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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 macro–marketing 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), 

2. cognitive empathy (understanding how other people think), 

3. emotional empathy (understanding other people’s emotional state),  

4. 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. 

© 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:

• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
• Dr. Daniele Trevisani’s Website in English
• Comunicazioneaziendale.it – Italian website on Business Communication
• Medialab Research Cultural Association for Communication Research
•  Dr. Daniele Trevisani Linkedin Profile in English
• Facebook Channel
• YouTube Channel

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• identifying critical information
• sales’ action line

L'articolo An Analyst’s Mind proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

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

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(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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• direct line of communication
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• poor group cohesion
• different cultural view of leaders’ behaviours
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• Different culturally-based leadership expectations
• Team members’ culturally different reactions to leadership

L'articolo Intercultural Leadership proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

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. 

© 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:

• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
• Dr. Daniele Trevisani’s Website in English
• Comunicazioneaziendale.it – Italian website on Business Communication
• Medialab Research Cultural Association for Communication Research
•  Dr. Daniele Trevisani Linkedin Profile in English
• Facebook Channel
• YouTube Channel

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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• Best world trainer in intercultural negotiation
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• book on intercultural negotiation
• book on strategic selling
• breaking the barriers of incommunicability
• building relationships
• 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 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?
• Human Potential
• intercultural communication
• intercultural communication book
• Intercultural communication books
• Intercultural Communication Coaching
• intercultural communication pdf
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• 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
• Sellers
• strategic spirit
• strategic negotiations
• think like professionals
• training shops
• 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

L'articolo Preparing for Negotiations like Professionals proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

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.

© 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:

• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
• Dr. Daniele Trevisani’s Website in English
• Comunicazioneaziendale.it – Italian website on Business Communication
• Medialab Research Cultural Association for Communication Research
•  Dr. Daniele Trevisani Linkedin Profile in English
• Facebook Channel
• YouTube Channel

TAGS:

• ALM business method
• active training
• 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 Intercultural communication book
• Best world consultant in intercultural communication
• Best world consultant in intercultural negotiation
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• 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
• win-win models
• relationship breakdown
• behavioural micro-details
• emotions recognition
• emotional dragging
• Intra-Session Dragging
• withheld anger
• Dragging between Sessions
• Dragging between Emotional States of Personal Life and Professional Situations
• Techniques to Manage and Reduce Emotional Stress in Negotiation
• passive techniques
• active techniques
• conceptual preparation and desk-work strategies
• experiential preparation strategies
• situational role playing
• emotional preparation and emotional reorganization strategies
• physical techniques of bio-energetic recharge
• disidentification techniques
• cognitive restructuring techniques
• post-negotiation debriefing techniques

L'articolo Emotion Management in Intercultural Negotiation (Part 2) proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

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.

© 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:

• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
• Dr. Daniele Trevisani’s Website in English
• Comunicazioneaziendale.it – Italian website on Business Communication
• Medialab Research Cultural Association for Communication Research
•  Dr. Daniele Trevisani Linkedin Profile in English
• Facebook Channel
• YouTube Channel

TAGS:

• ALM business method
• active training
• 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 Intercultural communication book
• Best world consultant in intercultural communication
• Best world consultant in intercultural negotiation
• Best world expert in intercultural communication
• Best world expert in intercultural negotiation
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• Best world trainer in intercultural negotiation
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• book on intercultural communication
• book on intercultural negotiation communication
• communication difficulties
• communication skills
• 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
• Intercultural Communication Coaching
• intercultural communication pdf
• Intercultural Communication Trainers
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• Intercultural conversation management techniques
• Intercultural Negotiation
• Intercultural negotiation books
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• intercultural negotiation definition
• Intercultural negotiation exercises
• Intercultural Negotiation in International Business
• Intercultural Negotiation Mentoring
• intercultural negotiation PDF
• Intercultural Negotiation Process
• Intercultural Negotiation Strategies
• 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

L'articolo Emotion Management in Intercultural Negotiation (Part 1) proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

Let’s conclude the topics of status and status anxiety, at first explaining how the negotiator can gain power and bargaining strenght during a negotiation and secondly, how status anxiety can arise in contracts negotiations.

Knowing how to deal with new people and companies, that often have large dimensions and a high economic and political power, means knowing how to propose one’s own value as a partner (sale of the global image of the company, rather than the simple sale of a product) and this represents something totally new for many companies, a difficult horizon. 

Especially for SMEs, it is difficult to negotiate on an intercultural level. In fact, in the past they were used to relationships with fragmented and divided distribution networks, to individual customer, which were not very valuable, to scarce or weak competition, in which the leverage was mainly on the part of the producer, etc. For all these reasons these companies have serious difficulties in moving from sale to negotiation. Companies, moreover, got used to selling abroad through foreign agents, while losing a large part of the margin towards distribution, without ever really deal with real intercultural negotiations. 

