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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

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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:

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
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  • What are the 5 stages of negotiation?
  • What is effective intercultural negotiation?
  • What is intercultural negotiation?
  • working on attitudes
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  • 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

© 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
  • 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
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  • Intercultural Negotiation Consultant
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  • Intercultural Negotiation in International Business
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  • 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

© 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 

__________

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: 

Original Text Perceived meaning and the counterpart’s comments 
You may not substitute the IT specialist for another IT specialist without XXX prior written consent “We send whoever we want to assist other companies. All our technicians are qualified, we have already given them all possible and imaginable guarantees, now they must also approve of our technicians, from time to time, but who do they think they are?” 
During the period of this Agreement, you are retained on a non-exclusive ‘when-needed’ basis to perform the Services at such times and at such locations as XXX shall direct from time to time. “But then we are not their partners, we are only there ‘when needed’. Are we, their servants? They talk about partnerships a lot and then write the opposite” 
You shall be responsible for rectification at your own expense of any work which in the reasonable opinion of our company or any of its clients was unsatisfactory  “Are we crazy? And if customers are dissatisfied because there are no spare parts, ‘cause they do not send them to us, what do we do? And then just for an “opinion” made by them or by one of their customers, who’s in a bad mood, we have to redo everything? But what are they thinking?” 
XXX will pay for economy class air or train travel But look at these whore-goers! They are hunting foxes in fifty against a poor beast and now they want to send us around in second class, they will see … 

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. 

"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 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:

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 

© 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 

__________

Today’s topic is about status, which is difficult to achieve, but even more difficult to maintain. This feeling of uncertainty related to these difficulties in negotiation gives rise to status anxiety, which can negatively affect the outcome of a meeting.

Here are some definitions that Alain De Botton (2004) provides with respect to status anxiety. 

Status 

– The position of a person in society; the word derives from the supine statum of the Latin verb stare. 

 – Strictly speaking, the term refers to the legal or professional position that a person has within a group, for example to his marital status (married) or to his rank (lieutenant). In a broad sense, it indicates the value and importance that this person assumes in the eyes of others: and this is the meaning that interests us most. 

– In the transition from one society to another, the categories that possess greater social prestige change … from 1776 until today (vague but indicative term…) status has been increasingly associated with economic success. 

– The effects of a high social position are gratifying; we have money, freedom, space, time, comfort, and, last, but not least, the feeling of being loved and esteemed when others invite and flatter us, laugh at our jokes (even those without humor) and show us deference and consideration. 

– For many people a high social position represents one of the most coveted assets, even if there are only a few that would be willing to openly confess it. 

Status anxiety 

– The fear – sometimes so nagging as to compromise entire existential phases – of not corresponding to the models of success proposed by society and, consequently, of losing all dignity and respect; The suffering induced by the fear of occupying very low rank in the social scale or of being downgraded. 

– This anxiety is caused by various factors such as periods of economic recession, redundancy, promotions, retirement, conversations with colleagues in the same sector; but also, by successful people who attract the interest of the press or by friends who have had better luck than us. It is often associated with feelings of envy, even if it is usually not confessedand can lead to unpleasant social consequences; therefore, the signs of this inner drama are scarcely evident and are generally limited to the thoughtful gaze, the stunted smile and the unwarranted silence with which we welcome news of other people’s successes. 

– If the place we occupy in the social ladder makes us feel concerned, it means that the consideration we have of ourselves largely depends on the idea that others have of us. Unlike a few exceptional characters, such as Socrates or Jesus, we need to know that the world respects us to be able to accept ourselves. 

– The fact that the status, already difficult to conquer, is even more difficult to maintain over the course of a lifetime is very unfortunate. If we exclude those societies in which status is established at birth – for example for reasons of noble descent – one’s status usually depends on what one manages to achieve in life. Moreover, there are many possible causes of failure, such as the lack of self-knowledge, macroeconomic factors and others’ cruelty. 

– Moreover, this failure originates humiliationdevastating awareness of not being able to convince the world of our worthwhich condemns us, on one hand, to consider with bitterness those who are successful, and, on the other hand, to be ashamed of ourselves. 

Thesis 

– Status anxiety can generate suffering. 

