Month: February 2021

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ALM business method China's Cultural Diversity communication skills communication training The Intercultural Negotiators’ Training

China’s Cultural Diversity

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

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Today I would like to talk about the cultural differences that can be found in the Chinese area, starting with a brief explanation of China’s History.

China is one of the biggest countries of the world and the most populated one. Understanding its history is very important to understand the global development, because some of the most decisive discoveries and inventions took place precisely in this area (e.g.: paper, printing, gunpowder, compass, etc.)

One of the most important elements of Chinese history is the Dynasties.  Emperors and Empresses from the same bloodline ruled China from 150 BCE to 1911 CE. When a dynasty was overthrown, a new one would take its place or China would be divided into different states.  These Dynasties were held together by one of the most influential ideas of though, known as Confucianism. (1)

Confucianism was developed in China by Master Kong in 551-479 BC, who was given the name Confucius by Jesuit missionaries who were visiting there. However, the fundamental principles of Confucianism began before his birth, during the Zhou Dynasty.

At that time, the ideas of respect and the well-being of others were prevalent, but there was also an emphasis on spiritual matters – specifically, the goodness of the divine and the mandate to rule given to those in power. These ideas were meant to unite the people, create stability and prevent rebellion.

Confucius believed his philosophy was also a route toward a civil society. However, he shifted attention away from ruling authorities, the divine or one’s future after death, focusing instead on the importance of daily life and human interactions. This new, refined version of the philosophy did not completely take root until the next dynasty, the Han (140-87 BC). The foundation of Confucianism is an appreciation for one’s character and the well-being of others. 

This doctrine has a complete system of moral, social, political, and religious thought, and has had a large influence on the history of Chinese civilization. (2)

In 1911, China overthrew the Qing Dynasty to form a democracy, however in 1916 the government fell apart.  This caused a great chaos leading to China being divided up into several smaller states.  Eventually, two major parties tried to reunify them: the Nationalist party, that sought for democracy, and the Communist party lead by Mao Zedong, that took control of the country after the 1949 revolution.

Mao Zedong lead multiple cultural and industrial revolutions with varying degrees of success, turning this country into a mix of Communism and Capitalism. (3)

Even though it recently got reunited, china’s cultural differences still live. Due to the many barbaric invasions that got different ethnic groups mixed up, to the different geographical features that can be found in this vast land, to constant political and economic divisions and reunifications, etc. China possesses an incredible variety of cultures.

For example China legally recognizes 56 distinct ethnic groups and 292 living languages. All these languages could communicate thanks to Chinese characters, that could be well understood all over the country.

Concerning religion, the government of the People’s Republic of China officially espouses state atheism, but over the millennia, Chinese civilization has been influenced by various religious movements, such as Taoism and Buddhism, that were combined with the doctrine of Confucianism.

Diversity can be found also in Chinese cusine. In China we have the “Eight Major Cuisines”, including Sichuan, Cantonese, Jiangsu, Shandong, Fujian, Hunan, Anhui, and Zhejiang cuisines. All of them are featured by the precise skills of shaping, heating, colorway and flavoring. Generally, China’s staple food is rice in the south, wheat-based breads and noodles in the north. Furthermore, southern cuisine, due to the area’s proximity to the ocean and milder climate, has a wide variety of seafood and vegetables, that the northern cusine do not possess. (4)

There are many other cultural differences that can be mentioned, but there is not enough space to list them all.

So, to conclude, China is an example that cultural differences do not exist only among different countries, but also inside one country. To negotiate effectively, we must be aware that even our closest neighbour, culturally speaking, can be the exact opposite of us, even though we both share the same place of origin.

Chinese Regions

(1) http://goayc.org/blog/2018/5/17/a-brief-overview-of-chinese-history

(2) https://study.com/academy/lesson/confucianism-definition-beliefs-history.html

(3) http://goayc.org/blog/2018/5/17/a-brief-overview-of-chinese-history

(4) https://en.wikipedia.org/wiki/China

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

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Hidden Interculturality in the Company: the Negotiation Between Different Professional Cultures

© 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 

Example of Recognition and Modulation of Sub-Languages ​​in a Sales Negotiation.

Each administrative communication session can be destroyed by the use of dysfunctional styles and jargons, words, and inappropriate attitudes. In the case we present below, we can see how two corporate cultures can collide when one (or both) don’t care 1 – to take into account the comprehensibility of one’s own language, of the terms used, to explain the terms that allow understanding of the speech (terminological metacommunication capacity); 2 – of the precision of the language.

