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Emotion Management in Intercultural Negotiation (Part 1)

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

__________

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

The Mental Noise Theory

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

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

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

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

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

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

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

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

Communication Ecology and Emotional Leadership

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

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

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

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

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

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

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

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

The Relationship between Emotions, Intercultural Communication and Teamwork Performance

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

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

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

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

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

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

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

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

Recognizing emotions is therefore essential for the negotiation performance.

"Intercultural Negotiation" by Daniele Trevisani

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

__________

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  • Emotional predispositions awareness
  • emotional repression
  • power management
  • communication ecology
  • emotional leadership
  • emotional activation
  • Communication Apprehension
  • ethnocentrism
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  • The Relationship between Emotions, Intercultural Communication and Teamwork Performance
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  • relationship breakdown
  • behavioural micro-details
  • emotions recognition

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A Foreigner in Japan

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

__________

I wasn’t really sure about the topic of today’s article, because there are actually too many things to say about being a foreigner in Japan, but I decided to list some pros and cons that had a special impact in my daily life there.  

The first thing I must underline is the fact that I’m Italian, so please note that my point of view may be different from yours if you do not come from the same culture as mine. Furthermore, everything is based on my personal experience as a working student, so be aware that my list of advantages and disadvantages can be considered incomplete by those how had a different experience.  

Being Accepted   

First of all, I would like to start with a negative issue: being accepted in Japan can be very difficult.  

This doesn’t mean that people make you feel unwelcomed, maybe some people do, but there are very few of them. What I mean is that they will always see you as a foreigner, even though you speak their language perfectly or you own a house and car and have lived there for more than 20 years.  

The worst thing is that there is nothing you can do to be fully accepted, because it is impossible to have the requirements: being born and raised in Japan by Japanese parents, or, in other words, being a pure blood Japanese.  

The good thing about all of this is that, since you will never be considered a real Japanese, you won’t have to put up with social pressure, trying to live up to the expectations of Japanese society, which are very high.  

Feeling Safe  

As it is well known, Italy is one of those countries with a high level of petty crime. When I have to go the station or when I have to go out alone during night hours, I’m always scared of bumping into some pickpocket, that wants to steal my bag. When I was in Japan, I always felt safe when walking down the street, even when I had to head home from work at midnight.  

Another example to explain this incredible fact is the following: when I went for the first time in a food court inside a shopping centre, I noticed that people left their bags on the tables to occupy them without anyone to check on them.  

That really surprised me, because I couldn’t believe they weren’t afraid of someone stealing them, but that’s how Japan is and it’s great.  

Human Relationships

Here comes my Italian side. People in Italy are usually very direct: we are used to openly express our emotions and ideas, without fear, while Japan is totally the opposite: people do not speak their mind and interpreting their thoughts is a hard task.    

Creating long-lasting relationships was the most difficult part of my experience. The truth is I made many friends, but no one was Japanese. I had Chinese friends, Korean friends, Italian and American friends, but I couldn’t make a single true Japanese friend.  

But as I explained before, maybe that is something related only to my personal experience and nothing more. 

Cleanliness and Punctuality  

This is probably something you have heard more than one time about Japan. The Japanese have enormous respect for society and social harmony. For this reason, it is unacceptable to leave a place dirty or to fail one’s word, failing their duties by arriving late.  

This is why everything is always clean and punctual.  

It may happen that, for example, a train arrives late, but usually it is due to some major problem, like accidents or poor weather conditions.  

During my stay in Japan there was only a time when my train was late and that was when a big snowfall created some damages on the trainline. I remember that I took the train at 11 p.m. after finishing my work and I arrived at home at 2:30 a.m… I was devastated, but fortunately I didn’t have to repeat that experience for a second time!  

The Japanese Language  

This is the last, but not least part. As I said before I was a working student in Japan, so I was there to work and learn the language. I must say that at first, I couldn’t speak Japanese quite well and for that reason, many things appeared more difficult than it actually were.  

If I have to use one of my experiences again, I would choose the first time I went to an hospital, 2 days after my arrival in Japan.  

I wasn’t very lucky, that’s true, because I contracted a kidney infection during the flight, that caused me many problems.  