– The desire to reach a higher status can have, like all desires, its usefulness: it can lead us to value our talents, to improve ourselves, to avoid extravagant and harmful behaviours and to favour social aggregation based on a common system of values. But, like all desires, if exasperated, it can kill. 

– Understanding this anxious condition and talking about it can be the most effective therapeutic approach. 

Therefore, we should not be surprised if in a negotiation both sides try to assert their status and suffer from status anxiety. However, we must ask ourselves which mechanisms are useful for negotiation, and which ones are destructive. We must ask ourselves – and know how to recognize – others’ mechanisms of climbing to status and conquering power in negotiation, and the defensive counter-moves. We must consciously avoid making status anxiety predominate and strive to seek a negotiating solution that is useful for both parties. 

The main questions of intercultural negotiation are therefore: 

  • Starting from my interlocutor’s culture point of view, what are the avoidable statements that can hit his/her status? 
  • How can I re-balance the situation when my interlocutor puts himself in a superior position
  • How can I produce a positive image of myself and my company, without giving the feeling of superiority, consequently unleashing resentments and vengeful mechanisms? 
  • How does my interlocutor’s culture evaluate status; what confers status in that culture? 
  • How much of the negotiation time should you dedicate to negotiate status and how much should you dedicate to evaluate the topics for discussion? 
  • Besides the mutual acquaintance phase, when do status issues arise in the negotiation? While negotiating conditions? While fixing prices or logistics? in legal practices? Or in contract statements? 

To be continued…

"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 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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  • working on attitudes
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  • 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

© 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 

__________

In this article I will examine 2 important topics of intercultural negotiation communication: the first concerns the personal image management, while the second one is related to the superiority-inferiority conflict.

In every negotiation comparing respective statuses becomes inevitable. However, statuses are considered intra-cultural and not cross-cultural elements. We cannot assume that a person belonging to an “other” culture recognizes a status that comes from an unknown system.

Let’s observe this real dialogue between two colleagues at a restaurant, the first is Italian and the second one is American.

US negotiator: “In America my family is in the upper-middle class, we have a thousand square meter apartment in New York, but my neighbours built a mezzanine, doubling the airspace, if business goes well next season I can enter the upper class, and build a mezzanine too. My children have two PlayStations each, and I’m giving them a good education: for each hour of study I multiply x 2 their possibility of using the PlayStation, so if they study an hour I let them use the PlayStation for 2 hours, if they study 15 minutes I let them use it for only half an hour, timed.”

Italian’s response: “But do you listen to your children or do you time them?” (unspoken thought: you can also have a mezzanine of a square kilometre, but for me you are always an asshole)

We are not interested here in discussing who is wrong and if someone is wrong, but it is clear that the American interlocutor is exposing a particular image of himself. He is expressing a “face” and he is indirectly exposing which are the status rules he believes in, and his convictions on the most appropriate pedagogical methods. For this person having a mezzanine and two PlayStations is an indicator of status. It is also clear that the Italian interlocutor does not accept these rules and that he measures personal value differently.

A more or less conscious management of one’s “social face” is part of every negotiation. However, on an intercultural level, sending out unconscious messages and producing damages during negotiations can be very easy.

Principle 20 – Managing one’s own status and the interlocutor’s status; “face” games and intercultural impressions management

The success of intercultural negotiation depends on:

  • the ability to create an adequate status perception within the interlocutor’s judgment system;
  • the ability to create positive impressions (identity management and impression management);
  • the ability to acquire status and “face” without resorting to undue attack mechanisms, that can damage others’ “faces” (“face” aggression or personal image reduction, absolute avoidance of top-down approaches);

Alain de Botton reports this passage which shows us how even at the highest diplomatic and negotiating levels one can be very ignorant of what transversal messages are being emitted and of the degree of damage that can be produced by knowingly or not knowingly placing oneself in a top-down position.

In July 1959, US Vice President Richard Nixon went to Moscow to inaugurate an exhibition dedicated to his country’s technological and material innovations. The main attraction was a life-size copy of the house of the average worker, with carpet, TV in the living room, two bathrooms, central heating and a kitchen equipped with a washing machine, a dryer and a refrigerator.

During various press services, the Soviet press, somewhat irritated, declared that no American worker could have lived in such a luxurious house – ironically named “Taj Mahal” by Soviets – and defined it a means of propaganda.

