Intercultural Negotiation Coaching, Training and Consulting – Page 11 – The reference book on Intercultural Negotiation by Dr. Daniele Trevisani

The Common Ground Research

Post author By dr.daniele.trevisani
Post date January 30, 2021
No Comments on The Common Ground Research

© 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

The importance of working together

Two subjects who have identical visions and identical objectives, two mental clones, do not need to enter into a real negotiation and will not be able to build anything original and “more creative than the single“, working together, as their baggage is identical.

On the other hand, when different visions, different conceptions, different needs emerge, the negotiation comes into play, as well as the possibility of creatively building by drawing on different baggage. Negotiation means actively engaging in the search for a solution that satisfies two or more interlocutors who start from culturally different positions, bringing out (1) latent differences and (2) common foundations on which to rest.

We are negotiating while negotiating a price or a purchase – and this is evident – but also while discussing which movie to see (sentimental or action), or what to do on the weekend or on vacation (sea, mountains, rest, work, visits. family, sport) starting from different tastes and preferences.

Principle 7 – Negotiation prerequisites

The success of negotiation communication depends on:

the degree of commitment / willingness of each subject to actively seek a mutually satisfying solution (win-win approach);

the ability to accurately recognize the factors that make the starting position or the interests of the parties different (recognition of differences);

from the use of past diversities to the conscious state, as a driving force and creative;

from research and construction of common ground on which to gradually build a solution. In a family, a negotiation on “which vacation to take” will be largely unproductive if it starts with the discussion of specific details such as the name of the hotel or the location, and does not go into – first of all – the search for the experiential common ground: which type holiday do we want to do together? What kind of experience does one want and what does the other want? In our mind, what are the aspirations related to vacation (relaxation, adventure, exploration, leisure, care, safety, risk, closeness, distance, exotic vacation, ethnic, cultural, and other background elements), and where are our differences of bottom? Even between companies, it is inopportune and risky to start a negotiation on the details (price, times, dates, places) without having defined what type of relationship you want (even if only “want”, not necessarily “impose”). For example, in every purchase / sale negotiation it will be necessary to understand if we are talking about a “one-off” sale, a “product test”, the search for a “continuity supplier”, the search for a “scientific partner research and development “, and other basic connotations.

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intercultural negotiation

Corporate memetics

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

Where our ideas come from, how they enter the company, and our attempts to make them survive

A healthy life (personal but also corporate) requires awareness of what beliefs, values or teachings we are putting into practice, and above all recognizes the fact that they have been acquired by acculturation, have been assimilated by the surrounding environment – from family to school to religion – have “entered” and the subject himself is impregnated with it. Human beings are full of “memes“, of mental traces, ideas, beliefs, learned from other human beings (face-to-face) or from mediated sources. Even companies are full of “ideas” or “mental traces” often suffered rather than built.

Memetics – as a new discipline in the social sciences landscape – deals with how ideas or “memes” are transmitted from person to person, from group to group, as well as how genetics deals with the transmission of genes and hereditary heritages . The ideas that each of us carries have been learned by someone (in large part), and we ourselves have partly modified them, becoming bearers of memes. Who brought these ideas within us? Who brought them to the company? How did they spread? Who is a healthy carrier? Are they all good or are some of them harmful viruses?

As soon as two cultures meet, we discover that our memes are different from those of others, but in “reproductive” terms we try to replicate our own rather than accept those of others. At the center of intercultural negotiation there is not only the question of who “is right” about the details, but even the attempt to make their “memes” survive, to reproduce their own vision of things, sometimes to impose it. This behavior from the ethological point of view of the “human animal” is normal, it responds to the principles of conservation of the species. Like any animal being tries to reproduce its genes, the social being tries to reproduce its ideas (“memes”) and pass them on to others.

The concept of “memetics” (expressed by several scientists) lends itself well to studying how ideas are transmitted from person to person, from group to group, as does “genetics” with the transmission and replication of genes. Intercultural negotiation does not consist only in an encounter between different positions in detail, but in the clash between subjects carrying a different “memetic”, a different “cultural genetics” or personal heritage. There is therefore a first strong awareness that makes the intercultural negotiator more effective: the awareness of one’s own culture, of one’s active “memes”. This awareness does not mean rejection and must not automatically produce rejection of what has been learned culturally, but only and simply awareness of what has been learned (what), of the sources (from whom), and of the history of one’s learning (when).

The analysis is carried out on several levels. – On the general level of one’s own learning and acculturation. Ex:

What did they teach you in the family, as basic values, openly or by example? § And, in the company: what are the circulating ideas?
What are the dominant currents?
Who is its spokesperson?
Who entered them, since when?
Which are to be maintained, which are harmful?
Which are firm? Which do you apply occasionally?
Which ones do you adhere to unconditionally?
Which ones do you find deleterious and would you change?
In terms of specific behaviors and actions. Ex:
(for a commercial) who did you learn to sell from?
what did they teach you, what values did they transmit to you, how were you “set up”?
For any manager: Has anyone taught you to relax, to think from above? What orientation towards time have you absorbed? A long-term or a short-term thought? who gave you examples from which you assimilated something? How aware are you?

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

For further information see:

Tags communication, communication skills, communication that works, corporate memetics, cultural genetics, intercultural, learning and acculturation, m, memes, memetics

intercultural negotiation

Corporate Memetics: Understanding Intercultural Negotiation in Business

Post author By dr.daniele.trevisani
Post date January 30, 2021
No Comments on Corporate Memetics: Understanding Intercultural Negotiation in Business

Where our ideas come from, how they enter the company, and our attempts to make them survive

The analysis is carried out on several levels. – On the general level of one’s own learning and acculturation. Ex:

What did they teach you in the family, as basic values, openly or by example? § And, in the company: what are the circulating ideas?
What are the dominant currents?
Who is its spokesperson?
Who entered them, since when?
Which are to be maintained, which are harmful?
Which are firm? Which do you apply occasionally?
Which ones do you adhere to unconditionally?
Which ones do you find deleterious and would you change?
In terms of specific behaviors and actions. Ex:
(for a commercial) who did you learn to sell from?
what did they teach you, what values did they transmit to you, how were you “set up”?
For any manager: Has anyone taught you to relax, to think from above? What orientation towards time have you absorbed? A long-term or a short-term thought? who gave you examples from which you assimilated something? How aware are you?

For further information see:

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intercultural negotiation

Awareness of one’s own culture and sources

Post author By dr.daniele.trevisani
Post date January 30, 2021
No Comments on Awareness of one’s own culture and sources

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

Principle 5 – Awareness of one’s own cultural sources

Successful communication depends on awareness:

personal sources (individuals) who have made significant imprints on their own system of beliefs and behaviors;
mediated sources (media, books, readings, films) that have affected one’s personal culture;
the times of assimilation and its significant phases and milestones;
the depth of assimilation into the Self of the different cultural rules, norms, guides, laws and teachings that are adopted;
the ability to recognize the factors and people from which specific skills, attitudes and behaviors practiced today at work and at a professional level have been assimilated (e.g. where and from whom the styles and behaviors of negotiation and relationship used today have been learned) . You can accept to keep a cultural rule with you, or you can consciously decide to try to eliminate it from your way of being, but only after having become aware of its existence (cultural self-determination). In the ALM method, the individual is seen as a cell capable of applying positive osmosis (exchanging flows of knowledge and experiences with the environment). As in any cell, without exchange there is neither nourishment nor elimination of toxins. Thus, even in intercultural communication it is necessary to know how to eliminate the cultural toxins that prevent the proper functioning of the Self, and to know how to open up to the introduction of new elements.

Principle 6 – Cultural self-determination and internal cultural locus-of-control Successful communication depends on:

the subject’s ability to choose which cultural rules and cultural traits to keep in their personal baggage (cultural set);
the subject’s ability to choose which cultural rules and cultural traits to eliminate from one’s set;
the subject’s ability to choose which new cultural rules and new traits to acquire in his personal baggage;
from the basic awareness of the fact that it is possible to carry out an analysis of discovery and awareness of one’s own culture, to regain control of the cultural rules that apply.

This achievement depends on the revision of the sense of control over one’s destiny, events, and even one’s own culture, seen as something on which the subject can act (internal locus-of-control). The intercultural negotiator is alive – like a biological cell – when open to his own change and exchange with the environment.

He is dead and produces disastrous results when he refuses to accept that differences exist and must be understood and analyzed. The greater its capacity for exchange and osmosis with the environment, the greater the level of psycho-physiological fitness. The intercultural being is just as dead when it does not possess its own identity, unconditionally accepts the “memetics” of others and rejects its heritage, dispersing the good it has to offer to the rich relationship.

As in many human activities, a successful outcome requires the ability to find a balance between (1) a tendency towards unconditional acceptance of the culture of others (cultural hypocrisy) and (2) a tendency towards the unconditional imposition of one’s own culture on the other (imperialism cultural). States of consciousness feed cultural identities. Being Italian and having been raised in Italian culture produces a vision of the world that can be assimilated to a state of conscience, and some behaviors – for example, all sitting at the table in the family – enter the sphere of normality of that state of conscience.

It is normal to eat together in Italy, just as it is normal for an American university student to do homework and exercises in the canteen and carefully avoid talking to diners. It is very rare to see an Italian university student sitting at a table with other friends not talking, and closing on the book with paper and pen. It can happen, but it is not part of Italian culture. Just as it is strange for an Italian to think that the most popular place in an American university town on Sunday evening, around midnight, is the library.

Arriving at the table late and leaving earlier is not culturally correct in standard Italian culture, but it is normal in American culture, spending the night at the computer center is good for an American student, horrible for an Italian. For a certain “clever” Italian culture, spending a night studying is something you don’t want to let anyone know, so as not to be pointed out as “geeks“. For the American student, copying is reprehensible, for the Italian it is cunning. These are different “memes” that circulate: “if you copy you are smart” vs. “If you copy you are a failure”. Each intercultural negotiation brings with it different “memes”. The problem with cultures is that their unwritten norms come in “without knocking”, by osmosis, and these norms become tangible only when there is contact with a different culture.

For example, an Italian student who offers an American colleague to copy his homework, to make him a friend, instead of strengthening a bond will be pointed out, rejected and relegated. Companies also have different cultures, just as corporate areas (administration, sales, purchasing, production) have their own and distinct cultures. Due to the great variety of inputs to which one is exposed, there is no creature that reasons with the exact same mental patterns as another. In this context, people find themselves negotiating and communicating.

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

For further information see:

Tags awareness of one's own cultural sources, communication, communication skills, cultural hypocrisy, cultural set, imperialism cultural, intercultural, mediated sources, personal baggage, personal sources

intercultural negotiation

Intercultural Negotiation. The Awareness of One’s Own Culture and Cultural Roots

Post author By dr.daniele.trevisani
Post date January 30, 2021
No Comments on Intercultural Negotiation. The Awareness of One’s Own Culture and Cultural Roots

Principle 5 – Awareness of one’s own cultural sources

Successful intercultural communication and intercultural negotiation depends on awareness of:

personal sources (individuals) who have made significant imprints on their own system of beliefs and behaviors;
mediated sources (media, books, readings, films) that have affected one’s personal culture;
the times of assimilation and its significant phases and milestones;
the depth of assimilation into the Self of the different cultural rules, norms, guides, laws and teachings that are adopted;
the ability to recognize the factors and people from which specific skills, attitudes and behaviors practiced today at work and at a professional level have been assimilated (e.g. where and from whom the styles and behaviors of negotiation and relationship used today have been learned) . You can accept to keep a cultural rule with you, or you can consciously decide to try to eliminate it from your way of being, but only after having become aware of its existence (cultural self-determination). In the ALM method, the individual is seen as a cell capable of applying positive osmosis (exchanging flows of knowledge and experiences with the environment). As in any cell, without exchange there is neither nourishment nor elimination of toxins. Thus, even in intercultural communication it is necessary to know how to eliminate the cultural toxins that prevent the proper functioning of the Self, and to know how to open up to the introduction of new elements.

Principle 6 – Cultural self-determination and internal cultural locus-of-control Successful communication depends on:

the subject’s ability to choose which cultural rules and cultural traits to keep in their personal baggage (cultural set);
the subject’s ability to choose which cultural rules and cultural traits to eliminate from one’s set;
the subject’s ability to choose which new cultural rules and new traits to acquire in his personal baggage;
from the basic awareness of the fact that it is possible to carry out an analysis of discovery and awareness of one’s own culture, to regain control of the cultural rules that apply.

For further information see:

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intercultural negotiation

Cultures as States of Consciousness

Post author By dr.daniele.trevisani
Post date January 29, 2021
No Comments on Cultures as States of Consciousness

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

State of sleep and state of consciousness

Intercultural communication can be conceived as a contact between different states of consciousness, a bridge between distant mental universes. The state of sleep is a state of consciousness, as is wakefulness, or relaxation, agitation and anxiety, or daydreaming. Italian culture is a state of consciousness, as is American or Chinese culture. Each culture enables the subject to pay more attention to certain aspects of the world and to neglect or ignore others.

Eskimos see over ten types of snow and have words for each of them. We see a single snow. For us snow is snow, that’s all. We struggle to even think that there are ten snows. According to the Sapir-Whorf hypothesis and psycholinguistics studies, the same language forms a structure of reality and shapes the reality we see. Every human being perceives reality in a different way, so (however difficult it is to accept) there is no “one reality” but more reality depending on the mental schemes used for perception (multiple reality theory). Ten different people, on a joint journey, will give ten different accounts of the same journey, despite having been exposed to the same external phenomena.

An external phenomenon (presumed objective reality) does not automatically produce the same subjective experience of the phenomenon (perceptual reality). This is unacceptable to some, the rejection of this concept produces human and managerial rigidity, conflicts, wars, economic disasters, and business failures. Incommunicability arises even within the individual himself, who is dissociated between his own conscious self (for example, professional identity) and his own unconscious (seat of dreams, aspirations, ancestral drives and instincts).

The individual who does not communicate with himself (for example, in the inner dialogue between the rational component, emotions and animal instinct) has difficulty in recognizing his own emotional states, does not understand some of his behaviors or does not know how to explain them, would like to be in one way – eg: extroverted, assertive, calm, integrated, comfortable, confident, flexible – and is in the opposite condition, unable to understand why. At the same time, the individual who “does not know” applies cultural rules and patterns without being aware of them, acts without awareness of what rules, principles, precepts, canons, directions, customs, guidelines or implicit theories he is using.

Principle 4 – Internal incommunicability of the individual himself Successful communication depends on:

the ability to put the intra-individual components in contact with each other, and unblock communication between the different components of the subject himself (conscious, subconscious and unconscious levels);

the degree of awareness acquired by the subject himself with respect to his own culture, in terms of values, beliefs, patterns, attitudes and other acquired cultural traits;

the ability to remove intrapsychic “background noise” (anxieties, worries, fixations, psychological noises) and to implement a strong mental presence during meetings and communicative exchanges.

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

For further information see:

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    - Intercultural Communication
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  - Sapir-Whorf Hypothesis
  - States of Consciousness

Tags communication, communication skills, objective reality, perceptual reality, sapir-whorf hypothesis, states of consciousness

intercultural negotiation

The birth of incommunicability as an expressive and empathic block

Post author By dr.daniele.trevisani
Post date January 29, 2021
No Comments on The birth of incommunicability as an expressive and empathic block

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

Recognizing and blocking cognitive stiffening

The problem of incommunicability has social origins. In the full development of their expressiveness, children and adolescents learn that to be honest, problems arise, and that dedicating time to others is a waste of resources. Stereotypes are born, pre-packaged rules, fluid mental schemes become rigid and are consolidated in the form of beliefs and dogmas. While formal educational systems support the importance of expressiveness and communication, real educational behaviors instead teach exactly the opposite: to close oneself, to defend oneself, not to let go, to be suspicious, not to make people understand how one feels “otherwise take advantage “.

Companies also teach this (basic rule of “do not trust”) handed down from the experience of the “elderly” of the company to young people. In fact, it happens that in the reality of the company, the honesty of others is absolutely not to be taken for granted, not even the intentions, and a permanent alert condition is created, a climate of suspicion that permeates every start of a relationship and every negotiation. This climate has solid foundations in reality and is not a mere construction.

However, this condition of “alert” must become a conscious tactical choice and not a constant state fixed a priori, an “immovable cast” or cognitive block that prevents a confrontation. Only from an open confrontation and from real behavioral tests it will be possible to understand if the other party has serious intentions or is reliable. Many managers, on the other hand, are in an irremovable plaster of a condition of closure and rigidity (cognitive stiffening) and this prevents them from negotiating effectively. Little by little, the blocking of external expressions becomes the inability to recognize what is happening inside. At the best of his listening and expression abilities, the child knows how to express himself with his whole body, he knows how to externalize, he understands moods even without the need for words.

Having become an adult and a manager, this child transforms – after years of corporate life – into a mummified monolith, selfish, closed, centered only on himself, now unable to understand relational dynamics, sometimes even elementary and banal. We note this in a purchase negotiation, when a buyer cannot understand the difference between buying a “piece of goods” or “finding a serious partner”, a supplier of professionalism even before “pieces”. The reality is full of people who cannot explain their need (if you buy) or their value (if you sell). In these conditions, the plastered monolith finds himself doing business, negotiating, having to communicate, express himself, sometimes he even has to understand others (difficult task) and listen (almost impossible task), and he can’t. As we can easily imagine, he will have problems, and the companies he works for will have problems too.

And if he is also a mother or a father, he will also bring these difficulties within the family, handing down a trans-generational psychic discomfort towards his children. There is therefore a meta-goal for each person and group: the unblocking of cognitive rigidity. It is essential to work to recognize one’s own stereotypes and beliefs (or, as we will address in the volume on advanced techniques, one’s “cognitive prototypes”), to act actively to understand them, to identify one’s own states of incommunicability, to commit oneself to eliminate or reduce it, not to wait until communication improves passively or “by a miracle”, but commit yourself personally, as an absolute priority.

Principle 3 – Breaking of incommunicability as a meta-objective Successful communication depends on:

from the awareness of the intercultural dimension of communication;
the degree of commitment and awareness of both members of communication to reduce the negative effects of incommunicability.

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

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Tags alert condition, cognitive stiffening, communication, communication skills, empathic block, incommunicability, relational dynamics, relationship

intercultural negotiation

Communication that works vs. lack of communication

Post author By dr.daniele.trevisani
Post date January 28, 2021
No Comments on Communication that works vs. lack of communication

Article translated from the text “Negoziazione interculturale, comunicazione oltre le barriere culturali”, copyright FrancoAngeli Editore and Dr. Daniele Trevisani Business Training and Coaching, published with the author’s permission.

The repercussions on company performance and personal relationships

Lack of communication is the condition that prevents people from coming into deep contact and sharing thoughts. Constructive communication instead aims to activate a meaningful exchange between two or more minds in order to “build something together”. The very essence of negotiation is an attempt to “build together,” driven by the need to “act with” to achieve goals that none of the parties – alone – is able to achieve (“act without“). The need to cooperate leads people and companies to have to exchange something, meet, and in a certain sense it forces them to communicate.

Many people on the planet experience incommunicability every day, and want to switch to more constructive communication, they want it with their heart, but they don’t know how to do it. There is literally a lack of operational tools – in the school and in the company – to systematically address the problem of incommunicability and divert energy towards constructive communication. We can immediately imagine what the effects of a negotiation meeting or a human relationship dominated by incommunicability are: conflict, misunderstanding, disagreement, anxiety, distance. Our aim is to understand which levers to act on to transform a possible incommunicability into a constructive encounter. The problem of incommunicability affects the most diverse spheres: we see it in the relationships between husband and wife, between parents and children, between teachers and students, between friends, between colleagues, between companies, but – at a higher level – between religions, nations , different regions.

This “monster” also acts in the contact between companies in business relationships. Consumer societies, mass media, schools, even family education, feed it when they block the expression of emotions, and empathic listening, educating people to be more and more individualistic, closed, selfish, centered only on of himself. The result of growing up in an emotionally dead society creates an attitude of closure: stopping listening and understanding, stiffening, becoming unable to be flexible and adaptive, to be effective outside one’s “confined space“. The problem of inability to communicate is immediately connected to that of the performance and results of teamwork in companies. There is no advanced human performance in which it is possible to act alone. Wherever one operates with others, cultural micro-collisions occur. Even the loneliest of navigators must agree with the boat designers the equipment and facilities that he will want to have on board, and a micro-collision of cultures takes place (sailor vs. engineer), which can only be overcome with the search for a common intent and a common language. In individual sports, the athlete must communicate with their coach at various stages of preparation, also giving space to a cultural micro-collision (athlete vs. methodologist).

The same happens in every purchase negotiation, for example in the purchase of a training course, between the culture of a serious educator or trainer (gradual results and the result of a path of growth) and the culture of a purchasing office or a manager commercial (results immediately) The only possibility of cooperation is given by the search for a common goal. This requires “dismantling” diversity, recognizing them, getting them out of the back room of communication and bringing them into the spotlight. When communication is blocked, groups and relationships stop working and performance drops or is completely canceled, no common goal is reached.

To make communication work, at least two conditions are needed: (1) willingness to communicate (openness to dialogue) and (2) communication skills (communication skills). Both points are critical and their absence or gaps in one or more factors produce incommunicability. We can classify each communicative situation within a matrix, where we identify both the optimal communication conditions (high willingness to communicate and high skills), and the worst conditions (lack of willingness and openness to dialogue, and technical-methodological inability). In this matrix we can place a large part of human and professional interactions, but it represents only a start, a simple moment of initial reflection.

Simple matrix for the classification of communicative situations

Each group of people with a common purpose immediately becomes a team, a team, and takes on a new identity. There is the identity of subject A, the identity of subject B, and the identity of the team itself, consisting of A + B. Each team, as everyone knows, can perform well or badly. If we imagine a team of people (husband, wife) or managers (buyer, buyer) or officials (ambassadors, delegates), we can ask ourselves what is the “performance” of this team, understood as the group’s ability to build something, conclude a project, or make a dream come true. We immediately see that this team must communicate in order to function, it cannot act without communicating.

The phenomenon of “performance breakdown” caused by incommunicability is all the more evident the less there are escape routes. During a quarrel in the company or at home it is possible to physically abandon the situation, physically leave the setting, but from a boat in the open ocean, or from a spaceship, or from an airliner, it is not possible to physically exit. It is precisely in these extreme situations that the most serious repercussions of incommunicability have been noted, up to the death of entire crews, even for simple misunderstandings between the aircraft commander and the control tower, or internal quarrels between the crews that lead to serious distractions from the task. primary. Lack of communication produces death, wars and accidents are a clear manifestation of this. Relationship failures are just a more nuanced expression, but no less dramatic.

A separation or divorce (in the family) or the failure of an important contract (in the company) can be traumatic events. There are no wars that are not preceded by failures in relationships – by important signs of incommunicability – and therefore studying incommunicability means studying the precursors of conflict and success in human relationships.

Principle 1 – Relationship between incommunicability and performance Successful communication depends on:

the desire to initiate a dialogue (willingness to dialogue);

the will / ability to initiate a dialogue open to confrontation (openness to dialogue);

the communication skills (communication skills) of both interactors;

from the awareness of cultural differences between subjects;

the ability to minimize misunderstanding (language barriers) and misunderstanding (psychological barriers) between members of a group.

Exercise in detecting incommunicability signals Identify a relationship on a personal or business level and begin to perceive, perceive, become aware of the signs of incommunicability that the relationship brings out. The exercise requires the presence of a subject A (interviewer, analyst) and a subject B (interviewee, client). A will have to interview B trying to help him identify the signs, in the form of:

strange, incomprehensible or only partially understood behavior;

misunderstandings about the details;

differences in vision and underlying objectives;

dissonances and inconsistencies;

latent, creeping conflicts;

manifest, evident conflicts;

… other elements that may emerge from the analysis. Example of starting questions: “Tell me about something that has gone wrong with a colleague of yours, or with a client, lately”. Proceed with the interview and explore the factors that led to the case.

Negoziazione interculturale
intercultural negotiation

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Tags communication, dialogue, interactions, lack of communication, working

intercultural negotiation

Compatibility and training of human resources for negotiation

Post author By dr.daniele.trevisani
Post date January 28, 2021
No Comments on Compatibility and training of human resources for negotiation

The ALM method

In every team there is a problem of selection (how to enter, what characteristics have those who enter) and training (how to grow team members). When the first phase is wrong, when people are poorly selected, mistakes have a chain effect. Training generally aims to increase existing performance and knowledge (incremental training), and is rarely used with the aim of acting in depth on the personality to change it (transformational training).

In the ALM method, we aim to draw on both models, but it is necessary to be aware that even the most incisive of transformational techniques does not change the genetic parameters, for example, and the selection of subjects remains important. In extreme environments, the American Institute of Medicine has begun to seriously study the “Crew performance breakdown” between astronauts forced to live together in a limited space for a long time. Many air and space accidents were caused by the dynamics of incommunicability between the crew (intragroup incommunicability) or between crew and other crews (crew: working groups, crews) – such as ground controllers – (intergroup incommunicability).

For these reasons, NASA’s Human Factors Research and Technology Division has included additional selection criteria to minimize the risks of intra-group incommunicability starting from the selection of human resources, thus evaluating not only scientific skills but also interpersonal and communication skills. This selection and adequate intercultural training are also considered indispensable for the space missions of the future characterized by intercultural crews. Furthermore, among the selection criteria, no longer only individual skills are evaluated, but an analysis of “compatibility” is carried out (compatibility with the group and the ability to live in the group).

In other words, it has been discovered that some astronauts can be excellent “astronauts” from a technical and scientific point of view, but unsuitable for dealing with diversity, sustaining a relationship with other cultures, and therefore cannot be part of multicultural space crews. A little annoying behavior, repeated for days on end, is enough to generate nervousness and irritation. For companies, there is an implication: (1) not everyone is fit to negotiate, and (2) even less so interculturally. Any intercultural communication mistake made by a salesperson operating abroad (eg: an area manager) or by an entrepreneur, can mean one less contract. Companies and organizations must be aware of this when choosing their commercial or institutional representatives.

Too often, product preparation is confused with an alleged ability to negotiate and communicate. The two are absolutely different. Intercultural negotiators must be properly selected based on their capacity for openness to different cultures, mental flexibility and communication skills, and not only on the basis of their business experience or product preparation.

Principle 2 – Selection of intercultural negotiators The success of intercultural negotiation depends on the organization’s ability to select, with respect to the parameters of:

openness to dialogue;

open-mindedness and ability to deal with diversity;

preparation on general negotiation techniques and openness to one’s own negotiation training as a development lever;

specific preparation on intercultural negotiation techniques and openness to one’s own intercultural training;

ability to draw on flexible and adaptive communicative repertoires, knowing how to adapt to the different cultures with which it has to interact.

So it doesn’t matter to be in a team of American, Chinese and Russian astronauts – in space – to deal with incommunicability and intercultural difficulties. Studies on intercultural communication affect everyone – schools, education, the family, the company. They explore, for example, new tools of intercultural mentorship (support for intercultural adaptation) and the strategies used by mentors to improve intercultural skills, or the problems of World Business and economic globalization, its implications on negotiation between people belonging to different cultures .

These studies analyze the problems of stereotypes, of changes in mutual perception caused by the experiences of direct interaction, of the frustration or confusion experienced in cross-cultural business interactions.

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Tags alm method, communication, communication skills, human resources, intercultural, knowledge, mental flexibility, openness to dialogue, performance, realationship with other cultures, working communication

intercultural communication intercultural negotiation

Intercultural Negotiation. From Incommunicability to Constructive Communication

Post author By dr.daniele.trevisani
Post date January 21, 2021
No Comments on Intercultural Negotiation. From Incommunicability to Constructive Communication

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

The role of communication

Tracing a path that leads from incommunicability to constructive communication is a titanic undertaking, difficult to complete in a single life, a visionary goal, but also an engine of inspiration. But, however difficult, it deserves a commitment. In decades of scientific research and consultancy in the field, I have been able to experience the difficulty of people in communicating their thoughts, in understanding that of others, and the consequent difficulties of companies in cooperating.

At the same time, I have been able to see (like all of you) that, when communication works, the fruits immediately emerge. On the other hand, when communication is blocked or malfunctioning, conflict is created, interpersonal relationships suffer, common projects between people or between companies do not take off. We can trace with a good degree of precision the problem of incommunicability in cultural diversity – a “by-product” of the encounter / comparison between different cultures – an encounter that is as productive and full of opportunities for growth as it is open to risks and problems.

Culture – in the common sense – includes above all the artistic manifestations of a people, but in the social and managerial sciences it means much more. Culture, in a broader sense, above all means a way of perceiving the world, of categorizing reality, giving meaning to things, relationships, and life. Each of us is a unique individual in his personal culture, in the way of categorizing the world, assessing the importance of objects and people, setting up relationships. What is important and fundamental for me can be a detail for someone else, or for others something that doesn’t even deserve attention.

Each of us has assimilated the pressures and patterns of the groups to which they belong (ethnic, national, professional, family) into their own mental processes, and assimilates part of the models they come into contact with. Culture, according to Shore, can be considered a “collection of models”. In building a new relationship, in negotiating, what are the models I use? What models does my company use, often unconsciously? What are the models of others? The negotiation, even before a meeting between “positions”, of divergences / convergences on the details, is a meeting / clash between models.

With this volume I intend to offer a contribution that lays the foundations for both scientific and operational work, aimed at increasing the ability of people and companies to communicate with each other, aware of their differences, in order to grasp the best of the encounter between cultures. different without having to suffer the dark side of incommunicability and avoidable conflict.

Communicating aware of diversity – communicating in diversity and despite diversity – is a significant step forward. Having dealt with the basic themes in this volume, we will examine advanced techniques in future publications. Moreover, towers are not built without having first laid the foundations.

The repercussions of the “fundamental” tools shown here are potentially very strong, for those who work in companies (entrepreneurs, area managers and export managers), for the managers of projects and international relations, in the management of Human Resources (HR), but also for those who work in the social sector (therapists, counselors, educators), in an increasingly multicultural society.

The Four Distances Model for approaching Intercultural Negotiation

The model is based on the concept of relational distance: how people from different cultures can interact effectively or instead generate interactions based on conflict, incommunicability and misunderstandings, is strictly dependent from the feeling of “closeness” or “distance” that emerges in the interaction patterns between intercultural communicators. The 4 Distances Model, originally developed in the area of intercultural semiotics ^[1] defines the four main variables that can determine relational distance. Each variable has a subset of more specific hard-type (more tangible) and soft-type (more intangible) sub-variables:

D1 – Distance of the Self. Defined by D1A – Hard Distances: biological differences, chronemics-timing differences between communicators emissions/decoding/feedbacks; D1B – Intangible Distances: identity/role/archetype/personality differences;
D2 – Communication Codes Distances (Semiolinguistic Distance). Defined by D2A: communication content (hard variables); – D2B: codes, subcodes, signs, symbols, language communication styles (soft variables)
D3 – Ideological and value distance: differences in: D3A core values, core beliefs, ideologies, worldviews (hard variables) and D3B peripheral attitudes and beliefs (soft variables)
D4 – Referential distance (personal history); D4A – experience with external world objects, physical experiences (hard variables); D4B internal sensations world, emotional past and present (soft variables)

Each of these “Distances Factor” can be determined by means of observation, psychometric measurements, nonverbal content-analysis and verbal content-analysis. The model has proven to be useful in the analysis of intercultural communication critical incidents, incidents due to intercultural communications misunderstanding, as in the International Space Station case^[2] and in reducing misunderstanding in Intercultural Research & Development Engineering Teams.^[3]

^ Trevisani, D. 1992. A Semiotic Models Approach to the Analysis of International/Intercultural Communication; published in “Proceedings of the International and Intercultural Communication Conference”, University of Miami, fl., USA, 19–21 May 1992
^ Stene, Trine Marie; Trevisani, Daniele; Danielsen, Brit-Eli (Dec 16, 2015). “Preparing for the unexpected.”. European Space Agency (ESA) Moon 2020-2030 Conference Proceedings. DOI: 10.13140/RG.2.1.4260.9529
^ Vilnius University, Vilnius, Lithuania, by Gudauskas, Renaldas; Jokubauskiene, Saulė, et. al. “Intelligent Decision Support System for Leadership Analysis”, in Procedia Engineering, Volume 122, 2015, Elsevier. DOI link: https://doi.org/10.1016/j.proeng.2015.10.022 – Pages 172-180

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

For further information see:

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