I clearly remember it was Sunday and hospitals were closed, so I had to call an ambulance to have an immediate complete check-up. The people on the ambulance didn’t speak English, so I couldn’t well explain how I was feeling and, at the same time, they couldn’t understand what my emergency was.  

Fortunately, my Italian flatmate, who later became my friend, helped me, coming with me to the hospital to mediate. This way, I could overcome the language gap and cure the infection.  

After improving my language skills there were no more problems like that, so, for those who decide to go to Japan, please remember that you may be lucky and find someone who speaks English, but usually if you do not know the language, you may encounter many more obstacles, than necessary.  

To conclude, being a foreigner in Japan is not easy, but if you begin your experience with an open mind, ready to find a different world made of different values and a different language, you will be able to overcome all obstacles and maybe find a new place to call home. 

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

__________

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Status and Status Anxiety (Part 2)

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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 

__________

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 

__________

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  • What is effective intercultural negotiation?
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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
  • 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 

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In ALM business method conversation analysis Intercultural conversation management techniques Personal Image Management and Superiority-Inferiority Conflict Status and Status Anxiety The Intercultural Negotiators’ Training

Status and Status Anxiety (Part 1)

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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 

__________

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 a 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 confessed, and 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 humiliation, a devastating awareness of not being able to convince the world of our worth, which 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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In intercultural negotiation

The Interference of Communication in the 2V Model

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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

Trend and Progression of Interpersonal and Corporate Relationships in the 2V Model

Interference in communication due to code and language occurs when communicators do not have an adequately shared code, and misunderstandings occur.Wrong decodings are possible especially on ambiguous words and statements, such as “collaborate”, “implement”, “relate”, “share a goal”.

A further outcome of the different code / language is evident in the lack of clarity and precision, where one or more of the participants in the conversation use bureaucratic repertoires and / or imprecise languages.

Recognition exercise of “crawling” objectives

Create a company meeting through role-playing, in which subject 1 (who plays the role of the personnel manager) asks the sales manager (subject 2) to better “relate” to their Eastern European area manager to evaluate his performance.Subject 1 will use linguistic nuances such as “collaborate”, “implement”, “relate”, “share a goal”. In reality 1 has a precise motivational core (firing the area manager), a creeping goal, which remains in the background.Evaluate the results of the meeting between subject 1 and subject 2.

Interferences of communication due to worldview and ideology take place when communicators have different worldviews and ideologies, but this diversity acts in a latent way and without the knowledge of communicators.

The 2v model can be used to view the progress of a relationship and its degree of incommunicability.Given a distance between subjects at time 1 (t1), we can evaluate how this distance increases or decreases in terms of vision of the mode and communication code (t2) and measure the situation again at other moments of time (t3), (t4) .

We can thus reconstruct the trajectories of relationships and visualize the trends in relationships.

Hypothesis of progress of an intercultural relationship

The case shown highlights a relationship distinguished by the following times:

  • T1: the relationship starts with an average sharing of code and vision of the world;
  • T2: after an initial confrontation, the two subjects begin to reduce the linguistic communication distances, the distance due to the misunderstanding of the terms and the poorly shared vocabulary decreases, several previously incomprehensible terms are explained. However, this generates a chance to understand worldviews better than before. It turns out, therefore, that the underlying ideologies and values ​​are more different than previously thought, and therefore the distance on the ideological-value variable increases;
  • T3: After a closer confrontation on the basic values, new areas of commonality and common interests are discovered, even the common language becomes richer and more articulated in shared terms and concepts.

This curve represents a simple hypothesis, one of the many possibilities that exist in the world of relationships. In fact, it is also possible that distances and distances will increase, and ever stronger conflicts arise.

Intercultural Negotiation Arab Edition

© 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 in Intercultural Negotiation Training, Coaching and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

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In ALM business method communication skills communication training Germany - A Land of Immigration

Germany – A Land of Immigration

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

__________

Today’s article will be about Germany and its immigration history, past and present. By observing what happened during the last 70 years, we will try to understand if people are really able to learn from their mistakes. 

Germany, officially the Federal Republic of Germany, is a country at the intersection of Central and Western Europe, situated between the Baltic and North seas to the north, and the Alps to the south; covering an area of 357,022 square kilometres, with a population of over 83 million within its 16 constituent states. 