Khrushchev maintained a rather sceptical attitude when he accompanied Nixon to the exhibition. As he observed the kitchen of the house in question, the Soviet leader pointed to an electric juicer and said that no sane person would ever think of buying certain “stupid items”. “Anything that can help a woman doing her work is useful,” Nixon replied. “We do not consider women as workers, as you do in the capitalist system,” Khrushchev retorted angrily.

Later that evening, Nixon was invited to give a speech at the Soviet television and used the occasion to illustrate the benefits of the American way of life. Cunningly, he did not begin to speak of democracy and human rights, but of money and material progress. He explained that, thanks to entrepreneurship and industrial activity, in a few centuries Western countries had managed to overcome poverty and famine, which were widespread until the mid-eighteenth century and still present in many areas of the world. Americans owned fifty-six million televisions and one hundred and fifty-three million radios according to what Nixon reported to Soviet viewers, many of whom did not even have a private bathroom or a kettle for making tea. About thirty-one million Americans lived in their own home, and an average family was able to buy nine clothes and fourteen pairs of shoes a year. In the United States, you could buy a house by choosing from a thousand different architectural styles, and o certain houses were often larger than a television studio. At that point Khrushchev, sitting next to Nixon and increasingly irritated, clenched his fists and exclaimed “Net, Net! “, while apparently adding in an undertone ” Eb ’tvoju babusku” (Go fuck your grandmother).

What clearly emerges from this passage is the (perhaps) unwitting offense to poverty that Nixon transfers to Russian people, placing himself in a top-down position, superior position vs. lower position.

For too many times, negotiators do not realize that they are performing an “abuse of dominant position” (displaying excessive superiority that damages others) or practicing a “presumption of dominance” (thinking of oneself in superior terms).

Communication reveals self- conceptions and relationship conceptions even though the participants do not want to reveal them.

Let’s see another example and observe some passages of this email:

Dr Trevisani

Two colleagues and I are close to retirement and after an intense activity as top managers in various multinationals we decided to create an external company. I ask you to be our consultant and to provide us with your valuable advices to help us build a successful company. Do your best to check if you can come to advise us in Turin. Anyway, send me a commercial offer because I must show it to my partners for approval. Please send me also your CV. I will present it to my two partners, so as to persuade them to approve your advice. This consultancy intervention must be done within January 2005.

Thank you in advance for your help.

signature

This message intercultural problem is of psycholinguistic type and it concerns the use of the imperative and the enormous quantity of presuppositions present.

Let’s look at some implicit assumptions linked to this message:

  1. some people believe that a commercial offer can be made without having analysed the problem and the necessary intervention times;
  2. Others think that the recipient will send his CV to someone he/she does not know, without being informed on how and for what purposes this CV will be used (it takes only a few seconds to write a writing a reason on an email, but the real motives can be different);
  3. There is also the assumption that the customer can dictate times and that it is the recipient, and not the writer, who must make the trip;
  4. It is taken for granted that the recipient wants to work for the sender and that he approves intentions and projects.

The apparently courteous message reveals a culture that is not exactly courteous.

In the Italian culture being in the “buyer” position is a strength and working for years in a multinational company makes the buyer acquire a strongest attitude of strength and superiority.

The sender actually expresses an aggressive multinational culture, which is based on the belief that a multinational can “rule the world”, a way of being consequently absorbed by its managerial education. However, the Italian culture is not unique, and we cannot think that the prototype of the multinational’s dominance over a consultant, or of a buyer over a possible seller, is accepted by everyone.

The ALM method culture believes that there must be a certain degree of values commonality ​​for a project to start.

We must always consider that our culture is not automatically the culture of others. The right strategy is therefore to avoid putting the counterpart in conditions of presumed inferiority or to assign automatic superiority.

"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 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:

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  • personal image management
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  • Status
  • personal beliefs
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  • status rules
  • social face
  • unconscious messages
  • transversal messages
  • face” aggression
  • personal image reduction
  • avoidance of top-down approaches
  • abuse of dominant position
  • presumption of dominance
  • implicit assumptions
  • presuppositions
  • aggressive multinational culture
  • values commonality

© 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 

__________

In the following article I would like to conclude the topic of negotiation communication training, by listing, in a more detailed way, the interpersonal communicative abilities, explaining the importance of culture shock and self-awareness acquisition.

