manage and Reduce Emotional Stress in Negotiation

Several strategies are used in the ALM method to manage emotional stress in negotiations.

Autogenic and meditative training techniques (passive techniques) and other relaxation techniques (physical dissipation, sports, active techniques) are extremely useful for generating a good emotional predisposition in the negotiator, especially if practiced the same day, before the negotiation session.

In the immediate future, the separation between personal emotional experiences and professional time can be helped by specific relaxation techniques, while at advanced levels and in the long term, turning to professional coaching and managerial counselling can be more productive, because they help managers learn to focus both on lifestyle elements (lifestyle training) and on emotional management techniques.

Usable techniques are:

  • conceptual preparation and desk-work strategies: cultural analysis, latent cultural objections analysis, objections management preparation;
  • experiential preparation strategies: situational role playing used to refine and activate motor and conversational patterns, to create readiness in conversational moves and to create self-confidence;
  • emotional preparation and emotional reorganization strategies: relaxation techniques, autogenic training, focusing and meditation;
  • physical techniques of bio-energetic recharge: doing physical work to remove stress through specific physical exercise;
  • disidentification techniques, such as those proposed by Assoagioli in Psychosynthesis, which can help individuals to distance themselves emotionally from their current experience, as if it were something happening to others, that cannot affect them;
  • cognitive restructuring techniques: for example, moving from the concept of “negotiation as a confrontation” to “negotiation as a helping relationship” (helping the other party to understand something or to achieve a goal);
  • post-negotiation debriefing techniques, that help individuals dissolve negotiation stress, rework it and use it to grow rather than letting it block them, forcing them being conceptually and emotionally committed or making them feel inadequate to face new goals and challenges.
"Intercultural Negotiation" by Daniele Trevisani

© Article translated from the book “Negoziazione interculturale. Comunicazione oltre le barriere culturali” (Intercultural Negotiation: Communication Beyond Cultural Barriers) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

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© Article translated from the book “Negoziazione interculturale. Comunicazione oltre le barriere culturali” (Intercultural Negotiation: Communication Beyond Cultural Barriers) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

In the following 2 articles we are going to talk about emotion management in intercultural negotiation, because beign able to not lose control over one’s own emotions means beign able to negotiate smoothly.

The Mental Noise Theory

The Mental Noise Theory highlights that people who are irritated or who experience negative emotions have greater difficulties in listening and processing information.

 “Mental noise” can reduce by 80% the ability to understand and process communication.

Among the reasons that lead to a reduction, up to 20%, in communication efficiency, there are:

  • traumas caused by previous experiences;
  • competing agendas (priorities);
  • emotional excess (activation excess);
  • poor sense of self-efficacy and assertiveness.
The Awareness of One’s Own Emotional Predispositions

According to Schein, to negotiate or work positively, it is necessary to identify one’s emotional predisposition.

Schein highlights this dynamic within the consultancy process (consultant-client relationship) but it can also be extended to all dynamics of power management within groups, as in the case of negotiations:

If, due to my nature, I’m predisposed to respond to certain types of facts with certain types of emotional reaction, I must be aware of this predisposition to judge the degree of its suitability in specific situations. For example, if I tend to get defensive and angry every time a customer stands up to me or tells me I’m wrong, I have to recognize the existence of this tendency and learn to control myself or manage my emotions in the best possible way, especially if, in my judgment, a dispute with the client would not be productive for the purposes of the consulting process. However, it is not always wrong to be defensive or angry. Sometimes it is indeed the most adequate reaction, but in order to choose and decide the best way to deal with the situation it is necessary to know one’s predispositions…

As it is evident, the direction given by Schein is not that of absolute emotional repression, but of conscious management.

Communication Ecology and Emotional Leadership

The ecology of communication represents a complex sensory stimulus (meant as a set of visual, verbal, tactile, olfactory, gustatory, kinesthetic inputs). Each element that reaches the perceptive system of the subject can generate emotions (strong or weak, central or peripheral).

All sensory stimuli activated during the participation in a negotiation, can therefore activate emotions.

We constantly live inside specific emotional areas or emotional experiences, jumping from an emotion to another, sometimes quickly, other times slowly.

Negotiation meetings and negotiation activities are moments of strong emotional activation, because certain factors are involved, such as our personal interests, the interests of the role we represent, the company’s interests, but also our own “face” and image, towards ourselves (self-esteem) and towards others.

The negotiation outcome – positive or negative – can affect one’s personal history, self-confidence, sense of self-efficacy.