Germany is a great power with a strong economy. As a global leader in several industrial, scientific and technological sectors, it is both the world’s third-largest exporter and importer of goods. As a developed country, which ranks very high on the Human Development Index, it offers social security and a universal health care system, environmental protections, and a tuition-free university education. (1)

But what about immigration? 

In 2011, Germany had 80.3 million residents. Of those residents, 15.96 million – almost 19% of the entire population – had a migration background. 

Incessant wars, religious conflicts, famines, political grievances and a lack of prospects forced many people to leave Germany over the centuries. The land’s relative population loss was enormous. An estimated six million emigrants left Germany between 1820 and 1920. The tide of emigration only began to ebb, beginning in 1890, as the industrial era brought economic success to the German Empire. From that point on, the number of individuals immigrating to Germany surpassed the number of Germans who left. Foreign laborers found employment, above all, in the booming centres of the coal and steel industries. 

During the national socialist dictatorship the camps and the daily sight of forced laborers were simply part of everyday life for the local population.  

The years after 1945 were shaped by people in motion as well. The forced mobility of diverse groups of people (refugees, people expelled from their homes through territorial exchange and other so-called displaced persons) altered the structure of the German population, giving rise to tensions and conflicts with local residents. The number of refugees and expellees only first began to decline at the end of the 1940s. Simultaneously, the growing demand for labour soon outstripped the capacity of the labour force.  

In order to offset labour shortages, the federal government turned to a traditional model of recruiting and temporarily employing foreign workers, who took on jobs that German laborers considered unattractive. After the 1966-7 economic crisis, the immigration process decelerated until the early 1990s, when the numbers rapidly grew again and are continuing to grow even now. (2)

As a result of immigration, people with different cultures and traditions and greater religious diversity are now living together.  

Attitudes about successful coexistence in an immigration society differ significantly across generations: the younger the person, the less the wish for adaptation. While 66 percent of the population over 70 years of age express the opinion that immigrants should culturally adapt, this proportion gradually declines among younger groups, to 22 percent among respondents under 25 years of age.  (3)

There are still many prejudices and stereotypes about foreigners, but, in the end, the truth is that Germany profits from the immigrants. They boost the economy, contribute towards the welfare system and help reduce the lack of professionals. (2)

This doesn’t happen to Germany alone: immigration remains a profitable asset for all countries, even though many people haven’t understood that yet, and continue to regard this phenomenon as a destructive cancer. 

To those who think that I can only say that if you look at your family tree and go back to centuries, you will surely find that your ancestors migrated from a place to another. The fact is that we are all children of migrations and we must never forget it. 

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

__________

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

(2) https://domid.org/en/service/essays/essay-migration-history-in-germany/

(3) https://www.bertelsmann-stiftung.de/en/our-projects/religion-monitor/projektnachrichten/how-do-germans-deal-with-cultural-diversity/

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In intercultural negotiation

The improvement of 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. 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

Intercultural Levels and the Limits of Communication

The accuracy of the information exchange can be improved by reducing the distance along the “code” dimension, which is equivalent to reducing the linguistic distance. In some cases this means learning a foreign language, a dialect or subdialect within a nation, but also learning a professional language, a non-verbal code that characterizes other cultures, proxemic gestures and modalities, cadences and paralinguistic aspects of communication.

The agreement can be improved by decreasing the degree of difference between communicators in values, myths, beliefs, attitudes and ideologies – differences that can have negative consequences in the communication process. Furthermore, as the two are highly interrelated, an increase in code understanding will increase the ability of worldview understanding, and vice versa.

The 2V model can be a useful tool for analyzing hypothetical types of communications. However, the code and worldview dimensions should not always be considered completely different or completely the same, as they vary along a continuum of differences / similarities. Intercultural levels depend on the quantity and quality of difference in the world view and in the communicative code.

On this scale of communication differences, we believe that the ends of the two continuums (the COMSITS presented) represent only hypothetical points and that no real communication event can ever be located in one of the four “pure” COMSITS. In a visual way, this concept of “gradualness” in the differences can be represented by erasing the separations between the 4 quadrants and instead inserting a rating scale.

A further relevant reflection consists in evaluating whether all the points in the table could be realistically represented by a possible communication event.