Competitive negotiation requires the creation of bargaining strength. The contractual strength depends on how unique the offer is (or on the lack of valid alternatives or substitutes) and on how much the counterpart needs the product you are selling, everything obviously mediated by communication skills. 

Managing negotiations requires preparation and role-playing. A single word can ruin a meeting. 

To sum up, in negotiations the competitive advantage depends on the bargaining strength. For the seller or proposer, strength depends on: 

• the uniqueness of the offer: an offer that cannot be compared to other offers has more value; 
• the lack of immediate alternatives: the impossibility of finding satisfaction elsewhere, even with reasonable effort; 
• the lack of goods in substitution (different goods having a similar function, e.g.: train instead of plane); 
• the urgency of the recipient’s need: a strong need generates less restrain and uncertainties; 
• the proposer’s prestige: there are fewer barriers related to first glance evaluation of the partner if the proposer possesses prestige and credibility;  
• the strength of the offer objective factors: performance features, performance technology and its real service; 
• valorisation and communication abilities: in fact, these leverages cannot be automatically activated, even in the presence of a high degree of power, because activating them requires skills of valorisation and communication; 
• the best possible use of bargaining strength (for those who make the offer) is positively related to the specific communication skills level of the negotiator (seller’s negotiation skills), while is negatively related to the buyer’s competences (buyer’s skills). 

Contract’s negotiations are one of those contexts, in which negotiation conflicts become more evident. Each contract clause can bear cultural meanings, culturally unacceptable positions, attacks on the interlocutor’s face and image. 

Legal culture is one of the most rigid culture in any national reality, and those who draw up contracts often takes an uncompromising and disrespectful position towards others’ cultures. 

One of the first concerns of intercultural negotiators is therefore not to spoil the result of long and tiring verbal and personal negotiations with written elements (e.g.: documents, correspondence, contracts, etc.). 

Let’s look at a real case: we will take into consideration some contract clauses proposed by an English IT company (here called XXX for privacy reasons) to an Eastern European correspondent, and its interpretations and reactions: 

Every legal clause, like every conversational move, can be read as an approaching move, a loosening move, a distancing move or a neutral move, depending on the relational value it assumes and the presuppositions it contains. The highlighted clauses are evidently all received as moves of superiority, acts of force and submission. 

The outcome of these clauses, and many other clauses, that are part of the English contract – in the real case – generates the counterpart’s refusal to sign this contract. 

No company with a certain reputation in the market could ever agree to sign clauses that compromise its image so heavily. 

Yet, the contract was actually drafted by one of the leading London law firms, which is evidently completely ignorant about intercultural and relational values of legal contracts. 

One of the basic principles of semiotics is that every “sign” (a clause, a sentence) is not only an external form, but it also takes on a meaning. 

There is therefore an intercultural legal semiotics – a relational contract law, a science studying the relational values of contracts – that deals with the contracts relational meaning, avoiding disasters such as those shown in the example. 

A correct negotiation must not only protect the proposing party, but it must also safeguard the counterpart in its identity. 

© 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 for any Publisher wishing to consider it for publication in English and other languages except for Italian and Arab whose rights are already sold and published. 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 author from the webstite www.danieletrevisani.com 

__________

For further information see:

• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
• Dr. Daniele Trevisani’s Website in English
• Comunicazioneaziendale.it – Italian website on Business Communication
• Medialab Research Cultural Association for Communication Research
•  Dr. Daniele Trevisani Linkedin Profile in English
• Facebook Channel
• YouTube Channel

TAGS:

• ALM business method
• active training
• 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 Intercultural communication book
• Best world consultant in intercultural communication
• Best world consultant in intercultural negotiation
• Best world expert in intercultural communication
• Best world expert in intercultural negotiation
• Best world trainer in intercultural communication
• Best world trainer in intercultural negotiation
• Best Intercultural negotiation book
• book on intercultural communication
• book on intercultural negotiation communication
• communication difficulties
• communication skills
• 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
• Intercultural Communication Coaching
• intercultural communication pdf
• Intercultural Communication Trainers
• Intercultural Communication Training
• Intercultural conversation management techniques
• Intercultural Negotiation
• Intercultural negotiation books
• Intercultural Negotiation Coach
• Intercultural Negotiation Coaching
• Intercultural Negotiation Communication
• Intercultural Negotiation Consultant
• Intercultural Negotiation Consulting
• Intercultural Negotiation Counselling
• intercultural negotiation definition
• Intercultural negotiation exercises
• Intercultural Negotiation in International Business
• Intercultural Negotiation Mentoring
• intercultural negotiation PDF
• Intercultural Negotiation Process
• Intercultural Negotiation Strategies
• 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
• Status
• Status achievement
• Status Anxiety
• conquering power
• feeling of superiority
• climbing to status
• defensive counter-moves
• re-balancing the situation
• superior position
• status negotiation
• avoidable statements
• culture evaluation of status
• bargaining strenght
• bargaining power
• proposing one’s own value as a partner
• competitive negotiation
• negotiation leverage
• offer uniqueness
• lack of alternatives
• recipient’s need urgency
• proposer’s prestige
• skills of valorisation and communication
• legal culture
• contract clauses
• contract negotiation
• contract interpretation
• approaching moves
• loosening moves
• distancing moves
• neutral moves
• compromising the company’s image
• moves of superiority
• acts of force
• acts of submission
• intercultural legal semiotics
• signs bear cultural meanings
• protecting the proposing party
• safeguarding the counterpart’s identity 

