1. International Negotiations - Day Four
Professor Allan Bird, Ph.D.
University of Missouri-St. Louis
St. Louis, MO USA

2. I. Intercultural Communication in Negotiations
Notes:

3. A Model of Communication
Transmission
Reception
Decoding
Cultural Noise
Stress
Distrust
Misperception
Conflicting
styles
Mixed signals
Insensitivity
Encoding
Interpretation
Message
Encoding
Decoding
Transmission
Reception

4. Communication Modes Non-Verbal Verbal Facial expressions Content
Intonation
Rhythm
Inflection
Non-Verbal
Facial expressions
Gestures
Body language
Proxemics
Dress
Surroundings

5. Non-Verbal Communication Modes
Body types, shapes and sizes
cues that communicate specific messages with regard to attractiveness, personality characteristics, attitudes and self-confidence.
Clothing and personal artifacts
what people wear and carry them transmit a variety of social signals
Body movement and gestures
popularly referred to as body language
Environment
includes attractiveness of surroundings: color, lighting, sound and spatial arrangements
Proxemics
messages are transmitted through the ways in which people use and regard space for themselves and others

6. Non-Verbal Communication Modes
Touching behavior
people touch others in different settings for different reasons. Touch communicates specific information about the relationship between people
Paralinguistics
voice characteristics and quality are important in communicating emotion, personality and identity
Taste and smell
provide information about the environment as well as about relationships and identity
Time
punctuality, volume of time and sequencing of events transmit messages about social status and context

7. The Look RESEARCH : VIEWING A FACE OVER A PERIOD OF TWO MINUTES
THE EYES = 70 %

8. The Look LENGTH OF TIME VAST INTERCULTURAL DIFFERENCES
LONG LOOK + EXPRESSION
ENCOUNTERS IN THE STREET / TEST
ANIMALS = DOGS
= MONKEYS

9. The Look
METASIGNAL
STARING = CHALLENGE
= INTIMIDATE = IMPOLITE

10. The Look FRIENDS & LOVERS BREAK THE RULES LENGTH OF TIME DISTANCE
STARING

11. The Look EYE CONTACT ONE - TO - ONE = COMMUNICATION GIVING A SPEECH
ENTERING A ROOM
SILENT MESSAGE
AVOIDING EYE CONTACT

12. The Look INTERCULTURAL CONTEXT EYE CONTACT = ARAB WORLD = JAPAN
STARING = ARAB WORLD
= INDIA
AVOIDING GAZE = WOMEN

13. II. Trust in Communication
Notes:

14. Trust in Communication
Effective communication depends on informal understandings among individuals that are based upon trust
When there is trust between individuals an implicit understanding in communication is present

15. Trust in Communication
Guidelines for developing trust
Create a clear and calculated basis for mutual benefit
Have realistic commitments and good intentions to honor them
Improve predictability: resolve conflicts and keep communication open
Develop mutual bonding through socializing and friendly contact

16. Managing Intercultural Communication
Cultural Sensitivity
Careful Encoding
Selective Transmission
Careful Decoding
Appropriate Follow-up Actions
Message
Encoding
Transmission
Reception
Decoding
Interpretation
Cultural Noise
Stress
Distrust
Misperception
Conflicting
styles
Mixed signals
Insensitivity
As an international manager it would be wise to follow the five steps suggested on this slide to become more effective in intercultural communication.

17. Cultural Sensitivity
When sending a message make it a point to know the recipient
Encode the message in a form that will most likely be understood as it is intended
This means the negotiator must
Be aware of their own culture
The recipient’s culture
The expectations surrounding the situation

18. Careful Encoding
The sender must consider the receiver’s frame of reference to make the best choice regarding
Words
Pictures
Gestures
Remember that language translation is only part of the process, consider the nonverbal language as well

19. Selective Transmission
The channel medium should be chosen after considering:
The nature of the message
Level of importance
Context and expectations of the receiver
Timing involved
Personal interactions

20. Careful Decoding of Feedback
Best means for obtaining accurate feedback is face-to-face interactions
Best means for avoiding miscommunication is to improve your own listening and observation skills
Three types of miscommunications
Receiver misinterpreted the message
Receiver encoded response incorrectly
Sender misinterprets the feedback

21. Appropriate Follow-Up Actions
Respect (eye contact, posture, tone, etc)
Interaction posture – ability to respond in a descriptive, non-evaluative, and non-judgmental way
Orientation to knowledge – understand that your beliefs and perceptions are only valid for you and not everyone else
Empathy
Managers communicate through both action and inaction. Therefore, to keep open the lines of communication, feedback, and trust, managers must follow through with action on what has been discussed and then agreed upon—typically a contract, which is probably the most important formal business communication. Unfortunately, the issue of contract follow-through is a particularly sensitive one across cultures because of the different interpretations regarding what constitutes a contract (perhaps a handshake, perhaps a full legal document) and what actions should result. Trust, future communications, and future business are based on such interpretations, and it is up to managers to understand them and to follow through on them. These are the behaviors that researchers suggest are the most important when dealing with intercultural communications

22. Appropriate Follow-Up Actions
Interaction management
Tolerance for ambiguity
Other-oriented role behavior – capacity to be flexible and to adopt different roles for the sake of the greater group cohesion/communication

23. III. Cultural Variation in Communication
Notes:

24. Dimensions of Cultural Variability
Low- vs. high-context communication styles
Monochronic vs. polychronic orientation toward time
Fast vs. slow messages
Each of these may be viewed as a continuum

25. Low-Context vs. High-Context
Refers to the emphasis placed on the content of the communication rather than the context in which the communication took place

26. Typical Japanese Concerns
Who introduced you?
What is your company’s position in its industry?
Who is on your team?
How well does your team work together?

27. Low-Context vs. High-Context
Communication
Verbal
(Direct)
Nonverbal
(Indirect)

28. Low-Context vs. High-Context
Personal Networks
Limited
Extensive

29. Low-Context vs. High-Context
Information Requirements
Low
High

30. Countries Japanese Explicit Arabian Latin American Spanish Italian
High Context
Japanese
Arabian
Explicit
Latin American
Spanish
Italian
English
French
North American
Scandinavian
German
Implicit
Swiss
Low Context

31. Typical Japanese Concerns
Can you adapt?
Will it be possible to build a trusting, long-term relationship?
Are you going to be a predictable, reliable partner over many years?
Are you worthy of trust?

32. Face Saving High Face Saving Japanese Arabian Latin American Spanish
Italian
English
French
North American
Scandinavian
German
Swiss
Low Face Saving

33. Low-Face Saving vs. High-Face Saving
View of Directness
In Singapore, one who expresses anger in public has shamefully lost face. A person who loses his or her temper is considered unable to control himself or herself. Such a person will not be trusted or respected. X
Honest
Inoffensive
Uncivil
Inconsiderate
Offensive

34. Fast vs. Slow Messages Refers to the time required to extract meaning
interpret
act upon

35. How Do Americans Listen?
A/R
Time

36. How Do Japanese Listen?
A/R
Time

37. IV. More Negotiation Techniques & Skills
Notes:

38. V. Annamay in Mexico
Notes:

39. Simulation Objectives
The usual:
BATNA, Target price, etc.
SPIR, Metcalf-Bird 12 Dimensions
Readings concepts & frameworks
Personal objectives:
What are my personal takeaways from the Frost experience?
How will that influence my performance in Annamay?
Notes:

40. Clarify the Purpose of Negotiations
Negotiation involves two parties trying to solve one or more problems
What problem is each team trying to solve?
At what level can this negotiation opportunity address the problem?
Notes:

41. Clarify Objectives During the strategy session, clarify:
What are appropriate and reasonable objectives for me to achieve in this session?
What are appropriate and reasonable objectives for the team to achieve in this session
Before the negotiation session, clarify:
What objectives the team has for this session?
What objectives do I have for this session?
Notes:

42. The Individual-Team Objectives Cycle
Individual objectives & aspirations
Team objectives & aspirations

43. Clarify Expectations Before the negotiation session, clarify:
What expectations do I have about the other negotiating team?
What expectations do they likely have about my team?
Use frameworks, i.e., SPIR, 12 Dimensions, etc.
“Spin scenarios”
Notes:

44. Timeline Briefing/Strategy Session 1:30 - 2:20 Break 2:20 - 2:30
Negotiation Session 2:30 – 3:30
Break 3:30 – 3:40
Debriefing 3:30 – 4:30

45. VI. Annamay in Mexico Debrief
Notes:

46. Debriefing
In your respective runs, I would like you to do the following:
Within your team: What did we do well? Where did we fall short? What’s the takeaway?
Within your run: What did the other team do that was effective? Where could they have done better? What opportunities did they miss?
Observers: Comment on the strategy sessions and the negotiation. What did each team do well? What recommendations would you make to each team?
Notes:

47. VII. Next Session
Notes:

48. Assignments
Read: Chs. 7 & 8