Indeed, we believe that no real communication event can be located exactly on the edges (the perimeter of the table).

The underlying hypothesis depends on four axioms of communication that we formulate below:

  • COMCOND 1) impossibility of having a completely identical communication code between two individuals;
  • COMCOND 2) impossibility of having a completely equal worldview between two individuals;
  • COMCOND 3) impossibility of having a completely different communication code between two individuals;
  • COMCOND 4) impossibility of having a completely different world view between two individuals.

Some research perspectives on communication support these hypotheses.The genetic codes that govern the biological foundations of non-verbal and paralinguistic communication are similar for every human being.Human beings, like primates, always share a certain degree of similarity and are able to encode and decode signs and signals in some circumstances (eg: physical aggression) without differences between cultures.

In general, the ability to interpret human behavior increases in situations in which cultural codes are less relevant and biological codes take over, such as situations involving survival (aggression) and other more instinctive behaviors (such as eating or sex) .

Furthermore, the research results of Eckman and Friesen (1987) revealed a high level of agreement between cultures in their interpretation of facial expressions of emotions.Saral (1972) also highlighted the transversal and cross-cultural nature of facial communication and expressions.A decrease in the relevance of the cultural code and an increase in the relevance of the instinctive code can also be observed in human-animal communication and in general in communication between species, particularly in conditions of danger.

In other words, people of different cultures or creatures belonging to different species have the ability to perceive the aggressive or non-verbal friendly behavior of a member of another culture or species, while more cultural behaviors will be less interpretable. Biological constraints also have an influence on the impossibility of having a complete difference in the world view (COMCOND 4).

Every human being shares at a basic and instinctual level the tendency to reproduce the species, the attempt not to die of hunger or cold, the protection of children, and in general the behavior of biologically evolved living beings.The evolution towards self-realization is then one of the states that most characterizes every human being, as Carl Rogers points out, and cultures and religions only establish different modalities or “variations on the theme” of this underlying tendency towards self-realization.

The pursuit of self-destruction, the deliberate pursuit of hunger and suffering for oneself and one’s children, the pursuit of non-self-realization (whatever that means for a person) are extremely anomalous and deviant characteristics of the child’s behavior. ‘human being.

Statistically these cases represent outliers, that is cases extremely out of the norm.What we have in common biologically as human beings is vastly superior to what divides us culturally. Empathy techniques (learning to understand the world view of others) and greater attention to the optimization of communication codes can make an enormous contribution to the development of intercultural communication.

The improvement of intercultural communication, in turn, generates an enormous impulse to the realization of common development projects between states, cultures and countries – projects that do not have geographical barriers and borders, but unite people towards a common tendency to personal, social self-realization. and economical.

Human behavior is determined by two types of forces: from cultural conditioning (ontogenetic, learned during growth) and from hereditary biological conditioning (phylogenetic, received from DNA), and ontogenetic (cultural) learning is always grafted onto a phylogenetic basis, which constitutes our common heritage, and no culture will ever be able to scratch, but at the most it will be able to cover, to make people forget.

At the same time, the impossibility of a completely equal code derives from the great depth and semantic variety of signs (the semantic field is the extension and range of possible meanings of a sign).The meaning attributed to the signs is not a stable or “given” element, but is the result of a symbolic agreement between individuals, that is, it is the product of socializationand interpersonal and intergroup agreements, but socialization varies continuously over time, space, and between individual and individual, group and group, and therefore the meanings of the signs also continuously vary.

The signs, and the codes, are alive, and they change. Each dyad of individuals, each group, creates its own communication code over time, attributing particular meanings to the signs used.

This happens, and often unconsciously, within companies. The error determines how much it is taken for granted that the interlocutor of the counterparty company has a shared code. This problem requires a great work of metacommunication, that communicative activity that serves to explain the meaning attributed to the signs emitted and verify the accuracy of the meaning perceived in the signs received.

As with the code, no individual, no organized group, possesses exactly the same range of values, behaviors, attitudes, worldviews, beliefs, ideological positions, over the whole range of objects and situations that become objects of communication. Recognizing diversity is the first useful tool to be able to face it.

Intercultural Negotiation Arab Edition

© 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 in Intercultural Negotiation Training, Coaching and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

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In intercultural negotiation

Union Between the Two Variables for a Unified Picture of Communication Difficulties

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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

Characteristics of Communication Situations

By combining the two cultural variables (1) code and (2) worldview, in a matrix, we can identify four hypothetical communication situations (COMSITS). Fig. 15 – T2V matrix

SimilarCOMSIT BCOMSIT A
DifferentCOMSIT DCOMSIT C
///////////DifferentSimilar

In this matrix we can trace a large part of the communicative interactions.

6.4.5. COMSIT A: characteristics

COMSIT A is defined as “same communication code – same worldview”. The communication process is easy and without problems, since we have precision in the exchange of information and agreement on the objectives. In COMSIT A, the lack of differences in the communication code generates a high degree of accuracy and efficiency in the exchange of information, without misinterpretations, misunderstandings, misunderstandings, semantic confusions and the need for translation. At the same time, the completely equal vision of the world among communicators – the concordance of underlying orientations and values, produces convergence of goals and vision. This circumstance is, however, only hypothetical, as the differences in communication code occur to varying degrees in every human process of communication.

Conflict exercise based on the discovery of the different “view of things” Analyze in pairs at least two situations of conflict, divergence or misunderstanding with people from your family or business, from the present or from the past. In particular, analyze:

  • the theme of the conflict (what the conflict was about, what produced it);
  • our “world view” on the subject;
  • the vision of others on the subject;
  • when, how and where did a different vision of things appear;
  • what results were produced and in what times;
  • what is the status of the relationship today.

6.4.6. COMSIT B: characteristics

COMSIT B (completely different code – same world view) represents the case in which the obstacle to communication is the lack of a common communication code (common language). The problem is therefore solely linguistic, people are unable to dialogue because they lack a shared communication system. If a common code could be provided or learned, the situation would turn into ideal COMSIT A.

Exercise of alteration of communication codes

Two couples of friends / colleagues meet to decide on a holiday to be carried out in a group of four. Before the meeting, the two couples, separately, must invent five new words (to be chosen from nouns of thing, verbs, adjectives), for example, an offensive word, a word of appreciation, a word to express a discomfort, a verb to inquire, and other inventions of the group. Make the meeting happen and check how the new words interfere in understanding, and other ongoing communication dynamics.

6.4.7. COMSIT C: characteristics

COMSIT C (same code – completely different world view) represents the hypothetical case in which communication difficulties result from a lack of sharing in the world view. The elements of diversity may concern:

  • opinions;
  • attitudes;
  • beliefs;
  • values.

In COMSIT C, a common code allows the exchange of information, but the outcome of communication is initially negative, as completely different beliefs, different values, diversity in underlying attitudes, attitudes and goals, will result in a complete lack of agreement. . The outcome of the communication is therefore bankruptcy, unless one of the two parties, or both, are willing to review some positions.

Conflict exercise between different personal positions

Create a group of people, even a minimum (2 per group, but in the absence it can also be achieved by 2 individuals) who are looking for all the advantages of taking short holidays but several times a year. The group must produce a list of at least 10 (or more) arguments in favor. It will also have to produce a list of at least 10 or more arguments against taking longer vacations at one time. An opposing group will do the opposite work, looking for the arguments in favor of taking long vacations, once a year, and the arguments or disadvantages and risks of taking more broken holidays. The representatives of the 2 groups meet and have to support their positions.

Conflict exercise between different company positions on the conception of times

Create a group of people, even a minimum (2 per group, but in the absence it is also achievable by 2 individuals) who are looking for all the advantages of making fast, rapid business projects (the “rabbits”) The group must produce a list of at least 10 (or more) arguments in favor. It will also have to produce a list of at least 10 or more arguments against making projects that are too thoughtful and too long in scope. An opposite group (the “bears”) will do the opposite work by looking for the arguments in favor of long-term projects, very reasoned and thought out, and the arguments or disadvantages and risks of fast projects. The representatives of the 2 groups meet and have to support their positions.