L'articolo Status and Status Anxiety (Part 2) proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

In the next lines we are going to observe how complex the dialogue between companies may be and how it is possible to avoid conflicts and to reach success during a negotiation by paying attention to our own conversational moves and to those used by the interlocutor.

The dialogue between companies is full of communication difficulties that arise daily. We can look at them from a concrete perspective by observing the following case of micro-dialogue between C – a consultant – and I – an entrepreneur – who are at I’s company one morning at the request of I:

C1: So, you were telling me that you would like to train your sales network team?

I1: Yes, I would like to do some training.

C2: Which problems would you like to solve? What are the main issues, that sellers are facing now?

I2: Well, you know, they are well trained people … with experience … highly qualified people…

C3: Um, well, have you already decided on the time frame in which you would like to do the training?

I3: Well, I think it could be done in a couple of days, right? Or we can use some afternoons. How many hours do you think it would take?

C4: Well, perhaps we should try to understand first what kind of approach we should use for this training. Are you more interested in a customized training on human resources, made only for you, or do you prefer having your sales team participate in a general course, in which your employees are mixed with other participants?

I4: Well, what’s the difference?

C5: Well, the customized training is certainly different.

I5: How many sales courses have you given to companies in our sector?

C6: Look, we’ve done lots of courses, but I don’t think it matters in which sector, because a sales training is a communication training and the topics that we are going to cover are related to communication psychology. Focusing on the type of product that is being sold isn’t really that significant.

I6: But, you know, I don’t want a very theoretical course. I need something applied to my field, do you have a list of your references?

Each passage of this conversation can be analysed as a set of conversational moves. Each move brings an enormous amount of meanings and signification systems.

In this conversation, C focuses on analysing the client’s needs, while I implements a conversational misdirection that shifts the focus to C’s curriculum, and distracts him from I’s training needs. C therefore tries to bring the dialogue back to the approach that must be given to the course, while I – in move I6 – continues in its manoeuvres to shift the conversation from the training needs of its sales network team to the analysis of the consultant’s CV.

Going on with the dialogue, the underlying cultural divergences will emerge with greater force, until reaching one of the possible conclusions: an open conflict of cultures, a stalemate, or an agreement.

However, without “dismantling” the communication (in this case by recognizing the cultural and strategic value of each move) the outcome will be a probable failure.

Intercultural negotiation therefore requires great attention to conversational moves, rather than to great negotiation strategies that can fail if badly applied. The negotiation between companies can be considered the real theatre of communication, which is the negotiation conversation.

Once again, we want to highlight how the negotiation success, or rather the probability of success, can only be increased by an adequate preparation on intercultural communication, which includes both the analysis of the mechanisms of effective communication, and its cross-cultural adaptation.

Every rule must be adapted to the context in which it is applied (space, time, place, situation, etc.) and from which it arose. Cultural changes today are so rapid that the new real skill do not come from last-minute behavioural rules, but from a wider competence of the whole communication process and from the ability to adapt our own resources case by case.

© 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 for any Publisher wishing to consider it for publication in English and other languages except for Italian and Arab whose rights are already sold and published. 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 author from the webstite www.danieletrevisani.com 

__________

For further information see:

• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
• Dr. Daniele Trevisani’s Website in English
• Comunicazioneaziendale.it – Italian website on Business Communication
• Medialab Research Cultural Association for Communication Research
•  Dr. Daniele Trevisani Linkedin Profile in English
• Facebook Channel
• YouTube Channel

L'articolo Conversational Moves: when Creating a Dialogue between Companies becomes Difficult proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.

__________

Let’s continue with the conversation analysis. In this article we will focus on various aspects of intercultural conversation and its management, because a good negotiator must always have the situation in check, without leaving even the smallest conversational detail to chance.

Rules of Courtesy and Respect for Roles

Intercultural communication, both on a diplomatic and on a business level, requires us to pay a particular attention to rules of courtesy, to the respect for roles and to the recognition of others’ identities.

On an interpersonal perspective, western urban cultures tend to “reduce distances” and to treat people as equals. From an anthropological point of view, these cultures are defined as low-context cultures. Many business and diplomatic cultures, however, are generally high-context cultures; respecting distances and roles, while mantaining boundaries until the other party offers permission to move to a more friendly and less formal level, is very important.

Moreover, in high-context cultures more space is given to allusion, rather than to direct affirmations, as occurs in low-context cultures, which are more informal. In addition to that, high-context cultures use more parables, proverbs, understatements and antiphrases (negative statements), while low-context cultures prefer to create direct relationships, using high tones, overstatements, positive and explicit expressions.

Some general rules of intercultural negotiation are therefore dictated by common sense, while others must be acquired by people who are informed about the local culture. The basic rules of courtesy are:

• asking informed individuals how people want to be called
• asking people directly how they want to be called (in the absence of informants);
• avoiding nicknames or avoiding using first names without the direct permission of the subject;
• using titles such as “Mr.” or “Miss.”, or other courtesy titles, especially with older interlocutors;
• respecting roles (eg: President, Director, etc.) even with younger people who hold institutional roles;
• avoiding interrupting.

Rules of Deference and Demeanor

The rules of deference and demeanor are expressed both verbally and through non-verbal communication – for example by bowing a bit while shaking hands – generally avoiding excessive manifestations. In any case, it is essencial to rember to inquire about which behaviors are normal and which are rather offensive in the other culture.

Taking cultural precepts for granted, without knowing how to understand the situation, can easily produce mistakes and misunderstandings. The rules of courtesy are therefore to be evaluated with extreme attention to the context.

The axes that connect two subjects engaged in conversation are called conversation lines.

• To interrupt two people talking means breaking their imaginary line of conversation.
• To let another person take the turn means establishing a line of conversation between yourself and that other person.
• To give two people something to compare means establishing a line of conversation between those two subjects.

The lines of conversation can be both evident (through the verbal system) and subtly disguised (through the non-verbal system, like signals, gestures and nods).

Turn-taking Management

Speaking turns management mechanisms are extremely complex, although practiced by everyone every day.

The information flow that comes from the interlocutors is extremely valuable, and requires everyone to abandon a “strategy that floods information“, typical of aggressive sales, moving towards a listening strategy.

The turn-taking management training develops the negotiator’s skills in:

• recognizing turn-taking management mechanisms;
• knowing how to enter the conversation while respecting rules;
• identifying moments and strategies, that can help you enter and leave the conversation;
• creating adequate repair moves, while facing moves that can be perceived as offensive;
• applying a conversational leadership, that consists in taking your turn consciously by becoming a “turn-taking” manager.

Content Management

The turn-taking concept mainly concerns the “person who’s talking”, while the content management mainly regards “the topic of conversation”.

First of all, we have to distinguish the skills of topic setting (fixing conversational topics), from those of topic shifting. Both strategies are part of what we call “content management conversation skills“.

Topic shifting and content management skills include:

• the ability to recognize “what we are talking about”: details, visions, aspirations, requests, offers, datas, emotions.
• the ability to create different phases in the conversation, for example by knowing how to produce an adequate small talk, or how to warm up the conversational atmosphere; or by knowing how to distinguish between the opening phase, used for gathering information, and the closing phase, when a conclusion is reached;
• the ability to move the negotiation along desired or predetermined axes of content, following an agenda or a mental scheme;
• the ability to change the conversational contents, based on what emerges during the interaction (contextual changes, situational adaptations, etc.).

Conversation re-focusing is a “hard” variant of content management and topic-shifting techniques. Re-centering consists of bringing the conversation back to a topic that the counterpart is not considering, or wants to avoid, or simply cannot grasp.

The act of re-focusing can be preceded and followed by appropriate repair moves (repair, apology, anticipation, etc.). In extreme cases, the act of re-centering can also take place without resorting to moves of repair, thus generating a pre-conflict situation that forces the counterpart to choose whether to accept a role of conversational submission or not, shifting to an open conflict.

© 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 for any Publisher wishing to consider it for publication in English and other languages except for Italian and Arab whose rights are already sold and published. 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 author from the webstite www.danieletrevisani.com 

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• Studio Trevisani Academy’s Webstite For Business Training, Coaching and Mentoring, in Italian
• Dr. Daniele Trevisani’s Website in Italian
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L'articolo Intercultural Conversation Management Techniques proviene da Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching.