situational leadership Archivi - Dr. Daniele Trevisani - Formazione Aziendale, Ricerca, Coaching

Paralinguistic Channels

10 Febbraio 2021 Nessun commento

© 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

Non-Verbal Training and Formation

Paralinguistics concerns all vocal emissions that are not strictly related to “words”, and includes:

the tone of the voice;
the volume;
the silences;
breaks;
the rhythm of speech;
the interjections (short emissions, like er, uhm …).

Paralinguistics establishes the punctuation of speech, and helps convey emotional information. Messages such as “I am tense”, “I am angry” or “I am well disposed” ooze more from the paralinguistic system than from the linguistic system. A sentence can carry completely different meanings that depend on the emphasis on words and tone of voice.

Exercise of modulation of meanings through the non-verbal and paralinguistic system

The exercise involves the modulation of meanings through the non-verbal system, gestures, intonations. Convey the different meanings associated with the following sentence: “Our company may be very interested in your proposal”. Possible formulations to be interpreted:

Our company may be very interested in your proposal (emphasis on ours; meaning to be conveyed: “other companies less”)
Our company may be very interested in your proposal (emphasis on can; meaning to convey: “we don’t know, we’ll see, doubtful”)
Our company may be very interested in your proposal (emphasis on a lot; meaning to convey: “really interesting”)
Our company may be very interested in your proposal (emphasis on interested expressed in a doubtful way; meaning to be conveyed: “interested, but it’s all yet to be seen”).

Non-verbal training and formation

Training in the use of paralinguistic requires training on the strategic use of pauses and tones. In general, training for the non-verbal includes access to all repertoires of theatrical and actor techniques, the Stanislavskij method and other theatrical training methods, the only ones truly capable of acting in depth on the transformation of expressive behavior.

Adequate training can be useful to train the negotiator to grasp the trembling of the voice of others (symptom of nervousness and stress), and the non-verbal reactions to one’s statements, to act “theatrically” through movement, pauses and alternating rhythms to give emphasis parts of the speech and key points to emerge. As with any other managerial task, without adequate preparation the chances of being competitive on a negotiating level decrease when the balance of skills is unbalanced.

As the gap between our training and the level of training of the counterpart increases, the risks of an unfavorable outcome of each negotiation increase.

© 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:

In intercultural negotiation

Body Language

10 Febbraio 2021 Nessun commento

© 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

From Facial Expressions to Body Movements

The body speaks, expresses emotions and feelings. Even attempts to block these emotions and feelings are themselves “meta messages”, seeing a person expressing no emotion, acting as an “emotional mummy“, is itself a signal that leads to specific reflections. Body language concerns:

facial expressions and facial expressions;
nods of the head;
the movements of the limbs and gestures;
body movements and distances;
touch and physical contact.

Cultural differences on these points can be very large. Cultures vary a lot on the type of gestures. In an Italian-Chinese negotiation, clear differences can be seen between the Italian gestures (on average wider) and the Chinese one, more contained, as well as in the facial expressions, more evident for Italy and more contained for China.

A negotiator operating in China can therefore choose to contain their gestures and their emotional expression, to “dampen” the stereotypical image associated with their culture, or rather increase it theatrically, to “play a part” and amplify their stereotypical identity. . There are no golden rules on what is best to do, each choice is strategic and linked to the context of the moment, to “contextual appropriateness“.

Physical contact is one of the most critical and difficult elements to deal with on an intercultural level. While some Western standards of physical contact are spreading throughout the business community (eg: shaking hands), each culture expresses a different degree of contact in greetings and interactions. Managing hugs, kisses, touching the body, knowing who can touch whom, remains a difficult point, to be solved above all by resorting to an analysis of the local culture. In general, if it is not possible to gather accurate information from local culture experts, it is advisable to limit physical contact in order not to generate a sense of invasiveness.

Personal Distances

Proxemics defines “the observations and theories concerning the use of human space, understood as a specific elaboration of culture” (Hall, 1988). In his studies, Hall highlights how distances are a highly cultural elaboration, and are managed by each culture in a different way. On the negotiation front, the implications are numerous: being close to or far from the interlocutor is a precise negotiating message.