  • Code Switching: the negotiator must manage the change of communication codes (linguistic code and non-verbal code), in order to adapt to the interlocutor. Making your interlocutor understand you requires an active effort of adaptation, a willingness to change your repertoire and to get closer to other people. Whoever imposes a one-way adaptation effort on the interlocutor (one-way adaptation) and does not think about others understanding him/her, automatically creates barriers to communication.
  • Topic Shifting: the change of subject. The negotiator must understand which techniques need to be adopted to slip from unproductive conversations, to get away from dangerous or useless topics, to avoid touching critical points of other cultures, creating offense, resentment or stiffening. These skills – like other abilities – are useful in every communicative context, such as in a communication between friends, colleagues, companies, as well as in diplomatic communication.
  • Turn Taking: conversational turns management. There are certain cultures that accept others to interfere in their speech, and others in which the respect for speaking turns is essential. Turn taking includes conversational turns management skills, turn taking abilities, turn defence skills, turn transfer abilities, the capability of open and close conversational lines, etc. All these techniques need to be refined for both intra- and inter-cultural communication.
  • Self-monitoring: the ability to self-analyse, to understand how we are communicating (which style we are using), to recognize internal emotional states, one’s own tiredness, or frustration, or joy, expectation or disgust, knowing how to recognize those inner emotions that animate us during conversation or negotiation.
  • Others-monitoring: the ability to analyse and decode the inner emotional states of our interlocutors, to recognize his/her state of fatigue, energy, euphoria, dejection, etc., to know how to perceive the participants mutual influences, to grasp the power relations in the counterpart groups and to understand the degree of interest in our proposals and the right moment for closing.
  • Empathy: the ability to understand others’ points of view, from within their value systems and cultural contexts and to understand the value of their communicative moves based on the culture that generates them.
  • Linguistic Competence: the ability to use language, choice of words and repertoires, showing a deep knowledge of the language.
  • Paralinguistic Competence: the ability to use and strategically manage the non-verbal elements of speech, such as tones, pauses, silences, etc.
  • Kinesic Competence: the ability to communicate through body movements (body language). Movements management can be one of the strongest traps in intercultural communication, where some cultures – such as the Italian one – normally use broad body movements and gesticulations, while others – such as oriental cultures- use a greater demeanour, while retaining their body expressions.
  • Proxemic Competence: the ability to communicate through space and personal distances management. For example, Latin and Arab cultures accept and consider closer interpersonal distances normal, while northern European cultures don’t.
  • Socio-environmental Decoding Competence: the ability to interpret and understand “what is happening here” in relation to what is taking place during the conversation or the interaction. The negotiator must know how to recognize a conflict within the members of the counterpart group (intra-group conflict) and how to grasp the different positions, the trajectories of approach and relaxation, the different roles assumed and the moves of the interlocutors.

Both intra-cultural and intercultural negotiators need to be prepared for Reality Shock (or culture shock). Reality Shock can arise from the sudden realization that:

  1. others don’t follow our rules;
  2. others have different background values;
  3. others don’t have the same goals as we do;
  4. others do not behave like us, or even like we want them to behave;
  5. some negotiators are in bad faith and dishonest: they do not seek a win-win approach, but only a personal advantage;
  6. even with the greatest amount of goodwill, some negotiations escape comprehensibility and observable behaviours do not fit into rational logic.

The difference between an experienced negotiator and an apprentice negotiator is the degree of damage that reality shock does: low or zero for the expert, devastating for the apprentice.

The clash with reality can cause a shock, which can be followed by:

  1. a positive process, reached thanks to the analysis of diversity, the acceptance of what can be accepted (without running into the extremes of radical unconditional acceptance), that leads the negotiator to improve his/her own cultural knowledge; or…
  2. a negative process, caused by a fall of the emotional state, a rejection of reality that leads the negotiator to take refuge in his/her own cultural arena. The result, in this case, is often a withdrawal.