How communication style choices increase negotiation distances In a business meeting between an IT company and a mechanical company, the conductor (owner of the IT company) mainly uses two repertoires and related communication strategies:

  • the use of a dense repertoire of English-speaking terminologies even where it is not necessary (Anglophone managerialese);
  • the dressing of terminologies with phrases that obscure the meaning and create connotative penumbra (smoky meanings), with the function of “softening” the image and workload that the adoption of the program provides (diminutive style).

Tab. 3 – Elements of repertoire, managerialese-diminutive style (A)

Repertoire used for the “Anglophone managerialese” componentRepertoire for the “diminutive style”
1 – Make a forecast
2 – He is a staff user
3 – I have seen the account
4 – Get the Function Description
5 – If you want to contact the trader
6 – We need to address the target setter
7 – You want to do a tracking
8 – If it overdues
9 – We have a visit
10 – We must give a reason
11 – We work on the field
12 – Make a pricing
13 – I take a sales call
14 – At the front end
15 – To the backend
16 – I do the query
17 – It is an activity report
18 – Take a survey
19 – A little more friendly
20 – The Repository
21 – To activate the click-stream analysis you need the BW		1 – It seems to me that they are satisfied customers
2 – We need to think about it for a moment
3 – Let’s take a very quick tour
4 – The version for the handheld
5 – A little like on the internet
6 – A small graph
7 – We are seeing a little concrete application
8 – Let’s see if it’s possible for a moment
9 – Let’s do a little check then let’s see
10 – I think it can be done

In four hours of meeting, we can witness the Collision of conversational states, in which a team (sales team) uses repertoire A (“diminutive English-speaking computer managerial”), while the purchasing team uses a repertoire similar to the following:

Tab. 4 – Elements of the pragmatic-concrete style

Terminological repertory (words)Pragmatic questions
1 – The market
2- Customers
3 – Internal staff
4 – The workload
5 – Ease of learning
6 – Integration with existing programs
7 – Hours
8 – Days
9 – Cost of licenses
10 – Limitations of use
11 – Skills  		1 – On this project, who does what in our company and who does what in your company?
2 – Can we use the program we are down using to produce the website or do we have to switch to another program?
3 – Do we have to change the program?
4 – Can we continue to use Macintoshes or should we switch to Windows?
5 – What are the internal skills of the company needed to make the system work day after day?
6 – Who needs to know what to do?
7 – How long can a training course last?
8 – Who should participate?
9 – If I want to change a data entry screen, can I do it from within or do we have to make a request to you?
10 – How many days will it take to start and set up the program?
11 – Can we personally visit a company that has already adopted this system?
12 – Do you need a license?

Meeting styles tutorial Reproduce through role-playing the progress of a possible meeting between team A (“managerialese-diminutive” sales team composed of owner and shoulder) and team B (“concrete-pragmatic” purchasing team composed of owner and shoulder

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 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:

Categories
intercultural negotiation

Code and Lines of Thought: a Two-Dimensional

© 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 

First Component: the Communication Code

Culture is considered in this method as a set of patterns of thought, categorization, behavior and communication, which are both learned (during the individual’s growth) and inherited (the result of the genetic behavioral code). These patterns influence world perception, communication and behavior. Furthermore, following the theoretical perspective of Watzlawick and others, communication is considered as a process that occurs both intentionally and involuntarily, at any moment the behavior occurs in the presence of others.

From a semiotic perspective, the fundamental unit of analysis and the first component of communication perceived during interaction is the sign, the largest inclusive category of entities of meaning. Signs are what we emit, and they constitute the external communicative behavior perceived by a receiver or observer. Therefore, verbal behaviors, non-verbal behaviors (imagine for example the body posture we assume in front of an interlocutor, and its unspoken meanings), written communication, symbols, images we use to communicate are signs. The signs (used to communicate) and the meaning of the communication are linked by a communication code, which in turn is made up of subcodes.

A communication code is therefore intended as a system of rules used to connect expressions (any sign used to communicate, both verbal and non-verbal) to the underlying meanings. Awareness of the multiple codes of communication is essential for communication quality. Every conscious communicator / negotiator knows that his or her body emits signals all the time, and that these signals can be inconsistent or congruent with verbal signals (words or phrases spoken). We can say – in words – to be serene, but transmit with the body the feeling of being tense and nervous, and our interlocutors will notice it .. We can verbally express pleasure and unconsciously transmit repulsion.

The problem of communication codes is above all a problem of communication style, which requires the choice of the type of language to be used. What style, what language do we use to express the message? Let’s use a metaphor on the styles of sexual communication: … we currently know four different languages ​​in sexuality, each of which gives a completely different imprint to the same situation.

For example, if she wants to be penetrated, a woman may ask:

  • “Insert the penis into the vagina” (technical language);
  • “I would like to feel you inside me, to see the stars” (romantic language);
  • “Fuck me and make me enjoy” (pornographic language);
  • “With the jade staff open my lotus flower” (poetic language).

Every negotiator, every communicator, consciously or not, uses a linguistic style. Style can be seen in every phase of speech and conversation, in every written communication and even in physical media (materials, objects).

A negotiator can open the conversation with a business interlocutor by stating:

  • «We are here to evaluate how it is possible to build a project together» (cooperative language);
  • “It is necessary to evaluate the feasibility and the possible break-even point of one of our joint ventures” (English-speaking managerial language);
  • “Ok, we’re here, now let’s cut it short, tell me your conditions and hurry up, I don’t have time to waste” (aggressive language);
  • “Let’s try to explore our common horizons and see if a dawn can rise between us, I hope not a sunset” (poetic-ironic language).

Awareness of the codes and styles used is essential, since codes and styles can be antithetical or similar, functional or dysfunctional with respect to the objectives.

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 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:

Categories
intercultural negotiation

Psychological and Communicative Distances

© 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 

Differences Between Sender and Recipient of Messages

The T2V method developed by the author addresses the problem of the “distances” that separate communicators – psychological and communicative distances, certainly not physical – and how these can or cannot be overcome. Feeling the “distance” between people is a common, daily fact. Feeling distant even when you are physically close, looking for a contact and not finding it, not understanding the approaching moves of others, the desires of a deeper relationship, or the signals that others send us.

It is a common aspect of life. We can, however, and this is the interesting game – try to reduce these distances, if and when we desire it inwardly – in the case of friendships and intimate relationships. In these cases, or when it is important in terms of business, it is possible to put in place devices that allow us to seek the approach, reduce the distance and remove misunderstanding. Among the main errors of communication is that of deluding oneself that people are all in all similar in terms of opinions, languages, attitudes, basic values, world views.

This presumption leads us to consider the transmission of an idea or concept that we consider obvious and simple, an almost “automatic” fact, while in reality this is not the case. A further illusion is that intercultural communication requires little effort or commitment. Some think of resolving relationships with wives, husbands, children, colleagues by talking on a cell phone for a few minutes. Even if it were hours, the communicative quality will still remain unsuitable for the problem. True intercultural negotiation requires time, commitment, dedication, interpersonal contacts and extensive “relationship work” that doesn’t end with an email or a phone call.

If we want to be effective on an intercultural level, we must use the right time and the right means of contact. Personal critical incidents analysis tutorial Critical incidents (critical cases, positive or negative) are extremely helpful in discovering some relationship mechanisms that do not work, or behaviors and attitudes that create difficulties in relationships and negotiations.

Analyzing some critical personal relationship incidents (critical, positive or negative events), in which we can assess that not enough time has been spent working on the relationship, clarifying differences, or the most effective means of contact have not been used from us or from others. Highlight:

  • times (when);
  • people involved (who);
  • reasons for the criticality (why);
  • possible alternative lines of action to be taken in similar cases.

Differences between sender and recipient of messages

One of the main areas of intercultural communication is the study of the differences between the sender and receiver of the message. How are “I” and “you” different? In relations between companies, where are the differences between “us” and “you”? In our method we will use two primary variables that constitute differences between communicators – two main cultural differences, (1) the communication code and (2) the world-view. The union of the two variables will allow us to develop a matrix of communication situations or states (COMSITS).

From the analysis of the matrix, we will propose some considerations on the limits of communication. In particular, the implications concern:

  • (1) the technical aspect of the communicative quality, that is, the exactness or accuracy of the exchange of information between people of different cultures (understanding), and
  • (2) the result of the communication in terms of agreement on the contents and visions expressed between the communicators. The two-dimensional model will be further developed in a forthcoming publication through the introduction of the four-variable model (T4V).
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 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:

Categories
intercultural negotiation

Barriers to communicability, linguistic microdiversity, macrodiversity, semantic fields

© 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 

Some Linguistic Problems

In the previous paragraph, we began to mention the problem of the different conception of the world produced by cultural diversity. But the problems don’t stop there. In fact, in intercultural communication we find a further barrier, generally much more evident: a different language, a different language, an uncommon communication code, unknown sub-codes (dialects, professional languages).

It is enough to hear two astronomers or two physicists talking to each other, while dealing with their work problem, to feel completely alien after a few seconds, unable to mentally connect with what they are saying. Also in this case we must consider an important phenomenon: linguistic diversity can be evident (macrodiversity: eg, Chinese vs. Arabic), but also very subtle and difficult to recognize, creating situations of linguistic micro-diversity.

There are different professional languages ​​within the same language, and different meanings applied to the same words. The problem of communication is not limited to the translation between different languages, but also touches the flow of words that exist between father and son, who grew up in two different generations, with different models and languages, or between managers of different sectors, whose problems and languages ​​become separate worlds. Translating means carrying meanings into other languages, but also, and above all, allowing access to a different system of thought.

Let’s see the following case:

• for US Americans, “tomorrow” (in Italian) means from midnight to midnight;

• in Mexico, “mañana” (always “tomorrow” in Italian) means “in the future”, it has a general postponement sense, and absolutely does not include a precise time frame.

The two different conceptions are not purely linguistic, but refer to a different perception of time. A seemingly trivial act, such as writing a date, can cause misunderstandings and problems, e.g .: 05.02.2010 means February 5, 2010 in many European countries that adopt the day / month / year date format, but it means April 5, 2010 in the USA and in other systems that conventionally adopt the month / day / year format. When two generations or two religions dialogue with each other, the problem of cultural interpretation arises seriously. This problem also arises in the dialogue between two companies, regardless of the language used.

One of the most naïve mistakes of those who face the intercultural dimension is the presumption that it is possible to translate the meanings exactly, transposing verbs and words “as they are” and simply bringing them into the language of others. Translation is actually a much more complex phenomenon. Each word, each verb, has specific “semantic fields” (fields of meaning) that cannot be translated exactly into the language of others. In some cases, there are no translation possibilities – in many cases, words and verbs have no exact correspondence in each other’s cultures and languages. Let’s see an example. An Italian company is preparing to start a production activity in China. He is looking for on-site consultancy to train managers on the issues of quality-oriented leadership, commitment to corporate values ​​(commitment), good internal communication.

It is therefore looking for trainers in communication. But how will you describe your need when the category of “trainers in communication” is not linguistically consolidated in the Chinese language? And are we sure that – if there is a similar term – the mental image that in Italy corresponds to the “trainer” is the same in the mind of the Chinese recipient? Thinking that the mental images between two subjects can match perfectly is a pure illusion. There are also intercultural problems when it comes to communication between the sexes.

If we only reflect on how much diversity exists between a Latin man and a woman on the concept of “having a relationship”, or “making love”, and other similar concepts, we can understand that the intercultural dimension is present in every moment of the day. But let’s go back to our Italian-Chinese dimension. What form of communication are we talking about? In Chinese there are at least two terms (ideograms) to describe “communication”, and at least three words that can vaguely approach the meaning of the term “trainer”. Are we sure we can translate correctly or that the translator does it? Let’s see some of these meanings in the following comparative table.

TermsIdeogramsPing YinMeanings
Communication沟通gou tongunderstand each other well between the parties
Communication传播chuan bomake yourself understood and spread your ideas
Trainer训练员xun lian yuanwho helps to do exercises
Coach培训pei xuna growth guide that takes care of both aspects of skill and motivation
Coach-Mentor导师dao shispiritual guide – who lights the way – who assists you in your growth (ex: study mentor, religious guide, teacher)

Even very similar languages ​​(Italian and Spanish) can give rise to translation problems, sometimes due to the similarity of the sound or the word. The word “embarrassed” in Italian has a meaning (roughly, to be uncomfortable), while in Spanish the word “embarazada” means to be pregnant. The same similarity in the root of the word generates problems in the American speaker who relates to a Spanish speaker by saying “I am embarrassed” (I am embarrassed), which can be decoded as “I am pregnant”.

The intercultural problem does not start only from the kilometer distance, but can occur within a few meters. Each dialect is full of words that cannot be translated into the official language. For example, the Ferrara dialect – like any dialect – uses terms that cannot be translated literally into the Italian language:

Tab. 2 – Some correspondences and problems of exact untranslatability from dialect (Ferrara) to Italian

TermsRough explanationTranslations into English possibleProblems of semantics
CioccapiattSomeone who “locks the plates”, who makes plates bang
The cioccapiatt highlights the person who makes a lot of noise but does not produce concreteness, someone who talks a lot but does not, but also someone who claims to have done or to do, but then will not.		Talker, braggartChiacchierone does not contain the semantic dimension of stealth, of boasting, which “cioccapiatt” instead possesses
Millantatore is very negatively connoted in Italian, but the “cioccapiatt” in Ferrara is only vaguely offensive, it is often a joking term.
PuffarolSomeone who “makes puffs”. Puffs are scams, escapes, broken promisesScammer, “crook”The puffarol makes scams, yes, but not graphs, it can do at most little damage
TrabascanShady person, someone who has “shady turns”Crook, shadyThe Trabascan is much more negative than the Puffarol, it can also be criminal, while the Puffarol generally does not do serious damage, but is limited to “throwing bins”

Exercises on untranslatability Exercise: search for words within their own dialects (if known), which may be difficult to translate into the Italian language. Evaluate the problems and difficulties of a precise translation, using the example of the table above. Exercise: search for words within your own language that may be difficult to translate into another known language. Evaluate the problems and difficulties of a precise linguistic translation, and the alternatives to effectively transfer the meaning. Exercise: researching technical terms within your profession, selecting above all the terms that should be explained to new customers, and the terms that we cannot take for granted or simplistically translate into a different language. Above all, select the terms that require the client’s “acculturation”.

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 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:

Categories
intercultural negotiation

Communication Barriers, Psychological Distances, Misunderstanding and Disagreement – T2V model (Trevisani 2 Variabili)

© 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 

Language Barriers and Cultural Barriers

One of the first discoveries of those who venture outside their own cultural contexts is that the behavioral rules that work in their own culture prove to be fragile and not very productive when transposed into a foreign context. Let’s see some short examples:  In your home: for a while you have wanted to discuss a topic with a family member, but every time you try it, the person escapes.

What is happening?

  • In your country: a customer would like to buy (a project, a product) but you know that the purchase is underpowered, the problem he would like to solve is big and the budget is not enough to give him a real result, how do you manage to make it understood?
  • Beijing. 9.30 am, Sheraton Hotel. The client company’s delegation has not yet arrived, the appointment was at 9.15 am. Can we interpret it as a tactical move, or a real delay? Did they want to delay, or did something happen?
  • Moscow. We offer the counterpart the exclusivity of our product on Soviet territory, the additional benefit of training the staff of their entire sales network, but the counterpart is offended and closes the negotiations. What happened?
  • Buenos Aires. The negotiations to access the contracts of the ministry of industry are endless, incomprehensible, obscure. How to behave?
  • Jerusalem. Representatives of the Jewish, Catholic and Muslim cults, ministers and political representatives meet to negotiate a possible peace, you are called to lead the debate, how to avoid a conflict?
  • Budapest. The plant management fails to break down production defects, any attempt to intervene in depth is in vain. What to do? In each example situation exposed, we are faced with the problem of intercultural negotiation. The intercultural negotiation capacity is in the hands of those who are most skilled in managing communication in the field, applying cultural awareness (power of awareness) in every single contact.

But let’s see some other situations.

  • Bologna, beginning of the third millennium: a nine-year-old boy no longer wants to go to the football school he has been attending for two years, he prefers to play with his friends on the pitch, and he doesn’t want to hear more about football and league school. Why?
  • Munich: a 30-year-old husband, freelance, argues with his wife (same age) because he wants to have children only when they have a solid economic base, while his wife wants to have them soon. What’s up?
  • Your home: you wake up in the morning and you know you had a dream that hit you but you can’t remember the details. What happened?
  • In your office or company: with a colleague you have not been able to understand each other for a long time, you seem to speak two different languages, the more you try and the more you do not understand each other, you begin to be really tired of the situation. What is actually happening? In all these cases the intercultural dimension enters – at various stages.

A common denominator unites all these cases: language barriers are nothing compared to the different vision of the world that people bring with them, and to the differences that exist between themselves and others, despite appearances. We do not want to reveal or propose easy or immediate solutions for all these different cases (at most, we can propose hypotheses), but we want to give only a clue on the case that is certainly more strange and difficult to frame as intercultural communication: the memory of a dream.

Well, as various researches in the field show, even the dialogue within the same person (interior dialogue) takes on features of intercultural dialogue. When different states of consciousness have difficulty in communicating with each other, eg: the rational state of wakefulness versus the unconscious and subconscious state of sleep, internal incommunicability occurs.

These states are dominated by extremely different logics, and they manage to find moments of commonality only on rare occasions (such as in border states, of semi-sleep, the moments in which neither of them manages to dominate the other). Even on an inner level, therefore, we find symptoms of a condition of intercultural dialogue. Comparison exercise and search for alternative explanations. Attempt, in small groups, to give answers to the questions posed by the cases highlighted above.

Try to highlight

  • alternative hypotheses or alternative explanations;
  • the different hypotheses on the ground;
  • think about the probabilities that our explanations are really the causes of the investigated phenomena;
  • search for one’s own evaluative rigidity, the hypotheses that start from stereotypes or unverified beliefs.
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 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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Categories
ALM business method Intercultural conversation management techniques The Intercultural Negotiators’ Training

Communication Training and Communication Skills

© Article translated from the book “Negoziazione interculturale, comunicazione oltre le barriere culturali” (Intercultural Negotiation: Communication Beyond Cultural Barriers) copyright Dr. Daniele Trevisani Intercultural Negotiation Training and Coaching, published with the author’s permission. The Book’s rights are on sale and are available for any Publisher wishing to consider it for publication in English and other languages except for Italian and Arab whose rights are already sold and published. If you are interested in publishing the book in English, or any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

__________

In the following article I will go on explaining the basic features of the ALM business method, listing the most important communication training techniques and communication skills that every negotiator would acquire with it.

Communication trainings and simulations are essential to help us move from theory to practice. In the communication training of the ALM method: 

  1. We use an active training, paying particular attention to experiential assimilation and to active participation; moments of conceptual and theoretical reflection are useless if not concretely experienced. 
  1. the theory is connected to personal cognitive schemes: we aim to introduce new concepts and skills and to modify the underlying belief systems. A pure academic expression of concepts may not be enough to make people change; 
  1. There is a transition from cognitive schemes to behavioural and linguistic schemes: each of us must be ready to use concepts, beliefs and attitudes, by activating them without resorting to memory, thus avoiding long cognitive elaborations. Just as the footballer does not need to think about how the femur moves to shot a penalty kick, the negotiator must develop communicative automatisms connected to an inner communicative know-how. 

The success of communication is therefore positively related to: 

  • the available communicative repertoire: behavioural and communicative responses wideness and variety, stylistic repertoires wideness and variety; 
  • the degree of “readiness” (easy accessibility) with which communication skills and relational moves can be used. This way, they become motor and linguistic schemes ready for activation and not mere mental traces to be reworked when necessary. 

The final aim of this method is to obtain a high level of preparation on communication, which can help the negotiator to be ready to negotiate during most of the negotiation situations that may arise. 

Communication training is divided into two areas: 

  • transversal competence: the basic area (ground-level) where the main skills necessary in each negotiation are examined, and 
  • situational competence, in which individual contexts necessities and specific interlocutors’ needs are analysed. 

 The success of intercultural communication depends on two types of communication skills: 

  • The first is transversal to cultures and consists of general rules of effective communication that apply in any cultural context and it represents the basic communicative competence (ground-level expertise); 
  • The second one is more specific and regards the cultural and situational target. In fact, there is an analysis of cultural traits and communicative strategies are based on the culture with which one must interact. 

The main interpersonal communication skills covered (ground-level expertise) are: 

  • code switching: ability to change codes, linguistic styles and linguistic registers; 
  • topic shifting: ability to manage a change of topic and a conversation re-centering; 
  • turn taking: ability to manage conversational turns; 
  • self-monitoring: ability to self-analyse; 
  • others-monitoring: ability to analyse and decode one’s interlocutor’s phases; 
  • empathy: ability to understand others’ point of view and to see the world from within their value system; 
  • verbal linguistic competence: ability to use language, choosing words and repertoires correctly; 
  • paralinguistic competence: ability to use the non-verbal elements of speech, pauses, tones, accents, underlining, emphasis; 
  • kinesics competence: ability to communicate through body movements (body language); 
  • proxemic competence: ability to communicate through space management and personal distances; 
  • socio-environmental competence: ability to interpret and understand “what is happening here”, in relation to the frames that come to life in the interaction. 

In order to work on these skills, it is necessary to apply active training techniques. A special publication of the ALM method is dedicated to this topic. 

Active training techniques mainly use actions, experimentations and behavioural researches, including elements such as: 

  • role playing; 
  • breathing techniques and voice use; 
  • techniques used for unlocking conversational repertoires; 
  • stage space use and body language; 
  • simulations and business games; 
  • theatrical and negotiating improvisation; 
  • analysis of the dramatic structure of the text, analysis of critical incidents and psychodramas; 
  • character building and relationship games. 

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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  • transversal competence
  • situational competence
  • code switching
  • topic shifting
  • turn taking
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Categories
intercultural negotiation

Consonances and Dissonances Between Linguistic and Non-Verbal Styles

intercultural negotiation working communication

© 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 

Negative Non-Verbal Signals from the Interlocutor (Tension, Disinterest)

Non-verbal communication can reinforce the verbal message or be dissonant with it. Listening carefully and nodding can signal interest much more than just a verbal statement. Saying “I am interested” with words and expressing boredom or disgust with body actions produces a dissonant signal and creates suspicion or irritation. The coherence (matching) between words and actions:

  • increases the perceived honesty of the subject;
  • denotes trustworthiness;
  • shows interest;
  • shows that we are in control of the situation;
  • produces a sense of security and solidity of the contents.
    On the contrary, the incongruity:
  • creates a sense of distrust;
  • generates feelings of lack of authenticity;
  • produces doubts and suspicions of falsehood on the verbal contents heard.

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

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

The dissonances concern every semiotic system, every sign carrying possible meanings. A company that declares itself important and does not have a website, or has an amateur site, expresses an image dissonance, just as a negotiator forgets to bring essential tools with him (catalogs, calculators, and any other necessary and expected tool ).

Non-verbal signals may indicate that the interlocutor is following the dialogue with a positive or negative attitude. Negative reactions in general are denoted by:

  • angulations of the body: shoulders retracted, distancing;
  • face: tense, shows anger;
  • voice: negative tone, sudden silences;
  • hands: movements of refusal or disapproval, tense movements;
  • arms: straight, crossed on the chest;
  • legs: crossed or moving away at an angle.

Exercises of consonance and dissonance between verbal styles and non-verbal communication styles. Initiate a dialogue on a random theme (e.g. where it is more pleasant to take holidays) and express – only through body postures – the following meanings:

  • I can’t stand you, you give me physical annoyance;
  • you are nice;  my head is elsewhere, I find it hard to follow you, I am distracted;
  • I have doubts about your honesty.
    Second phase of the exercise. Let’s now modulate the styles, introducing some variations:
  • verbal expression: saying “I can’t stand you, you give me physical annoyance”, with non-verbal reinforcement (eg: grinding your teeth, clenching your fists);
  • verbal expression: “I can’t stand you, you give me physical annoyance”, with non-verbal dissonance (eg: smiling amiably).
    Following the scheme shown:
  • Verbal expression: “you are nice”, with non-verbal reinforcement;
  • verbal expression: “you are nice”, with dissonance in the non-verbal;
  • verbal expression “I have my head elsewhere, I find it difficult to follow you, I am distracted”, with non-verbal reinforcement;
  • verbal expression “I have my head elsewhere, I find it hard to follow you, I am distracted”, with non-verbal dissonance;
  • verbal expression “I have doubts about your honesty”, with non-verbal reinforcement;
  • verbal expression “I have doubts about your honesty”, with dissonance in the non-verbal.
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 any other language, or seek Intercultural Negotiation Training, Coaching, Mentoring and Consulting, please feel free to contact the author from the webstite www.danieletrevisani.com 

For further information see:

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intercultural negotiation

Variance of Colors Between Cultures, Variance in the Meaning of Gifts

intercultural negotiation working communication

© 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 

And Use of Pre-Tests to Evaluate the Impact and Satisfaction

A further element of symbolic communication is given by the use of colors. The use of colors and the symbolisms associated with colors also vary according to cultures. Let’s see some cases: while in most Western and Arab countries the color white is synonymous with purity, in Japan and other Asian countries white is the color of death and mourning.

Yellow is associated in Western countries with signs of attention, while in China it represents wealth and authority. Purple represents in Latin America a funeral color (death) while in Europe it is associated with royalty, with the precious velvets of the courts. It is not possible in this volume to deal with a scale of associations for each color in each nation, but we underline the need to pay attention to the symbolisms associated with colors, whenever problems arise in the choice of colors and graphics, for example in packaging, gifts. of representation, in objects.

Blue is among the “safest” colors on a cultural level, but practically all colors take on some particular meanings in some countries, such as red, the color of the celebration in China, used in events such as parties, weddings or funerals, orange which in Ireland is the symbol of the Protestant religion, or the color Saffron (light orange tending to peach), sacred color of the Hindu religion.

Even the objects and symbols are not neutral. An Italian company used hand symbols (e.g. an open hand) to create company logos and key rings, producing a wave of protests from Greece (where the open hand symbol is used to offend), while still in other countries of the ‘Latin America retailers refused to display packages containing “ok” symbols in stores because they were considered offensive.

The basic principle to avoid macroscopic errors is the use of the pre-test, the “pilot test” on some subjects, small samples, representative people of the local culture who are able to give feedback on the appropriateness of colors, shapes and symbolisms , of messages, seen from within the culture itself. The pre-test method also applies to the choice of gifts, presents, and any other symbolic action whose impact may vary on a cultural basis.

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 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:

Categories
ALM business method conversation analysis Intercultural conversation management techniques The Intercultural Negotiators’ Training

The Intercultural Negotiators’ Training: an Intruduction to the ALM Business Method

© 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 

__________

To be able to negotiate effectively, knowing how to sell is not enough: it is necessary to develop transversal skills that favour the fluidity of communication and help us to avoid cultural barriers getting in our way. To do this we must undertake a path of deep personal training, without limiting ourselves to a superficial linguistic and cultural knowledge. So, let’s learn about one of the most effective training methods, the ALM method.

The ALM negotiation approach is characterized by: 

  1. action line flexibility, non-stereotyped negotiating strategy, creative strategy; 
  1. the negotiator’s strong emotional awareness; 
  1. the presence of strong negotiation preparation, communication training and simulation; 
  1. a holistic approach that pays attention to: 
  • a general knowledge, 
  • the know-how, but especially 
  • the negotiator’s knowledge of his/her role as a negotiator. 

This approach favours the negotiator’s/communicator’s growth, especially on the human level. 

Rather than identifying a single negotiating strategy, the ALM method invites us to ask ourselves which are the available “constellations of strategies” – using Tinsley’s term – and which of them may be more profitable. 

The ALM approach also invites us to always take into consideration the fact that misunderstandings may occur, leading us to conflicts, and to examine the inferred meaning of negotiation arguments, without automatically taking it for granted. 

The ALM method basically proposes an open, transparent and direct line of communication. However, we must remember that this method of communication cannot be applied automatically, because it cannot be considered a standard even in Western societies, where clarity and immediacy are apparently promoted (as in American society), and even less so in Eastern societies, where excessively explicit statements can lead to offenses and conflicts. 

For this reason, the intercultural negotiator must be aware of the “stress or shock “that comes from direct communication. He/she must also learn how to alleviate it, in case one decides to go for an open communication, such as for a constructive criticism or even for new communicative ways, that can be unusual for the other party.  

In this case, we are referring to the psychological pact between negotiators, in which both interlocutors, even before entering the negotiation, try to establish their own methods of communication, while sharing some negotiating rules. 

The success of intercultural negotiation therefore depends on: 

  • the ability to establish common rules, that must be followed during negotiation;  
  • the rules application consistency; 
  • the ability to change the rules when they are not practicable or effective. 

On an intercultural level, it is important to work on communication skills, and on the basic attitude of intercultural awareness. 

Working on our skills means increasing our awareness of communication tools, by understanding how to use them effectively. Working on attitudes means eliminating cultural rigidities, recognizing stereotypes and one-way approaches, knowing how to maintain a flexible and open mind, which allows us to move with awareness during a negotiation and in international contexts. 

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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  • ALM business method
  • applying communication rules with consistency
  • awareness of one’s role in negotiation
  • Best coach in intercultural communication in the world
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  • Best coach in intercultural negotiation in the world
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  • communication training
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  • cross cultural communication
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  • cultural systems
  • dialogue between companies
  • different cultural approach
  • different cultural context
  • direct communication shock
  • direct line of communication
  • disagreements
  • Effective intercultural negotiation techniques
  • face-to-face communication
  • front-line communication
  • general knowledge
  • high-context cultures
  • How cultural differences affect negotiations?
  • How does culture influence negotiation?
  • intercultural communication
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  • know-how
  • low-context cultures
  • misunderstandings
  • negotiating rules
  • negotiation preparation
  • negotiator’s emotional awareness
  • negotiator’s growth
  • open communication
  • psychological pact
  • simulation
  • transparent communication
  • What are the 5 stages of negotiation?
  • What is effective intercultural negotiation?
  • What is intercultural negotiation?
  • working on attitudes
  • working on skills
  • World’s most famous expert in intercultural communication
  • World’s most famous expert in intercultural negotiation