0:00:00.000,0:00:01.542 PROFESSOR: In this[br]video, we're going 0:00:01.542,0:00:03.642 to talk about[br]intercultural negotiations. 0:00:03.642,0:00:05.600 The negotiations that[br]we're going to talk about 0:00:05.600,0:00:08.160 are specific to[br]business settings. 0:00:08.160,0:00:11.370 But also know that you negotiate[br]in all of your relationships, 0:00:11.370,0:00:13.530 whether they're[br]interpersonal, intercultural, 0:00:13.530,0:00:15.560 a combination of[br]both, so that what 0:00:15.560,0:00:17.750 you learn about[br]negotiation today 0:00:17.750,0:00:20.433 is transferable into[br]your other relationships. 0:00:20.433,0:00:22.850 We're just going to talk about[br]them in a strictly business 0:00:22.850,0:00:24.650 sense. 0:00:24.650,0:00:27.620 One of the reasons why[br]intercultural negotiation is 0:00:27.620,0:00:30.440 so difficult to accomplish[br]is because we're 0:00:30.440,0:00:33.320 so used to negotiating[br]within our own culture 0:00:33.320,0:00:37.460 that we assume that the rules[br]that we use to understand how we 0:00:37.460,0:00:40.080 ought to negotiate and how[br]we ought to achieve our goals 0:00:40.080,0:00:43.500 are going to be the same[br]when we go into new contexts. 0:00:43.500,0:00:46.190 And so we imagine that[br]this negotiation process 0:00:46.190,0:00:49.080 is going to look very similar[br]to what we're used to, when, 0:00:49.080,0:00:52.200 in fact, it's not. 0:00:52.200,0:00:54.090 When we negotiate[br]in our own culture, 0:00:54.090,0:00:56.190 we know the values[br]of the other person, 0:00:56.190,0:00:58.460 or we have a better[br]idea of what goals 0:00:58.460,0:01:02.110 they have about the interaction,[br]and what ethical choices 0:01:02.110,0:01:05.319 that they're going to make,[br]simply because we have a better 0:01:05.319,0:01:08.210 idea of what their cultural[br]background looks like. 0:01:08.210,0:01:11.110 So we know that there's[br]all sorts of variation 0:01:11.110,0:01:14.290 and we all have different lived[br]experiences, so we do all see 0:01:14.290,0:01:16.460 the world in different ways. 0:01:16.460,0:01:18.320 It's not all exactly the same. 0:01:18.320,0:01:21.790 But when we try to understand[br]the cultural lens of someone 0:01:21.790,0:01:25.280 who's more similar to us,[br]the process is a bit easier. 0:01:25.280,0:01:28.975 So we're not guaranteed[br]any shared perspectives 0:01:28.975,0:01:30.880 when we negotiate[br]interculturally, 0:01:30.880,0:01:34.660 so it's a bit more difficult[br]to find those places where 0:01:34.660,0:01:37.300 our experiences and the[br]experiences of the person 0:01:37.300,0:01:39.200 that we're talking to overlap. 0:01:39.200,0:01:41.590 And it's when we find[br]those moments of overlap 0:01:41.590,0:01:44.000 that we're able to have[br]more effective communication 0:01:44.000,0:01:46.720 because we recognize that[br]we can both understand 0:01:46.720,0:01:48.980 the worldview of[br]the other person 0:01:48.980,0:01:52.870 when we talk about those[br]shared experiences. 0:01:52.870,0:01:54.400 Other important[br]things to consider 0:01:54.400,0:01:59.520 when negotiating in[br]intercultural settings 0:01:59.520,0:02:01.680 is that you might be[br]writing a contract that's 0:02:01.680,0:02:04.990 going to be enforced by two[br]different legal systems. 0:02:04.990,0:02:08.680 So if the two different legal[br]systems are vastly different, 0:02:08.680,0:02:11.460 that contract may mean very[br]different things depending 0:02:11.460,0:02:13.930 on which country or[br]which part of the world 0:02:13.930,0:02:15.250 it's being enforced in. 0:02:15.250,0:02:17.160 So you want to be aware of that. 0:02:17.160,0:02:19.560 And we also want to be aware[br]that while the government 0:02:19.560,0:02:22.290 in the US tends to be very[br]separate from business 0:02:22.290,0:02:24.870 interactions, they're not[br]necessarily in the boardroom 0:02:24.870,0:02:28.177 24/7, that's not necessarily[br]true of other countries. 0:02:28.177,0:02:29.760 So you might have[br]government officials 0:02:29.760,0:02:33.330 that you have to be[br]interacting with. 0:02:33.330,0:02:35.910 You also might be negotiating[br]in a country that's 0:02:35.910,0:02:39.760 politically unstable, so things[br]can change really quickly. 0:02:39.760,0:02:42.210 These are all important things[br]to consider when looking 0:02:42.210,0:02:44.200 at intercultural negotiations. 0:02:44.200,0:02:47.925 So it's important to[br]remember that it is about-- 0:02:47.925,0:02:50.040 being an effective[br]intercultural negotiator 0:02:50.040,0:02:52.350 is about much more[br]than just knowing 0:02:52.350,0:02:54.240 the values and the[br]beliefs of the group 0:02:54.240,0:02:56.560 that you're interacting with. 0:02:56.560,0:02:59.150 Because we do a lot of[br]negotiating every day, 0:02:59.150,0:03:02.740 we have this idea that we know[br]what it is and we intuitively 0:03:02.740,0:03:04.340 know how to accomplish it. 0:03:04.340,0:03:06.520 We don't necessarily[br]spend the time thinking 0:03:06.520,0:03:08.990 about what the definition means. 0:03:08.990,0:03:11.380 So to help us better[br]understand and at least 0:03:11.380,0:03:14.690 be on the same page concerning[br]what a negotiation is, 0:03:14.690,0:03:16.960 it's important to[br]know that negotiations 0:03:16.960,0:03:19.990 are the interaction[br]of two or more parties 0:03:19.990,0:03:23.170 who both have common and[br]conflicting interests, 0:03:23.170,0:03:28.060 for the purpose of reaching a[br]mutually beneficial agreement. 0:03:28.060,0:03:31.520 So negotiations happen when[br]we need to work together 0:03:31.520,0:03:35.410 but we have different ideas[br]about how we should achieve 0:03:35.410,0:03:37.670 those joint goals that we have. 0:03:37.670,0:03:40.870 We engage in negotiation[br]in our everyday lives. 0:03:40.870,0:03:43.700 All of the time, we're[br]engaging in negotiations. 0:03:43.700,0:03:47.290 So you might have a negotiation[br]with your significant other 0:03:47.290,0:03:50.480 when you're trying to decide[br]where you want to go for dinner. 0:03:50.480,0:03:53.950 So you both have a common[br]interest in eating a meal, 0:03:53.950,0:03:56.130 but you have conflicting[br]ideas about where 0:03:56.130,0:03:58.110 you ought to go to eat out. 0:03:58.110,0:03:59.640 When your significant[br]other offers 0:03:59.640,0:04:02.500 to do the laundry if you[br]pick his or her suggestion, 0:04:02.500,0:04:04.680 you have to decide[br]if receiving laundry 0:04:04.680,0:04:08.260 for giving in on the dinner[br]choice is beneficial to you. 0:04:08.260,0:04:11.020 If it is, you can[br]make this agreement. 0:04:11.020,0:04:13.320 And if it's not, you[br]continue in the negotiations 0:04:13.320,0:04:15.930 and you decide what[br]you're going to offer 0:04:15.930,0:04:19.050 to sweeten the pot so that he or[br]she will pick the place that you 0:04:19.050,0:04:20.820 want to go. 0:04:20.820,0:04:23.800 What then does it take[br]to be a good negotiator? 0:04:23.800,0:04:28.450 Well, first, good negotiators[br]have strong persuasion skills. 0:04:28.450,0:04:30.840 So individuals that[br]are highly persuasive 0:04:30.840,0:04:34.810 know many different strategies[br]for persuading other people, 0:04:34.810,0:04:37.987 and they're able to effectively[br]analyze the situation so 0:04:37.987,0:04:39.570 that they can pick[br]the strategies that 0:04:39.570,0:04:45.570 are likely to be most effective[br]in a specific context. 0:04:45.570,0:04:48.030 Good negotiators are[br]also well-prepared. 0:04:48.030,0:04:50.260 So they know what[br]outcome they want, 0:04:50.260,0:04:53.930 what outcome their company[br]wants, what they can concede, 0:04:53.930,0:04:55.940 when they can[br]concede those things. 0:04:55.940,0:04:57.550 And finally, they[br]know what to expect 0:04:57.550,0:05:00.410 within the intercultural[br]negotiation setting. 0:05:00.410,0:05:02.870 All of this requires[br]doing your homework, 0:05:02.870,0:05:05.120 not just on the deal that[br]needs to be made, though. 0:05:05.120,0:05:07.720 You have to do your homework[br]about the culture with which 0:05:07.720,0:05:08.900 you're making that deal. 0:05:08.900,0:05:10.733 So you need to learn[br]about the people you're 0:05:10.733,0:05:12.580 making that deal with,[br]not just about what 0:05:12.580,0:05:16.190 you need to do to get[br]this deal to go through. 0:05:16.190,0:05:18.440 While good negotiators[br]are well-prepared, 0:05:18.440,0:05:21.280 they're also flexible[br]and creative when 0:05:21.280,0:05:23.060 things don't go as planned. 0:05:23.060,0:05:26.230 So a good intercultural[br]negotiator is aware of the fact 0:05:26.230,0:05:29.950 that the cultural differences[br]between the individuals involved 0:05:29.950,0:05:33.410 in the negotiation are[br]likely to cause problems. 0:05:33.410,0:05:37.480 Thus, he or she is flexible[br]and finds creative solutions 0:05:37.480,0:05:41.140 when their well-planned[br]preparations don't really 0:05:41.140,0:05:41.750 work out. 0:05:41.750,0:05:45.280 So they become irrelevant[br]to the negotiation process. 0:05:45.280,0:05:48.070 When that happens,[br]strong negotiators 0:05:48.070,0:05:50.130 are both flexible[br]and creative and can 0:05:50.130,0:05:53.550 find new ways of interacting[br]with the other person 0:05:53.550,0:05:55.390 in trying to[br]achieve their goals. 0:05:55.390,0:05:58.690 Finally, good negotiators[br]need to have patience. 0:05:58.690,0:06:00.460 Things are not going[br]to go as planned. 0:06:00.460,0:06:02.530 That doesn't mean you[br]shouldn't have a plan. 0:06:02.530,0:06:05.460 That just means you need to[br]be ready to patiently work 0:06:05.460,0:06:08.440 through things with your[br]intercultural conegotiators. 0:06:08.440,0:06:11.040 As I've said, negotiation[br]can be stressful 0:06:11.040,0:06:13.560 when individuals are[br]coming to negotiation 0:06:13.560,0:06:15.730 from the same[br]cultural background. 0:06:15.730,0:06:18.600 So again, you can only imagine[br]how stressful things can 0:06:18.600,0:06:21.150 get when individuals are coming[br]from different backgrounds 0:06:21.150,0:06:22.840 with different perspectives. 0:06:22.840,0:06:25.110 So know that[br]intercultural negotiation 0:06:25.110,0:06:29.370 can be time-consuming, and[br]as such, it requires people 0:06:29.370,0:06:31.920 to really be patient and[br]to be willing to work 0:06:31.920,0:06:35.250 through the process of[br]negotiating and coming 0:06:35.250,0:06:38.770 to some type of mutual[br]resolution to a problem. 0:06:38.770,0:06:40.950 So now that we know the[br]personal characteristics 0:06:40.950,0:06:42.910 that a good negotiator[br]should have, 0:06:42.910,0:06:45.240 it's important to learn[br]about some of the strategies 0:06:45.240,0:06:49.890 that we can utilize to become[br]more effective negotiators. 0:06:49.890,0:06:51.750 First, to be an[br]effective negotiator, 0:06:51.750,0:06:53.940 we have to remember[br]to do our homework. 0:06:53.940,0:06:56.210 So we have to learn as[br]much as we possibly can 0:06:56.210,0:06:58.280 about the other[br]national culture, 0:06:58.280,0:07:00.000 the other[br]organizational culture, 0:07:00.000,0:07:02.430 as well as the other[br]culture of the individual. 0:07:02.430,0:07:06.260 So if we fully want to be able[br]to understand how to come up 0:07:06.260,0:07:08.580 with good strategies[br]for achieving our goals, 0:07:08.580,0:07:11.062 we have to know[br]information about all 0:07:11.062,0:07:12.770 of those different[br]things so we can truly 0:07:12.770,0:07:15.050 understand who we're[br]sending that message to 0:07:15.050,0:07:17.790 and how we can make that[br]message most persuasive. 0:07:17.790,0:07:20.390 Second, you're going to want[br]to focus on relationships 0:07:20.390,0:07:22.880 and building relationships[br]rather than just getting 0:07:22.880,0:07:24.540 contracts signed. 0:07:24.540,0:07:27.000 So many times, because[br]we're US Americans, 0:07:27.000,0:07:28.910 we focus on getting[br]a project completed 0:07:28.910,0:07:31.165 on time and under budget. 0:07:31.165,0:07:32.930 Time is money, and[br]if we can get things 0:07:32.930,0:07:35.000 done quickly and for less[br]money than we thought 0:07:35.000,0:07:37.260 we did or we would, we've won. 0:07:37.260,0:07:39.440 We've accomplished a goal. 0:07:39.440,0:07:41.540 That being said,[br]many other cultures 0:07:41.540,0:07:45.710 see negotiation not as[br]getting a contract signed, 0:07:45.710,0:07:49.090 but as building a long-term[br]relationship with an individual 0:07:49.090,0:07:51.670 from another organization. 0:07:51.670,0:07:54.850 So recognizing this focus[br]that other organizations 0:07:54.850,0:07:57.410 have on building relationships. 0:07:57.410,0:08:00.070 It's important for US[br]American negotiators 0:08:00.070,0:08:02.170 to remember that[br]there are benefits 0:08:02.170,0:08:05.660 to creating those long-standing[br]business relationships. 0:08:05.660,0:08:07.960 And if they come into[br]situations with a bit more 0:08:07.960,0:08:10.840 flexibility and a[br]bit more willingness 0:08:10.840,0:08:14.620 to concede on their desire[br]to have a contract signed now 0:08:14.620,0:08:18.080 and to be enforced 100% the[br]way the contract is written, 0:08:18.080,0:08:21.580 they might be able to facilitate[br]some of those good feelings that 0:08:21.580,0:08:23.650 enable intercultural[br]relationships 0:08:23.650,0:08:25.340 to happen and to flourish. 0:08:25.340,0:08:28.970 One of the things we have to[br]do when we build relationships, 0:08:28.970,0:08:31.760 however, is meet with[br]individuals face-to-face. 0:08:31.760,0:08:34.669 So when building[br]relationships interculturally, 0:08:34.669,0:08:38.270 you might need to travel to that[br]culture to have those meetings. 0:08:38.270,0:08:40.929 It's not going to be enough[br]to necessarily set up a Skype 0:08:40.929,0:08:45.680 interaction or do some type of[br]meeting software, where you all 0:08:45.680,0:08:47.490 can join together[br]at the same time. 0:08:47.490,0:08:49.500 So you're going to need[br]to meet face-to-face. 0:08:49.500,0:08:51.750 When you do that, you're[br]going to get to eat together, 0:08:51.750,0:08:53.832 drink together, do[br]activities together. 0:08:53.832,0:08:55.790 So maybe they're going[br]to take you to play golf 0:08:55.790,0:08:58.550 or to do another activity[br]that's important to them 0:08:58.550,0:08:59.730 within their culture. 0:08:59.730,0:09:02.870 So while a lot of US Americans[br]don't necessarily value doing 0:09:02.870,0:09:05.780 these things in business[br]settings-- again, time is money, 0:09:05.780,0:09:09.350 and building relationships[br]takes time and focus away from 0:09:09.350,0:09:11.420 the business at hand-- 0:09:11.420,0:09:13.790 do recognize that doing[br]this is important, 0:09:13.790,0:09:16.700 as it enables us to engage in[br]dialogue with the other group 0:09:16.700,0:09:19.790 of people, and this can help[br]us facilitate a relationship 0:09:19.790,0:09:21.450 with that individual. 0:09:21.450,0:09:24.050 Good negotiators also[br]consider the need 0:09:24.050,0:09:27.230 that exists behind the[br]position that the other side is 0:09:27.230,0:09:29.240 advocating for. 0:09:29.240,0:09:31.730 And this requires you[br]to try and understand 0:09:31.730,0:09:35.180 why the conegotiator[br]or your conegotiator 0:09:35.180,0:09:37.620 is asking for what[br]they're asking for. 0:09:37.620,0:09:40.230 In the end, we have to[br]remember that like the iceberg, 0:09:40.230,0:09:42.412 there are always things[br]that we can't see. 0:09:42.412,0:09:44.620 There are always rationales[br]for what people are doing 0:09:44.620,0:09:46.660 that we don't necessarily see. 0:09:46.660,0:09:48.950 Those things exist[br]under the surface, 0:09:48.950,0:09:51.530 and they're not clearly[br]visible to us at all times, 0:09:51.530,0:09:53.470 but we can explore them[br]so that we can fully 0:09:53.470,0:09:56.927 understand why people think[br]and do the things that they do. 0:09:56.927,0:09:58.510 We also want to be[br]sure that we're not 0:09:58.510,0:10:01.540 relying too much on[br]intercultural stereotypes 0:10:01.540,0:10:03.770 when we're learning[br]how to do our homework. 0:10:03.770,0:10:06.940 So when we're good intercultural[br]negotiators, we do our homework 0:10:06.940,0:10:09.760 and we try and learn who the[br]person we're negotiating with 0:10:09.760,0:10:10.550 is. 0:10:10.550,0:10:12.640 And the problem we can[br]have is sometimes we're 0:10:12.640,0:10:17.750 overreliant on what the books[br]say that person ought to be, 0:10:17.750,0:10:20.690 and we don't really let that[br]person be an individual. 0:10:20.690,0:10:23.770 So it's important to know[br]how people from that culture 0:10:23.770,0:10:26.740 tend to behave, but you want[br]to get into that interaction 0:10:26.740,0:10:30.680 and then rather quickly let that[br]person change those stereotypes. 0:10:30.680,0:10:33.280 So you don't want to rely[br]on what the book said 0:10:33.280,0:10:35.470 or how the book[br]said an individual 0:10:35.470,0:10:38.290 from the Japanese culture[br]would approach a negotiation 0:10:38.290,0:10:39.230 situation. 0:10:39.230,0:10:41.070 You want to allow[br]that individual 0:10:41.070,0:10:45.100 to let you learn how they[br]approach negotiation situations. 0:10:45.100,0:10:47.485 So having that context in[br]the background of your mind 0:10:47.485,0:10:49.110 is important because[br]it's going to help 0:10:49.110,0:10:52.320 you understand why they see[br]negotiation settings the way 0:10:52.320,0:10:53.110 they do. 0:10:53.110,0:10:56.400 But you do want to let a person[br]become an individual rather 0:10:56.400,0:10:58.780 than keeping them as[br]a cultural stereotype. 0:10:58.780,0:11:00.540 In intercultural[br]negotiation, we also 0:11:00.540,0:11:02.560 want to be sensitive to timing. 0:11:02.560,0:11:04.560 So as we learned[br]earlier, individuals 0:11:04.560,0:11:06.430 have different[br]time orientations. 0:11:06.430,0:11:08.470 And this can make[br]negotiations difficult 0:11:08.470,0:11:10.950 if one person has that[br]monochronic orientation 0:11:10.950,0:11:14.430 and assumes that time is[br]money, and the other person 0:11:14.430,0:11:16.530 has a more polychronic[br]orientation 0:11:16.530,0:11:19.240 and is really focused on[br]building relationships. 0:11:19.240,0:11:21.870 Because in the US, we expect[br]things to be done really 0:11:21.870,0:11:25.630 quickly, it's important,[br]as US individuals, 0:11:25.630,0:11:30.180 that we are willing and able to[br]adjust our expectations for when 0:11:30.180,0:11:33.550 work will get done when we're[br]working internationally. 0:11:33.550,0:11:36.210 A lot of times,[br]international negotiations 0:11:36.210,0:11:39.640 can take a really long[br]time, and so walking in 0:11:39.640,0:11:41.200 with the expectation[br]that this is 0:11:41.200,0:11:43.720 going to be something quick[br]and easy to accomplish 0:11:43.720,0:11:45.650 is likely not going to happen. 0:11:45.650,0:11:48.400 So this is going to be one[br]area where you should probably 0:11:48.400,0:11:50.750 adjust those expectations[br]from the beginning 0:11:50.750,0:11:53.860 so that you can be[br]more successful. 0:11:53.860,0:11:56.140 So if you tend to[br]be a fast worker, 0:11:56.140,0:11:58.810 it would be advantageous[br]for you to pay attention 0:11:58.810,0:12:01.840 to how your conegotiators[br]orient to time 0:12:01.840,0:12:04.430 when you arrive in an[br]international setting, 0:12:04.430,0:12:06.850 so that you can work to[br]adjust your communication 0:12:06.850,0:12:09.640 to their expectations for[br]how long this will take. 0:12:09.640,0:12:13.420 Being patient in our[br]international business 0:12:13.420,0:12:16.970 and international negotiation[br]situations is a virtue. 0:12:16.970,0:12:19.990 You also want to[br]consider the time of year 0:12:19.990,0:12:22.640 when you're looking and[br]being sensitive to timing. 0:12:22.640,0:12:26.050 So, in the US, not a lot of work[br]gets done on the week between 0:12:26.050,0:12:28.070 the Christmas holiday[br]and New Year's. 0:12:28.070,0:12:30.040 So, in intercultural[br]settings, that really 0:12:30.040,0:12:32.170 wouldn't be a good time[br]for other individuals 0:12:32.170,0:12:37.990 to suggest that a meeting happen[br]or that negotiations take place. 0:12:37.990,0:12:39.580 The final thing you[br]want to remember 0:12:39.580,0:12:41.590 if you're being[br]sensitive to timing 0:12:41.590,0:12:43.540 is that time zones[br]might come into play 0:12:43.540,0:12:45.340 if you're not[br]meeting face-to-face, 0:12:45.340,0:12:46.990 or even if you're[br]meeting face-to-face, 0:12:46.990,0:12:50.640 as someone might be jet-lagged[br]or have just arrived 0:12:50.640,0:12:52.180 in a new time zone. 0:12:52.180,0:12:56.430 Effective intercultural[br]communicators are also flexible. 0:12:56.430,0:13:00.060 Because we have a high focus[br]on the importance of time 0:13:00.060,0:13:02.190 in the United[br]States and we really 0:13:02.190,0:13:05.640 want to accomplish things[br]quickly and efficiently, 0:13:05.640,0:13:09.120 we tend to plan things[br]out so we have a plan 0:13:09.120,0:13:11.190 for how things ought to happen. 0:13:11.190,0:13:14.250 And when things don't go[br]to plan because schedules 0:13:14.250,0:13:16.200 change or governments[br]get involved 0:13:16.200,0:13:18.040 or people don't do[br]what they promise, 0:13:18.040,0:13:21.870 it's important that we remain[br]flexible and open to changing 0:13:21.870,0:13:23.920 the way that we[br]get our work done. 0:13:23.920,0:13:25.990 When negotiating[br]internationally, 0:13:25.990,0:13:27.750 we're going to[br]undoubtedly find ourselves 0:13:27.750,0:13:29.650 in unfamiliar situations. 0:13:29.650,0:13:31.560 And so we can freak[br]out and we can panic 0:13:31.560,0:13:34.000 and we can lose in[br]the negotiation, 0:13:34.000,0:13:35.600 or we can, again,[br]try and remember 0:13:35.600,0:13:37.220 that we need to[br]stay flexible, be 0:13:37.220,0:13:40.560 open to the different things[br]that are happening to us, 0:13:40.560,0:13:43.770 and trying to understand why[br]those things are occurring. 0:13:43.770,0:13:47.600 So really being flexible[br]involves going with the flow 0:13:47.600,0:13:50.420 and not allowing the[br]cultural differences 0:13:50.420,0:13:52.490 that are occurring[br]within the meeting 0:13:52.490,0:13:54.540 to throw you for[br]too much of a loop. 0:13:54.540,0:13:56.570 You also want to[br]learn how to listen. 0:13:56.570,0:14:01.490 So US American speakers tend to[br]be very direct and aggressive. 0:14:01.490,0:14:05.220 We value directness and we value[br]competition in this country. 0:14:05.220,0:14:07.170 So when we converse[br]with other people, 0:14:07.170,0:14:09.330 we try and win in[br]those conversations. 0:14:09.330,0:14:11.720 And you win by being[br]able to get your message 0:14:11.720,0:14:17.165 across to the other person in[br]a very clear and concise way. 0:14:17.165,0:14:20.580 As such, we're taught that[br]talking is what's important, 0:14:20.580,0:14:23.880 and paying attention to message[br]production is what's important. 0:14:23.880,0:14:26.720 We don't necessarily focus as[br]much on teaching individuals 0:14:26.720,0:14:28.650 how to be good listeners. 0:14:28.650,0:14:32.010 So a lot of the cognitive[br]effort we spend in conversation 0:14:32.010,0:14:34.680 focuses on constructing[br]messages rather than 0:14:34.680,0:14:36.870 interpreting messages. 0:14:36.870,0:14:39.100 If you learn to actively[br]listen, however, 0:14:39.100,0:14:41.880 and you try and understand[br]your conegotiator when you're 0:14:41.880,0:14:43.710 in interaction with[br]him or her, you 0:14:43.710,0:14:46.320 might find yourself better[br]able to secure the things 0:14:46.320,0:14:49.840 that your organization wants[br]because through listening, 0:14:49.840,0:14:52.470 you've learned about[br]the issues, and you're 0:14:52.470,0:14:54.750 able to convince the other[br]people that you're talking 0:14:54.750,0:14:57.690 with that you fully understand[br]where things are headed 0:14:57.690,0:14:59.920 or what their perspective is. 0:14:59.920,0:15:02.400 So you can get them to be[br]more flexible because you 0:15:02.400,0:15:05.470 can show that you understand[br]what they're advocating for 0:15:05.470,0:15:08.407 and you've seen what's below[br]the water on that iceberg. 0:15:08.407,0:15:10.740 You get why they're saying[br]what they're saying, why they 0:15:10.740,0:15:13.210 want the things that they want. 0:15:13.210,0:15:15.510 Also, you can convince[br]them that you're 0:15:15.510,0:15:17.250 trustworthy and[br]worthy of entering 0:15:17.250,0:15:20.460 into a long-term relationship[br]with when you pay attention 0:15:20.460,0:15:22.990 to listening and listening[br]to what they're saying. 0:15:22.990,0:15:25.200 So just some[br]strategies you can use 0:15:25.200,0:15:27.120 to become a better[br]listener-- working 0:15:27.120,0:15:29.580 to hear all messages[br]and not just the ones 0:15:29.580,0:15:30.900 that you agree with. 0:15:30.900,0:15:33.650 Sometimes when we are[br]listening, we dismiss the things 0:15:33.650,0:15:37.680 that we don't believe or we[br]don't agree with as unimportant. 0:15:37.680,0:15:39.600 We call this[br]cognitive dissonance. 0:15:39.600,0:15:42.810 So if something doesn't align[br]with how we look at the world, 0:15:42.810,0:15:45.570 we don't really pay attention[br]to that portion of the message. 0:15:45.570,0:15:48.680 So we don't want to do that in[br]intercultural business settings 0:15:48.680,0:15:52.010 because we want to hear all[br]those messages because, likely, 0:15:52.010,0:15:54.740 a lot of things that are[br]shared aren't going to align 0:15:54.740,0:15:58.100 with how we see the world. 0:15:58.100,0:16:00.380 We also want to learn to[br]listen to the whole message 0:16:00.380,0:16:02.250 before we provide a response. 0:16:02.250,0:16:04.010 So as US Americans,[br]we like to help 0:16:04.010,0:16:05.670 other people solve problems. 0:16:05.670,0:16:07.790 And a consequence of[br]this is that sometimes we 0:16:07.790,0:16:11.880 don't let them share their full[br]perspective before we interject. 0:16:11.880,0:16:14.720 So good listeners let their[br]conversational partners share 0:16:14.720,0:16:19.160 everything, and then they[br]interject with their advice 0:16:19.160,0:16:20.310 or with their commentary. 0:16:20.310,0:16:22.610 So let the other person[br]give their full message 0:16:22.610,0:16:24.830 before you start talking. 0:16:24.830,0:16:27.860 You also want to focus on the[br]message and not the presentation 0:16:27.860,0:16:28.980 of that message. 0:16:28.980,0:16:33.080 So presentation is important[br]to how a message is perceived 0:16:33.080,0:16:35.850 and how effective a message is. 0:16:35.850,0:16:38.810 But it's far more important[br]to focus on what's being said 0:16:38.810,0:16:42.530 rather than the number of times[br]an individual said "um" or "uh" 0:16:42.530,0:16:46.370 while delivering that message,[br]or the lack of an effective 0:16:46.370,0:16:49.520 PowerPoint that coincided[br]with the message. 0:16:49.520,0:16:52.700 Focusing on those things takes[br]your cognitive energy away 0:16:52.700,0:16:55.022 from trying to understand[br]what that message is. 0:16:55.022,0:16:56.480 So it's far more[br]beneficial for you 0:16:56.480,0:16:58.610 to just focus on[br]the message and not 0:16:58.610,0:17:00.355 how that message comes to you. 0:17:00.355,0:17:01.730 You also want to[br]make sure you're 0:17:01.730,0:17:04.430 asking open-ended questions[br]so that the speaker is 0:17:04.430,0:17:06.200 able to elaborate[br]and really share 0:17:06.200,0:17:09.480 their perspective on things[br]or their position on things. 0:17:09.480,0:17:11.327 Likewise, you want to[br]stay in the moment. 0:17:11.327,0:17:12.869 A lot of times, when[br]we're listening, 0:17:12.869,0:17:15.480 our minds can wander[br]and go elsewhere. 0:17:15.480,0:17:18.710 And so you really want to use[br]cognitive effort to try and stay 0:17:18.710,0:17:22.160 in the moment and try and[br]understand what's being said 0:17:22.160,0:17:24.710 and why those things[br]are important. 0:17:24.710,0:17:27.569 As a good listener, you might[br]ask that a colleague come along 0:17:27.569,0:17:30.340 with you to help you[br]listen to what's going on. 0:17:30.340,0:17:33.150 So this is going to ensure[br]that more than one person is 0:17:33.150,0:17:34.720 listening to what's happening. 0:17:34.720,0:17:37.290 And then through[br]dialogue, the two of you 0:17:37.290,0:17:39.240 can come to better[br]understand what actually 0:17:39.240,0:17:40.570 happened in the interaction. 0:17:40.570,0:17:42.220 So if you happen[br]to miss something, 0:17:42.220,0:17:45.550 maybe he or she picked up on[br]it, or maybe through discussion, 0:17:45.550,0:17:47.670 you can come to understand[br]the motivation that 0:17:47.670,0:17:50.875 was behind some of those[br]messages, in different ways 0:17:50.875,0:17:53.250 than you would have if you[br]were the only person listening 0:17:53.250,0:17:53.980 to them. 0:17:53.980,0:17:56.293 Finally, active[br]listeners take notes. 0:17:56.293,0:17:58.710 So you don't take notes by[br]writing down every single thing 0:17:58.710,0:18:00.190 that a person is saying. 0:18:00.190,0:18:02.670 Rather, you take notes by[br]writing down those things that 0:18:02.670,0:18:03.880 are important. 0:18:03.880,0:18:06.180 If you have good[br]note-taking skills, 0:18:06.180,0:18:08.070 you can better[br]distinguish between what's 0:18:08.070,0:18:10.540 important and unimportant[br]in a conversation. 0:18:10.540,0:18:12.510 And then you have a good[br]record of the things 0:18:12.510,0:18:14.410 that you need to[br]pay attention to. 0:18:14.410,0:18:17.640 Likewise, as your conversational[br]partner sees you writing things 0:18:17.640,0:18:20.040 down, that's, again, going[br]to show care and concern 0:18:20.040,0:18:21.300 about the relationship. 0:18:21.300,0:18:23.730 That's going to build[br]trust and hopefully enable 0:18:23.730,0:18:26.480 more open communication[br]between all parties. 0:18:26.480,0:18:30.730 I've said this many times, but[br]to be effective in negotiation 0:18:30.730,0:18:33.160 in intercultural[br]situations, you have 0:18:33.160,0:18:35.590 to learn about your own[br]culture as well as the culture 0:18:35.590,0:18:36.860 that you're visiting. 0:18:36.860,0:18:38.980 There is, however,[br]another culture that you 0:18:38.980,0:18:40.640 should pay attention to. 0:18:40.640,0:18:43.570 So you also want to pay[br]attention to the views 0:18:43.570,0:18:46.815 that your conegotiator[br]has about your culture. 0:18:46.815,0:18:49.820 You want to consider how[br]that person perceives you. 0:18:49.820,0:18:52.540 You want to consider how[br]that person perceives you 0:18:52.540,0:18:54.070 so that you can[br]better understand 0:18:54.070,0:18:57.050 how to interpret the messages[br]that they're sending your way. 0:18:57.050,0:18:59.410 Finally, strong[br]intercultural negotiators 0:18:59.410,0:19:02.170 act ethically and with[br]integrity so that they can 0:19:02.170,0:19:04.370 build trusting relationships. 0:19:04.370,0:19:07.030 They accept that multinational[br]connections are needed 0:19:07.030,0:19:08.815 to be successful[br]in a global market, 0:19:08.815,0:19:11.440 and they work to be trustworthy[br]so that their relationships can 0:19:11.440,0:19:12.110 grow. 0:19:12.110,0:19:15.220 All right, so this video[br]gave a detailed look 0:19:15.220,0:19:17.732 at how to become a better[br]intercultural negotiator. 0:19:17.732,0:19:19.690 These skills are going[br]to be useful to consider 0:19:19.690,0:19:21.940 when you work on the[br]cross-cultural negotiation 0:19:21.940,0:19:24.180 activity on Monday.