209-PT – Revision 1 – 06.20.07 INT

1. Welcome to theInternational Right of Way Association’sCourse 209Negotiating Effectively with a Diverse Clientele 209-PT – Revision 1 – 06.20.07 INT

2. Introduction

3. Objectives(1)At the conclusion of the two days, you will be able to...  learn practical skills to overcome “cultural roadblocks”  understand better major negotiation styles  learn approaches to minimize intercultural conflicts

4. Objectives(2)At the conclusion of the two days, you will be able to...  understand better intercultural negotiation strategies and principles  have improved communication skills  have a greater awareness of biases, which create negotiation roadblocks  increase your self-confidence to achieve “win-win” agreements

5. Housekeeping

6. ScheduleDay One(1) 8:00 - 8:30 Introductions, Etc. 8:30 - 12:00 A Foundation for Intercultural Negotiation 1:00 - 4:45 Intercultural Communication 4:45 - 5:00 Recap Day One

7. ScheduleDay Two(2) 8:00 - 8:15 Recap Day One Introduce Day Two 8:15 - 12:00 Building Cross-Cultural Relationships 1:00 - 3:45 Intercultural Competence 3:45 - 4:00 Summary and Review 4:00 - 5:00 Exam

8. “A smaller world creates a bigger agenda for business. There are more cultures to understand, more social responsibilities to master, more time pressures to juggle, and more relationships to rethink.” Rosabeth Moss KanterTranscending Business Boundaries

9. Principles (1)  Basic human needs are universal  Generally, values and beliefs are non-negotiable  Cultural conditioning of “face” is a critical factor to resolve  Negotiations simultaneously involve both, substantive variables and relationship vulnerabilities

10. Principles (2)  Different negotiation styles and multiple bargaining strategies  Relational and goal-seeking cultural differences  One’s experience of cultural difference is either ethno-centric or ethno-relative  Intercultural communication competence and negotiation skills can be improved

11. Name Employer Position and principal work function Main negotiation strengths Cultural background Anything else? Introductions

12. A Negotiation Process

13. Attitudinal FoundationEach party must approach thenegotiation with a willingness to… • Trust the other party • Share information • Ask specific questions - including cultural protocol questions • Open, positive attitude

14. Behavioral Foundation Required repertoire of abilities to ... • Separate the people from the problem • Focus on interests rather than on positions • Avoid making premature judgments • Keep the acts of alternative creation separate from their evaluation • Judge possible agreements on an objective set of criteria or standards

15. Informational Foundation Each party ... • is familiar with his/her BATNA (“best alternative to a negotiated agreement”) • understands his/her personal interests • knows what is really important –understands the relative importance of the other party’s interests

16. Substance v. Relationship (1)

17. Substance v. Relationship (2) Substantive interests include:  liabilities  conditions  dates  numbers  terms  prices Relationship interests include:  attitude of acceptance or rejection  degree of mutual understanding  degree of reliability and trust  balance of emotion and reason  relative emphasis on persuasion or coercion  ease of communication

18. Face Building face is essential Saving face is essential Causing a lose of face must be avoided Giving face helps

19. Cross-Cultural Variables Cultural conditioning Use of a “go-between” Trust Problem solving Cultural protocol Decisionmaking

20. Tips (1) • Preparation • Getting beyond self to the other person • Beginning small • Accepting silence • Being curious • Avoiding anger and threats

21. Tips (2) • Exploring alternative • Planning activities • Starting the negotiation session with pleasantries • Showing personal interest in the other person • Cultivating trust

22. Negotiation Styles

23. Negotiation Styles

24. Approaches to Conflict (1)

25. Approaches to Conflict (2)  What are the strengths of your conflict management style?  What are its weaknesses?  What do you do when the approach doesn’t seem to be working?  Do you have a fall back style?  Any other comments?

26. Approaches to Conflict (3) Energizer enthusiastic prefers interaction likes recognition Pragmatic direct in control results oriented Analytical has own standards expects quality, accuracy and logic Balancer supportive cooperative stable

27. PRAGMATIC Refrain from win/lose challenges. Use reciprocity to calm fear of being taken advantage of. ENERGIZER Refrain from avoiding or rejecting. Give “face” or favorable recognition to calm a fear of disapproval. Pragmatic/Energizer

28. ANALYTIC Refrain from blunt and highly personal questions. Provide appropriate and sincere praise to calm a fear of criticism. BALANCER Establish a sound relationship at the beginning. Promote teamwork and collaboration to calm a fear of competition and loss of security. Balancer/Analytic

29. The Orange (1)

30. The Orange (2) What helped the negotiation? What hindered the negotiation? Were you aware of your counterpart’s approach? Was your counterpart aware of your approach? What was the outcome of the negotiation?

31. Assessing... • “Is this person more outgoing and talkative • or is he/she more reserved and a listener?” • “Does the person talk in ‘matter of fact’ or is • this person more concerned with making • an impression?” • “Does the person listen more empathetically • for understanding or does the person listen • to make critical judgments?”

32. Pragmatic Style (1) Refrain from win/lose challenges Be precise in presenting facts Avoid telling the other person what to do Refer to what has worked previously Highlight the bottom line and results Never attack character Be indicative (i.e., go from the facts to the principles)

33. Pragmatic Style (2) • Emphasize freedom from restraints • Acknowledge the other person’s power and authority • Calm the other person’s fear of being taken advantage of • Document what is said • Follow through and show support • Negotiate workable procedures

34. Energetic Style (1) Refrain from avoiding or rejecting the other person Focus on the situation, as a whole Project into the future; look for opportunities Do not deny the other person’s acceptance and friendliness Avoid negativism and arguing Demonstrate friendliness

35. Energetic Style (2) Emphasize prestige Quickly include the other person with others Calm the other person’s fear of social disapproval with recognition Share new trends Show priority and support

36. Balancer Style (1) Establish a sound relationship as quickly as possible Refrain from overloading or confusing the other person Show interest in what the other person is communicating Avoid competition Identify the other person’s values and adjust to them Avoid sudden, unplanned risky challenges Emphasize collaboration

37. Balancer Style (2) Demonstrate sincerity Be predictable Appeal to the other person’s feelings Calm the other person’s natural fear of loss of security Be ready to compromise Follow through Emphasize safety, direction and improvement

38. Analytic Style (1) • Refrain asking blunt, highly personal questions • Never criticize • Avoid giving incomplete, inaccurate information • Emphasize autonomy, professionalism,freedom for personalization • Use logic • Calm the other person’s fear of criticism with expressions of genuine praise

39. Analytic Style (2) • Look for causes and effects • Be patient • Be logical and acknowledge the other person’s contribution • Analyze the relationships among the issues • Analyze the pros and cons of the options • Negotiate realistic effective trade-offs and planned options

40. “We say of some people that they are transparent to us. However, it is importantas regards this observation that one human being can be a complete enigma to another. We learn this when we come into a strange country with entirely strange traditions; and what is more, even given a mastery of the country’s language, we do not understand the people. We cannot find our feet with them.” Clifford Geertz, The Interpretation of Cultures

41. Culture • “Culture is a set of mental formulae for survival and success that a particular groupof people has developed. These formulae are stored as a set of instructions in the unconscious mind and are sometimes heard as ‘conversations with oneself’ in the conscious mind.” • George F. Simon, Carmen Vázquez, and Phillip R. Harris • Transcultural Leadership

42. Huh? A team that has scored 100 runs and lost three wickets has a score of "a hundred for three", written 100-3. A team that is dismissed having scored 300 runs is said to have a score of "three hundred all out" or "all out for three hundred” rather than "three hundred for ten”. The score for the innings is then simply written 300. However, if a team declares their innings closed, the number of wickets is included in their score for the innings, for example 300-8d.

43. High-context/Low-context People from high-context cultures communicate primarily to establish and maintain relationships since their energies are not spent in clarifying meanings. People from low-context cultures communicate primarily to exchange information that has to be verified, clarified and assured that the meaning is congruent.

44. High-context Shared experiences Indirect and implicit Words only part of the message Many Asians and Middle Easterners Low-context Direct and explicit Words convey most of the message Many Australians, Canadians, Americans and other western societies Communication

45. Contrasts

46. Classification High-context Cultures Asian African-American/Caribbean Hispanic/Latin American Native-American/First Nation Middle Easterners Southern Europeans Euro-North American Females Euro-North American Males Northern Europeans Low-context Cultures

47. Non Verbal

48. Seven Dimensionsof Culture Sense of self and space Language and communication Time orientation Relationships Values Attitudes Thinking

49. North American Informal handshake Explicit and direct Linear consciousness Nuclear family Self-sufficiency Sequential and deductive problem-solving World Formal bows, hugs Implicit and indirect Flexible consciousness Extended family Group conformity Holistic and inductive problem-solving Comparison

50. Exercise No. 7 Colors: Blue, Red Flowers: Daisy, Rose Fruits: Apple, Orange Tools: Wrench, Hammer Furniture: Table, Chair