Standing in front or to the side, or even on the same side, is another form of message. Every culture has unwritten rules for delimiting the boundaries of acceptability of interpersonal distances and people’s dispositions. Also in this case, the principle of resorting to the knowledge of experts of the local culture is valid, while a valid rule in case of lack of knowledge is to let the counterpart define their own degree of distance, without forcing neither an approach nor a removal.

The main awareness to develop is that of the “critical distance” (Hall), which defines the interpersonal distance within which a subject feels vulnerable, exposed to the risks of aggression. Human critical distances have an animal basis and a strong cultural variance, with Arab and Latin cultures often more “close” and Anglo-Saxon cultures very “distant”.

Personal distance is like “an invisible bubble that surrounds the body” Beyond the intra-cultural rules, some attitudes relating to distances are transversal to cultures because they are anchored to the human animal root. For example, “leaving your seat”, giving space to someone, is a tool for assigning status and recognizing the importance of the interlocutor. As Hall points out: stronger, superior individuals tend to establish greater personal distances than the specimens occupying lower positions in the social hierarchy, while it is known that weaker, subordinate animals give way to superior animals.

Therefore, at an intercultural level, “leaving the place” will be a move towards rapprochement, a recognition of status. For the conscious negotiator, it is not to be understood as pure submission, but it can also take on the function of a tactical move, an act of relational courtesy that precedes the actual negotiation confrontation. Making people uncomfortable, on the contrary, is used to establish great distances.

Some negotiators use tactics specifically aimed at upsetting the emotional balance of the subject, making people wait in excessively hot and narrow waiting rooms, without bathrooms or with distant services, for a long time – it is an example of a breakthrough move. Especially when the subject has made a long journey, the temptation to leave will be blocked by the thought of having made a useless journey, and of any repercussions.

The appropriate tactic is to require a higher degree of comfort, but only if you have the almost mathematical certainty that a specific move is underway, and those are not the real maximum reception conditions that the subject is able to offer. The frontal disposition of people is generally considered confrontational, while on the side it is considered more collaborative, and on the same side “between equals“. As Hall points out, “every animal needs a critical space, without which its survival is impossible”. In terms of negotiations, the space to be considered is both environmental and psychological.

© 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:

In intercultural negotiation

Intercultural Non-Verbal Communication

9 Febbraio 2021 Nessun commento

© 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

Attitudes Create the Relationship

A fundamental aspect of negotiation, often overlooked, is the non-verbal communication that takes place between the participants. Body language can express a great variety of meanings, which “ooze” and burst into the negotiation even without the direct control of the subjects.

The negotiator careful to measure words may be little aware of the non-verbal level, and of the “underground” exchange of messages that the body and facial expressions let filter through. The main channels through which the negotiator can launch messages are composed of the paralinguistic system (vocal aspects of communication, excluding the linguistic aspect, such as tones, accents, silences, interjections), body language (body language ), and personal accessories, including clothing and general look.

In order to negotiate at an intercultural level, it is necessary to create a relationship, and bodily attitudes are able to strongly express the satisfaction of the interlocutor, as well as disgust and emotional suffering. The perceived attitude in the other depends largely on “how” the behavior is expressed, rather than on the linguistic content, which remains on the surface of the relationship itself. In depth, the relationship is determined by the attitudes of the body and face, by the looks, by the facial expressions, and more generally by the whole non-verbal repertoire of the communicator.

For example, it has been noted that it is easier to say “you” to someone wearing an unbuttoned tie rather than a strictly tied tie. Obviously, the fact of being “soft” or not rigorous in clothing creates a feeling of less rigidity and greater tolerance towards friendly behavior. This does not mean wearing a tie fastened or unfastened, but simply confirming that attitudes affect the relationship, and that among attitudes there are also apparent details such as the degree of fastening of a tie, or the rigor of clothing.

But, at the same time, it can be seen that an unfastened tie is acceptable in Italian management (a sign of relaxed attitude) or in American management (a sign of a “busy” attitude, of those who work hard), while it is much less acceptable in German management. , or in companies with a high degree of formalization of hierarchies. Therefore, the intercultural negotiator must always consider the possibility that some signals of attitude used in his own culture are caught in a diametrically opposite way in a different culture.

Escalation and de-exclalation: managing the non-verbal to develop a communicative climate and reduce tension

Wrong non-verbal and bodily attitudes can easily lead to an escalation (rise in tension, nervousness and irritation), while the task of the intercultural negotiator is to create de-escalation: moderation of tones, relaxed atmosphere, favorable environment for negotiation. Only settings in which tension is intentionally created, which are not the norm and must be treated separately, as special techniques to be used with caution, are excluded from these principles. The general objective of intercultural negotiation is to be effective and achieve results, which generally involves a climate of cooperation.

The objective of the intercultural negotiator is to activate the conflict deescalation procedures “by default” (as the starting position of every negotiation), the practices that lead to a non-conflictual negotiation situation. What are these practices? In general, each culture uses different non-verbal rules, and therefore a manual would be needed for each nation or culture with which to deal.

The problem with these “easy manuals” is their poor resistance over time (cultures evolve) and in space (cultures change even within a few kilometers and in social strata within the same city), and the concrete possibility – taking them for good – to apply stereotypes that are no longer valid. In the absence of precise indications that come from up-to-date connoisseurs of the culture itself, we can use as a starting point some general rules of good communication to reduce the potential for error, as exposed by the Public Policy Center of the University of Nebraska:

calm, non-aggressive tone of voice;
smile, express acceptance of the other;
facial expression of interest;
open gestures;
allow the person you are talking to to dictate the spatial distances between you (spatial distances vary widely from culture to culture);
nod, give nods of assent;
focus on people and not on documents on the table;
bend the body forward as a sign of interest;
maintains

© 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:

In intercultural negotiation

Role Theories and Communication of the Leadership Role

9 Febbraio 2021 Nessun commento

© 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

Cooperative Dialogue (Cooperative Interaction)

Being the leader of a family means being able to act as a “guide” of the family itself, and this is expressed in group and individual conversations with family members. Being the leader of a production department means assuming the role of reference point for all technicians, managing to manage conflicts, meetings, training and motivational processes.

Being the leader of a sales force means taking on the role of mentor and coordinator of resources and strategies, and applying the role in every communication with your collaborators. Regardless of which corporate or social reference group is, leadership must be considered a meta-role that transversally invests a subject within a group of individuals.

The assumption of the role is evident in the method of communication adopted, and its lack is equally evident. As Tonfoni points out, each role is charged with expectations and role behaviors: According to the Theory of Roles, a certain sequence of planned actions, called “role”, refers to the individual actors who occupy certain positions within one or more groups, within which there is a balance determined by the fact that at each “status “separate functions are assigned.

Based on the dynamics of the role, each individual must correspond to relative expectations; the role is therefore definable as a model of social behavior appropriate in relation to the expectations and the actual way in which an individual behaves in a certain situation. Failure to respect expectations and role behaviors is evident precisely in the inter-individual and group conversation in which the subject does not act as a “private individual” but as an “interpreter of the role of leader”.

Leadership therefore requires attention to the communicative listening dynamics in which they manifest themselves:

attacks on the role by team members;
improper role assumptions by team members or other subjects;

The correlated communicative behaviors are therefore:

reporting of the leader’s perception of the attack on the role;
clarification of the facts, making it clear that it is understood what is happening.
defense of the role;
negotiation of mutual roles. Leadership move detection exercise
Simulate starting a project to build a new product (banking, automobile, tourism, or others of your choice) that requires joint work between engineers, marketing experts and management control and finance experts.
Have all the participants start the dialogue in turn, with the requirement that those who open the negotiation try to be the leader.
Notice how during a conversation a participant taking an agreed role implements leadership. What to do to manage the power? Participants must decode the moves implemented by the assigned role, understand how the leader implements his leadership on the field.
In the debriefing phase (post-simulation analysis), provide feedback to the conversation leader on the effectiveness of the moves implemented.

Cooperative Dialogue (Cooperative Interaction)

The cooperative dialogue involves a strong concentration of positive moves, of openness, a use of SIM for analysis and sharing, and the elimination of attacks on the role and identity of others. The cooperative dialogue mainly consists of:

listening, avoiding interruption;
strategic shifts between the macro-purposes of the projects and the details, with a preference for macro-purposes and the search for a shared mission; consider the differences on the details as temporary, recoverable, and go in search of a common vision and what they have in common;
search for a win-win approach;
attitudes of openness and avoidance of the judgment of others (suspension of judgment until complete understanding).

