Tag: Intercultural Negotiation Timing

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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 

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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 

__________

For further information see:

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ALM business method conversation analysis Intercultural conversation management techniques Negotiation Cultures, Negotiation Time Frames and Timelines

Negotiation Cultures, Negotiation Time Frames and Timelines (part 2)

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

__________

Today I would like to continue talking about negotiation cultures, negotiation timing and timelines, focusing on the importance for the negotiator to acquire the ability to manage and structure them, so as to overcome disagreements and misunderstandings.

The roots of disagreement are to be found: 

  1. in misunderstandings: when we do not understand the signals sent by the other interlocutor, decoding them incorrectly, or  
  1. in hidden ideological divergences. 

The roots of misunderstanding lie in the complexity of human information exchange, in the technical dimension of communication. 

People who share the same culture know how to move within their own cultural timeline; they are generally able to understand the subtle differences in the use of words, non-verbal signals, gestures, bodily expressions, while those who do not share this knowledge are often outsiders. 

Communication trainers and coaches’ work on intercultural communication therefore aims to bring out the invisible level of communication, both in the national (apparently intra-cultural) and in the international dimension. 

As we can see, there are many situations that can lead a person (A) to dialogue with another person (B) starting from different and inter-cultural bases. These different starting points, if not well understood by both interlocutors, generate a latent intercultural situation that can lead to relationship ineffectiveness (in the best cases) or to conflict (in the worst case). 

At the same time, we can find cultural similarities even at a distance of tens of thousands of kilometres – a stockbroker in Milan experiences languages and problems similar to those experienced by a colleague from Paris or Sydney. 

We must therefore wake up to reality and abandon appearances (diversity is not always related to kilometric and linguistic distances, but it is always linked to a different conception of the world). 

Ideally in any conversation or negotiation, the interlocutors must be aware of the cultural differences at stake. 

Both interlocutors must understand the intercultural dimension well (high degree of understanding). However, even if only one of them possessed a high degree of intercultural awareness, the chances of improving communication could increase. 

Furthermore, being aware of the intercultural dimension can be not only a positive factor for the relationship, but also a lever of power. The power of knowledge related to intercultural communication processes becomes a practical advantage of understanding “what is happening here and now” better than the other interlocutor, and therefore determines the power of awareness. 

Structuring Communication and Negotiation Time Frames 

Personal time can flow through a free fluctuation of experiences, or, conversely, within rigid and structured patterns. 

There are concrete problems deriving from: 

  1. structuring times that should be left fluctuating (e.g.: over-structuring a holiday plan that should be relaxing); 
  1. not structuring time frames that should be structured (e.g.: letting a decision-making meeting – that should produce a precise outcome within an exact deadline – take place in a chaotic communicative situation). 
The Efficient Use of Negotiation Communication Time Frames. 

Each interaction is based on inner times delimiting different frames. 

The economy of interpersonal communication can bring out dysfunctions in the communication time management. 

During a negotiation, the two interlocutors do not always share communication time frames, which creates problems with efficiency and effectiveness. 

In professional meetings and critical meetings (e.g., career negotiation, trade negotiation, etc.), it is necessary to set up an efficient and effective format, to explicitly express it and share it (you can set up and negotiate the format, or else you have to endure it). 

To conclude, effective negotiation communication requires: 

  • the ability to structure negotiation times, identifying the phases through which one intends to proceed; 
  • the ability to introduce in the negotiation time structure, a structure that is adequate to our goals and a degree of adaptation to the counterpart’s culture. 
"Intercultural Negotiation" by Daniele Trevisani

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

__________

For further information see:

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ALM business method Intercultural conversation management techniques Negotiation Cultures, Negotiation Time Frames and Timelines

Negotiation Cultures, Negotiation Time Frames and Timelines (part 1)

© 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 temporal dimension and the perception that each of us has of communicative time vary on a cultural basis. For this reason it is important to carefully analyse this issue and learn how to use negotiation timelines efficiently.

Negotiation is a sequence of communication activities, in which the participants commit themselves to achieve a result, only possible thanks to a form of agreement between the parties. Finding an agreement that satisfies them both, as well as understanding each other well, are therefore obvious factors of success, that take up communication time. 

Each negotiation can be considered intercultural when the participants come from different cultures, have different experiences or use different languages. 

Diversity introduces large margins of error and misunderstanding into the negotiation: any message that works in one’s own culture risks being misunderstood in other cultures. One of the dimensions of greatest cultural variability is the “sense of time” and the time management, two important factors that are also part of the negotiation timing. 

Each culture has its own “negotiation times” and latent negotiation practices. For Americans (generalizing a lot) what matters is the business, so, a company that was born recently, and therefore young, can be treated as a company that has existed for a century. But this culture also has other manifestations. Since what matters is the content and merit, in the US a trained university student can present his/her research or paper at a conference, alongside academics, if the work is worth it. His paper would initially be selected without even knowing who the author is (the “blind review” method). 

In Italy, on the other hand, it is important to first understand who you are dealing with (history analysis, contextualization research, network research), who this person’s “friends” or “enemies” are, who is his/her sponsor, where he/she comes from. A young “non-sponsored” student won’t be able to present his/her research in a conference beyond his/her value. Time has different values and structures. 

So, for an Italian negotiator it may be necessary to focus on the story of whoever is in front of him/her, evaluate his/her credibility, and test him/her. He/she would take small steps, moving gradually closer, before concluding something big. 

The US negotiator, on the other hand, will proceed with the subject’s potential examination and take into consideration how much he/she can gain from this agreement with this subject, finding an immediate conclusion. 

The Japanese interlocutor will analyse history and give a high importance to roles and to the respect for honour. 

The South American interlocutor will focus on spending time together and become friends, gaining trust, getting to know each other, entering the “family”. 

We must always keep in mind that these timelines are extremely variable even within the same culture. Nothing guarantees us that a Brazilian behaves according to the stereotypical timeline, becoming a “mask” of his/her own culture. 

During an intercultural negotiation, the different ways, in which we perceive physical contact can turn into confrontation, or into discomfort for both parties. 

The contrast between cultures is evident when a European goes to an African or an Asian country, but this work’s objective, its focus, is to highlight how the intercultural factor forcefully breaks into every negotiation, even those between husband and wife in the same house, or between companies of the same country. 

Whenever different cultural systems (values, beliefs, thoughts, convictions, ways of expression) come into contact, there is a certain degree of interculturality, and diversity is often much wider than we think. 

Contact between cultures can produce stress or a formidable growth for human beings. Diversity results can lead to creativity and excitement, but also to misunderstandings and disagreements. 

In the worst-case scenario, misunderstandings and disagreements generate conflict, preventing personal and common goals from being achieved. 

One of the most important advice for intercultural negotiators is to try to share a negotiating timeline, by seeking an agreement to collaborate effectively, avoiding disagreements and misunderstandings. 

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 

__________

For further information see:

TAGS:

  •  ALM business method
  •  Best coach in intercultural communication in the world
  •  Best coach in intercultural facilitation in the world
  •  Best coach in intercultural negotiation in the world
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  •  communication training
  •  conversational skills
  •  cross cultural communication
  •  cross cultural misunderstanding
  •  cross-cultural adaptation
  •  cultural systems
  •  dialogue between companies
  •  different cultural approach
  •  different cultural context
  •  Disagreements
  •  Effective intercultural negotiation techniques
  •  face-to-face communication
  •  front-line communication
  •  high-context cultures
  •  How cultural differences affect negotiations?
  •  How does culture influence negotiation?
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