These emotional factors are generally amplified in intercultural negotiation, in which further dimensions can come into play, such as:

  • Communication Apprehension (or communication anxiety) amplified by intercultural encounters;
  • ethnocentrism, the consideration that one’s own culture is superior and the difficulty of accepting opinions from different cultures;
  • the IWTC (intercultural willingness to communicate), meant as a general attitude or predisposition (positive or negative) towards the idea of meeting people from different cultures.

Due to various phenomena, it becomes difficult to put into practice a conscious, rational management of emotions, that can help them emerge from our subconscious and unconscious, in order to be able to “deal with them”, reacting appropriately.

The Relationship between Emotions, Intercultural Communication and Teamwork Performance

How important are emotions in affecting performance? In the ALM method, it is strongly highlighted that the emotional experience of a group is one of the most important factors for obtaining lasting and effective performances.

Even a temporary group, made up of people who negotiate for a limited time, becomes a team for that period of time, a grouping of people who try to achieve results, each for themselves (in the most backward models) or with high mutual satisfaction, in more advanced win-win models.

The importance of emotional experiences in intercultural groups is also highlighted in the most extreme settings, such as in spatial multicultural crews. Space mission planning and management changes dramatically when teams are made up of people from different countries and cultures.

Although united by a passion and by a profession, the different experiences and acculturation backgrounds can lead team-members to collide in confined environments, as soon as these differences begin to come out.

Several studies examine the problem, to better understand the influence and management of cultural differences between crew members and technical-scientific teams who will work and live in space in the future. These studies therefore refer to the research on intercultural effectiveness on Earth; they also deal with how to improve selection/evaluation procedures, intercultural training, monitoring and support, and astronauts’ experiences debriefing.

If we look at the intercultural dynamics in progress, being locked up in a room to “make a negotiation work” is not very different from being locked up in a spaceship with the task of making it work.

During manoeuvres (physical or conversational), a multiplicity of emotional experiences may emerge (anger, disappointment, or even simple annoyance) which, after stratifying, can lead to a relationship breakdown and to operations malfunctions.

It’s not just about big choices, but sometimes it’s about behavioural micro-details, simple gestures. Small secondary elements that do not create disturbances within a culture, but can be unpleasant when judged by a different culture.

Recognizing emotions is therefore essential for the negotiation performance.

"Intercultural Negotiation" by Daniele Trevisani

© Article translated from the book “Negoziazione interculturale. Comunicazione oltre le barriere culturali” (Intercultural Negotiation: Communication Beyond Cultural Barriers) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the Website on Intercultural Negotiation

__________

For further information see:

TAGS:

  • ALM business method
  • active training
  • awareness of one’s role in negotiation
  • Best coach in intercultural communication in the world
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  • Best coach in intercultural negotiation in the world
  • Best Intercultural communication book
  • Best world consultant in intercultural communication
  • Best world consultant in intercultural negotiation
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  • Best Intercultural negotiation book
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  • book on intercultural negotiation communication
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  • Communication techniques intercultural communication
  • Communication techniques intercultural negotiation
  • communication training
  • conversational skills
  • creative strategies
  • cross cultural communication
  • cross cultural misunderstanding
  • cross-cultural adaptation
  • cultural systems
  • dialogue between companies
  • different cultural approach
  • different cultural context
  • direct line of communication
  • disagreements
  • Effective intercultural negotiation techniques
  • face-to-face communication
  • front-line communication
  • high-context cultures
  • How cultural differences affect negotiations?
  • How does culture influence negotiation?
  • intercultural communication
  • intercultural communication book
  • Intercultural communication books
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  • intercultural communication pdf
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  • Intercultural Negotiation Timing
  • intercultural negotiation training
  • intercultural training
  • Intercultural Training Consultants
  • know-how
  • low-context cultures
  • misunderstandings
  • negotiating rules
  • negotiation preparation
  • negotiator’s emotional awareness
  • negotiator’s growth
  • open communication
  • transparent communication
  • What are the 5 stages of negotiation?
  • What is effective intercultural negotiation?
  • What is intercultural negotiation?
  • working on attitudes
  • working on skills
  • World’s most famous expert in intercultural communication
  • World’s most famous expert in intercultural negotiation
  • Emotion Management in Intercultural Negotiation
  • Mental Noise Theory
  • traumas caused by previous experiences
  • priorities
  • emotional excess
  • poor sense of self-efficacy
  • poor sense of assertiveness
  • Emotional predispositions awareness
  • emotional repression
  • power management
  • communication ecology
  • emotional leadership
  • emotional activation
  • Communication Apprehension
  • ethnocentrism
  • intercultural willingness to communicate
  • The Relationship between Emotions, Intercultural Communication and Teamwork Performance
  • win-win models
  • relationship breakdown
  • behavioural micro-details
  • emotions recognition