In order to activate a positive process of growth, and not a negative process of involution, it is necessary to work on our self-awareness (“Knowing how to Be”) of negotiation, through:

  • Cognitive Learning & Knowledge Acquisition: learning the contents that characterize the culture with which we want to interact.
  • Cognitive Restructuring: transforming our perception of the communicative act itself from an anxiogenic element to a source of positive energy. This practice requires the identification of negative self-statements (e.g.: “it will definitely go wrong”, “I am unsuitable”, “I will not succeed”, etc.), that must be replaced by positive self-statements, (e.g.: “let’s see if we have the right conditions for doing business”,” let’s go and compare our mutual positions without fear”, or even” let’s help the customer understand how we think”). The analysis of self-statements therefore consists in working on how we “enter” the negotiation, on what animates us.
  •  Behavioural Learning & Communication Skills Acquisition: learning the skills necessary to “perform” or achieve a specific behavioural or communicative goal, by using dramaturgical and expressive techniques and relational dynamics.
  • Emotional Control Skills: developing some necessary emotions management skills, with which one can direct his/her own emotional energies in positive directions, recognize and remove negotiation stress, “recharge his/her batteries” and manage personal times, in order to take part in a negotiation in optimal psychophysical conditions.
"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 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:

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
  • Best Intercultural negotiation book
  • book on intercultural communication
  • book on intercultural negotiation communication
  • 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
  • front-line communication
  • high-context cultures
  • How cultural differences affect negotiations?
  • How does culture influence negotiation?
  • intercultural communication
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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 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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In this second part I would like to continue talking about non-verbal communication and its characteristics, this time focusing on training, sensory perception, personal look and colour, while explaining the importance of identifying assonances and dissonances between verbal and non-verbal language.

Training

Training on the use of paralinguistic elements means learning the strategic use of pauses and tones. It includes many repertoires of theatrical and actor techniques, such as the Stanislavskij method, probably the only one truly capable of transforming expressive behaviours.

Without adequate preparation the chances of being competitive on the negotiating level decrease. As the gap between our training level and the training level of the counterpart increases, the risk of an unfavourable outcome during a negotiation grows.

Sensory Perceptions

Some clichés spreading in multicultural college campuses are that whites “taste like chicken”, Asians “smell of garlic”, blacks “taste of sweat”, etc.

The olfactory differences on an ethnic and genetic level do exist, but the perceived smell is largely determined by cultural factors such as nutrition, cleanliness or the use of perfumes.

Personal olfactory emissions are a communication tool.

It is certain that the sense of smell affects perception, and that food produces essences that exude from the skin and breath. If we want to manage even the smallest details of intercultural negotiation and, more generally, of the human contact, we must take care of these aspects.

Anything that can be attributed to the subject or to the corporate environment affects perception and image. Some clothing chains have resorted to the targeted deodorization of shops to create a more relaxed and pleasant atmosphere (environmental olfactory marketing).

Smell is a remote sense of the human being, partially abandoned in favour of senses such as sight and hearing. Animal “noses” are able to pick up smells that signal sexual emotions or predispositions, while human noses seem to have lost this trait.

There are practical implications for conscious personal deodorization: avoid foods that can produce strong breath emissions, avoid excessive personal fragrances, be aware of personal odours (e.g. sweat) and consider the importance of olfactory environmental marketing.

Personal Look

We usually know nothing about people’s real history. We can only assume it by looking at the symbols they decide to show us. There are signs/symbols everywhere: on the interlocutor and in his/her communicative space. Symbolic communication concerns the meanings that people associate to and perceive from those particular “signs”. By communicative space we mean any area linked to the subject’s “system”, such as his/her car, or the background of his/her computer, and any other sign from which we derive information, meanings and interpretations.

From a semiotic point of view, every element from which a subject draws meaning becomes a “sign”, whether the bearer is aware of it or not.

Look, clothing and accessories are among the most incisive factors that build one’s personal image.

Differences or similarities in clothing, for example, can put a person inside a professional ingroup (“one like us”, an “equal”) or an outgroup (“one different from us”), depending of the meaning that the word “us” has for the interlocutor.

In a widened signification system, the symbols associated to the brands used, the type of car, and even the office furniture, can become very important.

chronemic behaviours (the string of actions over time) are also broadened signals related to how frequently we change clothes, punctuality, way of driving (calm or nervous), way of eating (slow and relaxed vs. fast and voracious), etc.

Even considering the time a person takes in answering a question can be significant: slow or overly thoughtful responses can be interpreted as insincere in Western cultures or wise in Eastern cultures.

It can be said that in the field of intercultural communication nothing escapes the observation of the interlocutor, and every “sign” contributes to its classification and evaluation.

Colours

An additional element of symbolic communication is colour. The use of colours and the symbolisms associated with colours also vary according to cultures.

It is not possible to list all possible associations for every colour in each country, but I would like to underline the importance of paying attention to the symbolisms associated with colours, because there are many problems that could arise when choosing colours and graphics, for example in packaging, in business gifts and in objects.

Even objects and symbols are not neutral: an Italian company, for example, used the symbol of an open hand to create the company logo and key rings, producing a wave of protests in Greece, where the open hand symbol is used to offend.

The basic principle to avoid macroscopic errors is the use of pre-tests: a “pilot test” on some member of the local culture, who are able to give a feedback on the appropriateness of colours, shapes and symbolisms within their cultural context.

The pre-test method also applies to the choice of gifts, presents, and any other symbolic action whose impact may vary on a cultural basis.

Consonances and Dissonances between Verbal and Non-Verbal Language

Non-verbal communication can reinforce the verbal message or be dissonant with it.

Listening carefully and nodding can express interest more than just a verbal statement. Saying “I’m interested” with words and expressing boredom or disgust with body actions produces a dissonant signal and creates suspicion or irritation.

The coherence (matching) between words and actions:

  • increases the subject’s perceived honesty;
  • denotes trustworthiness;
  • shows interest;
  • shows that we are in control of the situation;
  • produces a sense of security and solidity of content.

On the contrary, the incongruity:

  • creates a sense of mistrust;
  • generates a feeling of lack of authenticity;
  • produces doubts and suspicions, because the heard verbal content is considered false.

Each linguistic style (on an interpersonal level) is associated with a precise modulation of the non-verbal style. We can indeed have:

  • situations of communicative reinforcement (the non-verbal style reinforces the verbal style);
  • situations of dissonance or inconsistency between verbal and non-verbal communication: the non-verbal language is on a different register than the verbal one.

The dissonances concern every semiotic system, every sign that carries a meaning. A company that declares itself important and does not have a website, or has an amateur website, expresses an incongruent image of itself.

"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 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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For further information see:

© 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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In the next two articles we are going to deal with non-verbal communication and its characteristics: in fact, the non-verbal language can deeply affect the result of an intercultural negotiation both positively and negatively, even though it is often a neglected aspect of communication.

The main channels through which the negotiator can send messages are the paralinguistic system (vocal aspects of communication, such as tones, accents, silences, interjections), the body language (body language), and personal accessories, including clothing and the general look.

To negotiate at an intercultural level, it is necessary to create a relationship. Body movements and attitudes can strongly express the interlocutor’s satisfaction, as well as his/her disgust and emotional suffering.

We perceive the interlocutor’s attitude through his/her behaviour, rather than through the linguistic content, which remains on the relationship surface. In depth, one’s relationship is determined by body and face movements, looks, facial expressions, and, generally, by the communicator’s complete non-verbal repertoire.

The intercultural negotiator, however, must always consider the fact that some non-verbal signals cane be perceived differently by another culture, sometimes even in an opposite way.

Wrong non-verbal and body attitudes can easily lead to an escalation (rise in tension, nervousness and irritation), while the task of an intercultural negotiator is to create a de-escalation: moderation of tones, relaxed atmosphere, favourable environment for negotiation.

The general objective of every intercultural negotiation is, in fact, achieving results, but, in order to do so, a climate of cooperation is needed.

The intercultural negotiator must therefore activate some conflict de-escalation procedures, practices that lead to a non-conflictual negotiation situation.

But what are these practices? In general, each culture uses different non-verbal rules, and therefore we would need for each nation or culture with which we deal.

The problem with these “easy manuals” is their poor resistance over time (cultures evolve) and in space (cultures change even within a few kilometres). Moreover, if you take them as rules, there is a real possibility to apply stereotypes, that are no longer valid.

When there is no specific indication that come from up-to-date experts of a particular culture, we can use some general rules of good communication, which can help us reduce errors, as exposed by the Public Policy Centre of the University of Nebraska:

  • use a calm, non-aggressive tone of voice;
  • smile, express acceptance;
  • use facial expression of interest;
  • use open gestures;
  • allow the person you are talking to dictate the spatial distances (spatial distances vary widely between cultures);
  • nod, give nods of agreement;
  • focus on people and not on documents;
  • bend your body forward as a sign of interest;
  • maintain a relaxed attitude;
  • hold an L-shaped position;
  • sit by your interlocutor’s side, not in front of him/her, because that is a confrontational position.