© 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:

In intercultural negotiation

Game Theories and Conversational Leadership

8 Febbraio 2021 Nessun commento

© 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

Elements of Negotiation Game Theory

The role of the leader requires a strong attention to the communicative games in progress, with the awareness that in organizations and in negotiation messages are not produced for poetic purposes but above all to manage power. As Tonfoni (2000) points out: On the other hand, considering the communicative model within Game Theory requires the prior clarification of the model itself, as well as of the objectives.

The actors, within the theory, as “players” precisely by designing and implementing sequences of actions aimed at achieving a pre-established goal. This end is constituted by the profit, since the theory is oriented to the behavior of a predominantly economic nature. The “actors” are also “verbal communicators“; as such, their actions must essentially be aimed at a prediction as exact as possible of sequences of actions and an explicit determination of the so-called “rules of the game“.

The actors operate through the implementation of appropriate strategies, aimed at achieving the goal or at opposing counter-strategies activated by the interlocutors, or by other individuals who take part in the communicative game.

The negotiator’s leadership includes the ability to:

Create specific thematic offers: throw non-random arguments on the conversation table, to see what the interlocutors’ reaction is; observe whether they pick up on the theme or let it go, and other possible moves by the interlocutor (diminish, accentuate, cling to the theme, enhance it, ignore it);
Manage the conversational format: which climate prevails during the negotiation? Are we facing a format of “interrogation”, of “search for a solution”, of “mutual confession”, or what else? If during a sales negotiation the seller notices that the buyer is adopting the “interrogation” format, the conversational leadership plans to point this out, with phrases such as “this conversation looks more like an interrogation than a search for solutions, we would like try to give our meeting a different, perhaps more productive cut ”;
Rebalance power relations: in sales, above all, there is an “unspoken” in which the purchaser holds the power to negotiate. This power is exercised through typical attitudes of those in power: control over content, deciding who speaks, what is spoken, and how it is spoken. Sometimes this results in unmotivated arrogance. Conversational leadership involves the ability to reformulate the games, rebalance attitudes, bring the two negotiators back to the same level, so as not to be crushed.

Tutorial: What game are you playing? Who holds the power?

Some communication situations of leadership and negotiation are presented, in which the leader implements a strategic communication game. Participants must evaluate what game is in progress and its intended purpose Some playable games:

Detection of theme offers (which topics of discussion the conductor offers);
Detection of the conversational format (which conversational climate tries to set the subject);
Detection of power relations (who commands over whom).

© 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:

In intercultural negotiation

Cognitive Economics of Communication in Groups and Prioritization Skills

8 Febbraio 2021 Nessun commento

© 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

Deciding Priorities (What to Talk About) and Formats (How to Talk)

Cognitive economics deals with the efficient use of mental resources. An intercultural meeting poses high problems in the use of resources, since they must be divided and “absorbed” both by the debate on the contents and by the communication difficulties generated by linguistic and cultural differences.

The problems of cognitive economics therefore become even more pressing than intra-cultural meetings. We can therefore indicate that the use of time and resources becomes a meta-competence of the intercultural negotiator. Among his gifts are therefore the prioritization skills, the ability to set priorities, to be able to answer the fundamental question: what is good to talk about? How to manage scarce and limited time?

Each meeting has a high cost. Let’s simply try to calculate the hourly cost of many executives who spend a morning, arriving by plane from different countries, the cost of rooms and materials, the cost of preparation. Each group that comes together to achieve a goal may or may not give itself a strategy to optimize the resources deployed during the meeting. Intercultural prioritization skills require the negotiator to actively undertake to define which priorities to treat, thus also acting on the format of the negotiation, as well as to set the basic terms to be treated.

Defining which priorities to treat also means making very concrete choices: what to talk about first, what to talk about next. How to talk about it, with what approach, with what attitude. Other priorities concern the establishment of a positive conversational climate: without the right climate, any discussion on the contents becomes more difficult. For this, for example, it is necessary to understand that there is a precise relationship between climates and communication styles.

Some communication styles are deleterious to the achievement of a result, are diseconomic, dysfunctional, and must be grasped (in others), and avoided (for themselves). The subject of communication economics therefore requires:

1. Ability to recognize the (limited) attentional resources available for negotiation (resource awareness);

2. ability to understand the boundaries of time available (awareness of the times);

3. ability to move within these boundaries, deciding the most appropriate contents and recognizing the dispersive ones (awareness of strategic contents);

4. ability to manage the phases and times of the meetings (awareness of the interaction sequences)

5. ability to act on communication styles appropriate to the different phases, and on the attitudes underlying the styles of relationships (contextual awareness of communication styles).

The main themes of the economics of negotiation communication are highlighted in the following principle.

Principle 15 – Economics of communication and centering of negotiation

The quality of the negotiation depends on:

The ability to center the contents of the conversation;
The ability to manage one’s attention resources (attentional recharge and management of personal energies) and grasp the states of others;
Awareness of the time limits for negotiation;
The ability to segment negotiation times, distinguishing the negotiation phases and their specific objectives, in particular by mentally and de facto separating the listening time (empathy) and the proactive time;
The ability to modulate one’s own communication styles, breaking the communicative rigidity, knowing how to adapt the styles to the different phases, e.g. friend in the warming up and small talk phases (introductory chat), psychoanalytic in the empathic phases, assertive in the propositional phases, and other styles appropriate to the context.

© 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:

In intercultural negotiation

Interpersonal Motivational Systems (SIM) and Intercultural Leadership

7 Febbraio 2021 Nessun commento

© 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

Conversation Analysis and Negotiation Communication Climates

In each of the different communication moments that occur in the groups, different communication systems can be activated. The exchanges of messages that we observe between people or in a group are only the tip of the iceberg of stronger relational processes, the Interpersonal Motivational Systems (SIM).

Some of the most recognized SIMs are:

attachment;
seduction;
competitive spirit;
cooperation.

The conflict and the malfunctions of the groups therefore start from the system of communication observable in the dynamics of the group. Intercultural leadership consists in taking the reins of intercultural encounters, and being able to direct them with awareness and cultural tact.

It absolutely does not mean domination over the other, but it consists in an attempt to voluntarily manage communication flows, seen from above for greater awareness. For example, it is possible to recognize which of the Motivational Systems is being generated in the negotiation, and try to modify it. The principle of cooperation acts as the main glue of the group, but other systems can also be activated to increase its dynamism.

The Qualitative Analysis of Conversational States

We can recognize the type of communication in progress within a group by carefully reading the signals. With adequate training and high natural sensitivity, it is possible to grasp in a few words which are the “conversational states” that predominate a communication. By “conversational states” we mean here a sequence of communicative moves attributable to prototypes, for example:

confession,
seduction,
reciprocal jabs (creeping conflict),
the “locker room conversation”,
self-celebration,
seeking help,
self-victimization,
the offer of help,
the accusation,
the scientific analysis of a problem,
“let’s try to understand”,
the “gossiping of the absent”,
the outburst,
the “talk of trouble”,
the “daydream”,
the quarrel,
the interrogation,
the game,
the joke,
“talking among the like”.

Conversations are constantly moving from one state to another, and we can have conversations that start in terms of “confession” and then move into seduction, and slip into self-celebration, then again into accusation.

During an intercultural negotiation, the negotiator must be aware of the fact that certain conversational formats – such as play and joke – are difficult to translate between different cultures, so it is very easy to make gaffes, be humorous or forcibly “nice”. Other conversational formats, such as the scientific analysis of a problem, or “talking among similar people” (eg: confronting “family fathers”) can bring out cultural differences but with less room for error.

Each conversation (negotiation and otherwise) proceeds along one format anyway until another and different format takes hold. The role of conversational leadership is exactly to move formats and direct them where it is most productive. In the following diagram, we can visually grasp the concept of “layout of the conversational format”, which expresses a possible course of the conversation. What is productive, for intercultural negotiation, is therefore the ability to understand how the conversation is evolving along the path, and the ability to move the lines within more productive communication spaces.

© 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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