Conflict exercise: “buy merchandise” versus “buy partnerships”

Create a group of people, even a minimum (2 per group, but failing that it can also be created by 2 individuals) who represent a manufacturing company (office furniture production) interested in buying training hours for its sellers (eg: 5 group hours, for a group of 8 people). The mini-course program is the one found on the internet, relating to a basic sales course. The intentions are to test the effectiveness of trainers and spend little (for now), distract their salespeople from their work a little, and perhaps evaluate other interventions in the future. An opposing group will play the role of the training company, extremely convinced that a training project previously requires a good diagnosis, individual interviews with future participants, and that the hours cannot be fixed if the diagnosis has not been carried out.

At the same time, the training company does not want to commit to the fact that it is already foreseeable that a course is the best solution (for example, it wants to be free to decide on solutions such as coaching in the field, and other methods of professional intervention it considers effective). The representatives of the 2 groups meet and have to support their positions.

COMSIT D: features

COMSIT D (completely different code – completely different world view) is the hypothetical situation in which communication is disturbed for two reasons: from a technical point of view, the lack of common code does not allow the exchange of information, and even if a common code could be provided, a completely different view of the world would lead to the situation previously identified as COMSIT C, characterized by a lack of agreement. COMSIT D therefore represents the most difficult circumstance when the communication aims at the exactness of the data exchange and the search for an agreement between different positions. Similar communication contexts were considered Barnett and Kincaid (1983), who considered the combination of two variables: mutual understanding and agreement. Summarizing, according to the T2V model, the result of communication, understood as communicative efficiency in the exchange of information, and effectiveness in reaching an agreement, is negatively correlated with the differences in the code used and the differences in the world view. On the other hand, as the similarity of communication codes and worldview increases, the probability of success increases.

Intercultural Negotiation Arab Edition

© 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 in Intercultural Negotiation Training, Coaching and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

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Personal Image Management and Superiority-Inferiority Conflict

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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 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 

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In intercultural negotiation

Other Dimensions of Cultural Difference

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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 Consulting Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available for qualified Publishers wishing to consider it for publication in English and other languages except for Italian and Arab. If you are interested in publishing or Intercultural Negotiation Training, Coaching and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

Other Important Dimensions to Consider in the World View for the ALM Method are:

• culture of personal times and temporal priorities: include the search for emotions (intangible goals) or tangible goals among the priorities; temporal experience and temporal dominances, awareness of the differences between personal culture (of the individual), organizational culture and national culture: how I live time, how my company lives it, how my national culture lives it – in haste either in relaxation, in planning or in chaos. In this context, one of the main objectives of the ALM method is the re-appropriation of the sense of pleasure of time, eliminating the forced conditioning produced by the cognitive prototypes of one’s own culture (self-determination of time);

  • religious beliefs, both in the difference between religions, but above all in the degree of overt or latent religiosity that the individual experiences and applies in daily and working life;
  • political ideologies;
  • the conception of the human being and the deep reason for existence;
  • the conception of interpersonal relationships (exploitation, utility, sharing, symbiosis, competition) and the versatility of interpersonal relationships (ability to live on multiple levels, characterized by different motivational systems);
  • the conception of the relationship between man and nature, the degree of spirituality vs. materialism;
  • internal orientation (self-exploration, exploration of the internal and psychological world, introspection) vs. orientation to the outside (exploration of the outside world);
  • the orientation to being vs. the orientation to having;
  • orientation towards positivity or negativity;
  • orientation to the past, present or future (and other specific quadrants identified in the proprietary T-chart model of the ALM method);
  • personal competitiveness and orientation towards competitiveness;
  • egocentrism, ethnocentrism, selfishness, centering on the self or on one’s own needs, vs. heterocentrism, altruism, also centering on the other and on the needs of others.

Comparison exercise of one’s own vision of the world on some personal elements (compare & contrast) Explain and compare (compare & contrast) your own world view with a colleague or exercise partner, search for differences and similarities, on the following topics:

  • meaning of love and difference from “loving”;
  • possible meanings of the term “betrayal” in a marriage;
  • debate between two different visions of life: “rejoice while you can, live for the day” or “sacrifice yourself for a better future, save, invest”;
  • the role of destiny on people’s success and career;
  • to what extent it is possible to predict behavior based on a person’s nationality, in which fields we can be more certain, in which less;
  • whether the people in the company perform better when you command or let them do it.
Intercultural Negotiation Arab Edition

© 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 in Intercultural Negotiation Training, Coaching and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

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