I would like to highlight that these general rules are only “possible options” and must be adapted to culture and context.

While talking about the non-verbal language it is impossible not to mention the body language. Our body speaks, expresses emotions and feelings.

The body language concerns:

  • facial expressions;
  • nods;
  • limbs movements and gestures;
  • body movements and social distance;
  • physical contact.

Cultural differences related to this area of communication can be deep. There are no golden rules teaching us what’s best: each choice is strategic and linked to the context (“contextual appropriateness“).

Physical contact, for example, is one of the most critical elements: while some Western standards of physical contact spread throughout the entire business community (e.g. shaking hands), every culture expresses a different degree of contact during greetings and interactions.

In general, if it is not possible to collect accurate information from experts of the local culture, it is advisable to limit physical contact in order not to generate a sense of invasiveness.

The study “of observations and theories concerning the use of human space, seen as a specific elaboration of culture” (Hall, 1988) is defined by proxemics.

On the negotiation front, the implications are numerous, since every culture has unwritten rules to define the boundaries of acceptability of interpersonal distances. In this case too, resorting to experts of the local culture is fundamental. If we do not have this possibility, then a valid rule is to let the other party define their own degree of distance, without forcing either an approach or a removal.

Human critical distances have an animal basis and a strong cultural variance: for example, Arab and Latin cultures are often “closer”, while Anglo-Saxon cultures are more “distant”.

Another element of non-verbal language, that we must consider, is the paralinguistic system. Paralinguistics concerns all vocal emissions that are not strictly related to “words”, and includes:

  • tone of the voice;
  • volume;
  • silences;
  • pauses;
  • rhythm of speech;
  • interjections (short vocal emissions, like “er”, “uhm”, etc.).

Paralinguistics establishes speech punctuation and helps convey emotional information.

To be continued…

"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 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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For further information see:

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

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Being Italian in Japan is not always easy. There are many things so totally different from our own world, that we usually need time to adapt to everything, but when it is time to negotiate, time may not be enough. For this reason, knowing how Japan sees us is very useful. 

Let’s start with the image Japanese have of Italy. As you all well know, Italy is famous for mainly 3 things: 

  1. Food 
  2. Art (music included) 
  3. Fashion 

In Japan, if you ask someone on the street about Italy, the first thing he/she will talk to you about is probably food, like Pizza and Pasta. They are also interested in music, Opera Music in particular, and fashion. Some of them come to Italy to study cooking, design or opera singing and then they come back to Japan to open, for example, Italian restaurants, that are very popular all over the country. 

Another important issue that I would like to mention concerns the way in which this image was built and who helped these ideas of Italy grow in the minds of all Japanese.  

The person responsible for this is Girolamo Panzetta, a 50-year-old Italian, who decided to take advantage of the Italian stereotype in Japan to make lots of money. He is now a star in Japan, thanks to his lessons of elegance and manliness.  

We have to thankhim if Japanese see us, on one hand as carefree womanizers, and on the other hand as original and cheerful people. 

So, we can summarize Italians’ pros and cons from a Japanese perspective, as follows: 

  • happy-go-lucky 
  • friendly 
  • cheerful 
  • fashionable 
  • original 
  • disorganized 
  • unreliable 
  • careless 
  • sloppy 

Now that we have a general idea of what Japanese think of us, it is time to understand if all these adjectives can be a strength or a weakness during a negotiation. I don’t believe that being cheerful, original or fashionable can become a disadvantage in a negotiation, but maybe being considered unreliable, sloppy and careless can become a bother.  

The real strategy here is to convert a disadvantage in advantage. How? By working on first impressions. 

If we are aware that a Japanese can have some prejudices about us, because we are part of the Italian culture, then we must work very hard to demonstrate the opposite. For example, in order to destroy the image of a carefree and disorganized Italian, we can take part of all their meetings with a perfectly prepared documentation, focused and always on the ball. 

While overcoming these unfavourable stereotypes, we must strengthen the favourable ones. We must be kind, friendly, finding the most original solution to their problems, never stop smiling warmly. 

Japanese love Italy, but depending only on this love and admiration won’t work. To achieve success in an intercultural negotiation, where stereotypes and prejudices are what define us before, and sometimes also after, the first meeting, we need to be prepared. 

Being prepared means understanding that we are different, while trying to reduce the gap between our own culture and the culture of our interlocutor. In order to do so, it is necessary to highlight our positive attributes and break all negative images they could have about us. 

At the same time, it is fundamental to remember to learn more about the other culture, so as to destroy and rebuild our opinion of it. We cannot possibly think to create a cooperative dialogue if we do not start that same dialogue with an open mind. 

Cultural respect and cultural diversity awareness will always be the basis of an healthy and everlasting business relationship. 

Girolamo Panzetta

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

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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 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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Negotiation is not based on a free conversation, like an uncontrolled flow of thoughts expressed in words, but it must be managed and conducted. Everything must be guided in a strategic way by letting the negotiation of content be preceded by a negotiation of identity. Now, let’s take a look at its various aspects.

Each company is able to actively influence the fate of its negotiations, even though it does not determine it entirely. Negotiations do not take place in an abstract world, but in the concrete one. Regaining possession of the ability to affect one’s destiny, its present and future (increasing of the internal focus of control), is a fundamental issue, which also affects the way in which we want to shape negotiations and human relationships.

In order to avoid a possible conflict, it is necessary to recognize that we are negotiating, that we are different and that this conflict could arise any time if we don’t do something to prevent it. Diversity must be expressed explicitly, so as not to have to face repercussions.

When a negotiation starts latently, in order to acquire a negotiating awareness, the negotiator must ask himself/herself a few questions:

  • Are we both aware that we are negotiating?
  • Are we negotiating details or common ground preparational topics?
  • Am I negotiating with the right person?
  • Is the setting adequate, given the topic we are discussing? Is this the right place? Is this the right time?
  • What factors can I manipulate to set up the negotiation? What are the factors under my control? How can I bring external and situational factors back into my area of control?

The Conversation analysis allows you to define which moves and communication strategies the interlocutors use to define and negotiate their own identity.

The ALM method recognizes the necessity to divide all strategic objectives of the negotiation communication, distinguishing between:

  • Identity identification and identity sale: being recognized as the right person that can solve the problem, creating a value perception in the supplier – as a subject – in the person or in the faced role;
  • Value mix creation and product/solution selling: creating a value perception of the details of an offer.

The intercultural impression management is the art and/or ability to arouse positive impressions on one’s role (it has nothing to do with boasting importance), in order to overcome negotiation filters. All negotiators must be able to practice it, so as to become aware of their own strength and identity, of the uniqueness they possess and of their real value. However, they cannot forget to mix this self-awareness with the ability to make it emerge in communication.

Likewise, no negotiation can be successful if we are not able to sort out mutual identitiy’s boundaries, roles boundaries and the way in which we can start a cooperative dialogue.

During intercultural negotiations it is necessary to use specific conversational moves to create one’s own identity, while managing to make the other interlocutor perceive the value of that same identity as a part of the cultural context. Identity is attributed according to one’s cultural frame of mind.

We cannot assume that people are able to recognize each other’s identities automatically. “Who am I” and “Who are you” are two of the most overlooked aspects/questions in intercultural negotiations.

During business negotiations between companies, right from the very first moment of the meeting, everyone enters a weak or unconscious negotiation.

Deciding to meet at “our” company, at “their” company, or at a neutral location (and where), is already part of the negotiation process.

We use the term “weak negotiation” not because we are talking about something of little importance, but because we are referring to something weakly perceived as a real moment of negotiation. Its real importance, however, is very strong, as it sets first impressions (imprinting of the personal and corporate image) and starting positions.

The real problem is that “weak” situations, such as preliminary contacts, e-mails, phone calls, logistical messages exchanges, etc., are often not recognized as real negotiations, and they risk being underestimated.

Strong or explicit negotiations, on the other hand, concern situations in which both parties have officially stated that they are undergoing a real negotiation. For this reason, formalisms, formal bargaining mechanisms, negotiation tables, trading platforms and other open and institutionalized trading tools have already been set up.

The negotiation between companies usually take the shape of a clash between identities, ways of being and values. No company really has the same culture or the same behavioural models of other companies, however similar they may be. Diversity grows even more when physical and cultural distances become wide, as in intercontinental and in interethnic contexts.

"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 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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For further information see: