[Script Info]
Title: 
[Events]
Format: Layer, Start, End, Style, Name, MarginL, MarginR, MarginV, Effect, Text
Dialogue: 0,0:00:00.00,0:00:01.54,Default,,0000,0000,0000,,PROFESSOR: In this\Nvideo, we're going
Dialogue: 0,0:00:01.54,0:00:03.64,Default,,0000,0000,0000,,to talk about\Nintercultural negotiations.
Dialogue: 0,0:00:03.64,0:00:05.60,Default,,0000,0000,0000,,The negotiations that\Nwe're going to talk about
Dialogue: 0,0:00:05.60,0:00:08.16,Default,,0000,0000,0000,,are specific to\Nbusiness settings.
Dialogue: 0,0:00:08.16,0:00:11.37,Default,,0000,0000,0000,,But also know that you negotiate\Nin all of your relationships,
Dialogue: 0,0:00:11.37,0:00:13.53,Default,,0000,0000,0000,,whether they're\Ninterpersonal, intercultural,
Dialogue: 0,0:00:13.53,0:00:15.56,Default,,0000,0000,0000,,a combination of\Nboth, so that what
Dialogue: 0,0:00:15.56,0:00:17.75,Default,,0000,0000,0000,,you learn about\Nnegotiation today
Dialogue: 0,0:00:17.75,0:00:20.43,Default,,0000,0000,0000,,is transferable into\Nyour other relationships.
Dialogue: 0,0:00:20.43,0:00:22.85,Default,,0000,0000,0000,,We're just going to talk about\Nthem in a strictly business
Dialogue: 0,0:00:22.85,0:00:24.65,Default,,0000,0000,0000,,sense.
Dialogue: 0,0:00:24.65,0:00:27.62,Default,,0000,0000,0000,,One of the reasons why\Nintercultural negotiation is
Dialogue: 0,0:00:27.62,0:00:30.44,Default,,0000,0000,0000,,so difficult to accomplish\Nis because we're
Dialogue: 0,0:00:30.44,0:00:33.32,Default,,0000,0000,0000,,so used to negotiating\Nwithin our own culture
Dialogue: 0,0:00:33.32,0:00:37.46,Default,,0000,0000,0000,,that we assume that the rules\Nthat we use to understand how we
Dialogue: 0,0:00:37.46,0:00:40.08,Default,,0000,0000,0000,,ought to negotiate and how\Nwe ought to achieve our goals
Dialogue: 0,0:00:40.08,0:00:43.50,Default,,0000,0000,0000,,are going to be the same\Nwhen we go into new contexts.
Dialogue: 0,0:00:43.50,0:00:46.19,Default,,0000,0000,0000,,And so we imagine that\Nthis negotiation process
Dialogue: 0,0:00:46.19,0:00:49.08,Default,,0000,0000,0000,,is going to look very similar\Nto what we're used to, when,
Dialogue: 0,0:00:49.08,0:00:52.20,Default,,0000,0000,0000,,in fact, it's not.
Dialogue: 0,0:00:52.20,0:00:54.09,Default,,0000,0000,0000,,When we negotiate\Nin our own culture,
Dialogue: 0,0:00:54.09,0:00:56.19,Default,,0000,0000,0000,,we know the values\Nof the other person,
Dialogue: 0,0:00:56.19,0:00:58.46,Default,,0000,0000,0000,,or we have a better\Nidea of what goals
Dialogue: 0,0:00:58.46,0:01:02.11,Default,,0000,0000,0000,,they have about the interaction,\Nand what ethical choices
Dialogue: 0,0:01:02.11,0:01:05.32,Default,,0000,0000,0000,,that they're going to make,\Nsimply because we have a better
Dialogue: 0,0:01:05.32,0:01:08.21,Default,,0000,0000,0000,,idea of what their cultural\Nbackground looks like.
Dialogue: 0,0:01:08.21,0:01:11.11,Default,,0000,0000,0000,,So we know that there's\Nall sorts of variation
Dialogue: 0,0:01:11.11,0:01:14.29,Default,,0000,0000,0000,,and we all have different lived\Nexperiences, so we do all see
Dialogue: 0,0:01:14.29,0:01:16.46,Default,,0000,0000,0000,,the world in different ways.
Dialogue: 0,0:01:16.46,0:01:18.32,Default,,0000,0000,0000,,It's not all exactly the same.
Dialogue: 0,0:01:18.32,0:01:21.79,Default,,0000,0000,0000,,But when we try to understand\Nthe cultural lens of someone
Dialogue: 0,0:01:21.79,0:01:25.28,Default,,0000,0000,0000,,who's more similar to us,\Nthe process is a bit easier.
Dialogue: 0,0:01:25.28,0:01:28.98,Default,,0000,0000,0000,,So we're not guaranteed\Nany shared perspectives
Dialogue: 0,0:01:28.98,0:01:30.88,Default,,0000,0000,0000,,when we negotiate\Ninterculturally,
Dialogue: 0,0:01:30.88,0:01:34.66,Default,,0000,0000,0000,,so it's a bit more difficult\Nto find those places where
Dialogue: 0,0:01:34.66,0:01:37.30,Default,,0000,0000,0000,,our experiences and the\Nexperiences of the person
Dialogue: 0,0:01:37.30,0:01:39.20,Default,,0000,0000,0000,,that we're talking to overlap.
Dialogue: 0,0:01:39.20,0:01:41.59,Default,,0000,0000,0000,,And it's when we find\Nthose moments of overlap
Dialogue: 0,0:01:41.59,0:01:44.00,Default,,0000,0000,0000,,that we're able to have\Nmore effective communication
Dialogue: 0,0:01:44.00,0:01:46.72,Default,,0000,0000,0000,,because we recognize that\Nwe can both understand
Dialogue: 0,0:01:46.72,0:01:48.98,Default,,0000,0000,0000,,the worldview of\Nthe other person
Dialogue: 0,0:01:48.98,0:01:52.87,Default,,0000,0000,0000,,when we talk about those\Nshared experiences.
Dialogue: 0,0:01:52.87,0:01:54.40,Default,,0000,0000,0000,,Other important\Nthings to consider
Dialogue: 0,0:01:54.40,0:01:59.52,Default,,0000,0000,0000,,when negotiating in\Nintercultural settings
Dialogue: 0,0:01:59.52,0:02:01.68,Default,,0000,0000,0000,,is that you might be\Nwriting a contract that's
Dialogue: 0,0:02:01.68,0:02:04.99,Default,,0000,0000,0000,,going to be enforced by two\Ndifferent legal systems.
Dialogue: 0,0:02:04.99,0:02:08.68,Default,,0000,0000,0000,,So if the two different legal\Nsystems are vastly different,
Dialogue: 0,0:02:08.68,0:02:11.46,Default,,0000,0000,0000,,that contract may mean very\Ndifferent things depending
Dialogue: 0,0:02:11.46,0:02:13.93,Default,,0000,0000,0000,,on which country or\Nwhich part of the world
Dialogue: 0,0:02:13.93,0:02:15.25,Default,,0000,0000,0000,,it's being enforced in.
Dialogue: 0,0:02:15.25,0:02:17.16,Default,,0000,0000,0000,,So you want to be aware of that.
Dialogue: 0,0:02:17.16,0:02:19.56,Default,,0000,0000,0000,,And we also want to be aware\Nthat while the government
Dialogue: 0,0:02:19.56,0:02:22.29,Default,,0000,0000,0000,,in the US tends to be very\Nseparate from business
Dialogue: 0,0:02:22.29,0:02:24.87,Default,,0000,0000,0000,,interactions, they're not\Nnecessarily in the boardroom
Dialogue: 0,0:02:24.87,0:02:28.18,Default,,0000,0000,0000,,24/7, that's not necessarily\Ntrue of other countries.
Dialogue: 0,0:02:28.18,0:02:29.76,Default,,0000,0000,0000,,So you might have\Ngovernment officials
Dialogue: 0,0:02:29.76,0:02:33.33,Default,,0000,0000,0000,,that you have to be\Ninteracting with.
Dialogue: 0,0:02:33.33,0:02:35.91,Default,,0000,0000,0000,,You also might be negotiating\Nin a country that's
Dialogue: 0,0:02:35.91,0:02:39.76,Default,,0000,0000,0000,,politically unstable, so things\Ncan change really quickly.
Dialogue: 0,0:02:39.76,0:02:42.21,Default,,0000,0000,0000,,These are all important things\Nto consider when looking
Dialogue: 0,0:02:42.21,0:02:44.20,Default,,0000,0000,0000,,at intercultural negotiations.
Dialogue: 0,0:02:44.20,0:02:47.92,Default,,0000,0000,0000,,So it's important to\Nremember that it is about--
Dialogue: 0,0:02:47.92,0:02:50.04,Default,,0000,0000,0000,,being an effective\Nintercultural negotiator
Dialogue: 0,0:02:50.04,0:02:52.35,Default,,0000,0000,0000,,is about much more\Nthan just knowing
Dialogue: 0,0:02:52.35,0:02:54.24,Default,,0000,0000,0000,,the values and the\Nbeliefs of the group
Dialogue: 0,0:02:54.24,0:02:56.56,Default,,0000,0000,0000,,that you're interacting with.
Dialogue: 0,0:02:56.56,0:02:59.15,Default,,0000,0000,0000,,Because we do a lot of\Nnegotiating every day,
Dialogue: 0,0:02:59.15,0:03:02.74,Default,,0000,0000,0000,,we have this idea that we know\Nwhat it is and we intuitively
Dialogue: 0,0:03:02.74,0:03:04.34,Default,,0000,0000,0000,,know how to accomplish it.
Dialogue: 0,0:03:04.34,0:03:06.52,Default,,0000,0000,0000,,We don't necessarily\Nspend the time thinking
Dialogue: 0,0:03:06.52,0:03:08.99,Default,,0000,0000,0000,,about what the definition means.
Dialogue: 0,0:03:08.99,0:03:11.38,Default,,0000,0000,0000,,So to help us better\Nunderstand and at least
Dialogue: 0,0:03:11.38,0:03:14.69,Default,,0000,0000,0000,,be on the same page concerning\Nwhat a negotiation is,
Dialogue: 0,0:03:14.69,0:03:16.96,Default,,0000,0000,0000,,it's important to\Nknow that negotiations
Dialogue: 0,0:03:16.96,0:03:19.99,Default,,0000,0000,0000,,are the interaction\Nof two or more parties
Dialogue: 0,0:03:19.99,0:03:23.17,Default,,0000,0000,0000,,who both have common and\Nconflicting interests,
Dialogue: 0,0:03:23.17,0:03:28.06,Default,,0000,0000,0000,,for the purpose of reaching a\Nmutually beneficial agreement.
Dialogue: 0,0:03:28.06,0:03:31.52,Default,,0000,0000,0000,,So negotiations happen when\Nwe need to work together
Dialogue: 0,0:03:31.52,0:03:35.41,Default,,0000,0000,0000,,but we have different ideas\Nabout how we should achieve
Dialogue: 0,0:03:35.41,0:03:37.67,Default,,0000,0000,0000,,those joint goals that we have.
Dialogue: 0,0:03:37.67,0:03:40.87,Default,,0000,0000,0000,,We engage in negotiation\Nin our everyday lives.
Dialogue: 0,0:03:40.87,0:03:43.70,Default,,0000,0000,0000,,All of the time, we're\Nengaging in negotiations.
Dialogue: 0,0:03:43.70,0:03:47.29,Default,,0000,0000,0000,,So you might have a negotiation\Nwith your significant other
Dialogue: 0,0:03:47.29,0:03:50.48,Default,,0000,0000,0000,,when you're trying to decide\Nwhere you want to go for dinner.
Dialogue: 0,0:03:50.48,0:03:53.95,Default,,0000,0000,0000,,So you both have a common\Ninterest in eating a meal,
Dialogue: 0,0:03:53.95,0:03:56.13,Default,,0000,0000,0000,,but you have conflicting\Nideas about where
Dialogue: 0,0:03:56.13,0:03:58.11,Default,,0000,0000,0000,,you ought to go to eat out.
Dialogue: 0,0:03:58.11,0:03:59.64,Default,,0000,0000,0000,,When your significant\Nother offers
Dialogue: 0,0:03:59.64,0:04:02.50,Default,,0000,0000,0000,,to do the laundry if you\Npick his or her suggestion,
Dialogue: 0,0:04:02.50,0:04:04.68,Default,,0000,0000,0000,,you have to decide\Nif receiving laundry
Dialogue: 0,0:04:04.68,0:04:08.26,Default,,0000,0000,0000,,for giving in on the dinner\Nchoice is beneficial to you.
Dialogue: 0,0:04:08.26,0:04:11.02,Default,,0000,0000,0000,,If it is, you can\Nmake this agreement.
Dialogue: 0,0:04:11.02,0:04:13.32,Default,,0000,0000,0000,,And if it's not, you\Ncontinue in the negotiations
Dialogue: 0,0:04:13.32,0:04:15.93,Default,,0000,0000,0000,,and you decide what\Nyou're going to offer
Dialogue: 0,0:04:15.93,0:04:19.05,Default,,0000,0000,0000,,to sweeten the pot so that he or\Nshe will pick the place that you
Dialogue: 0,0:04:19.05,0:04:20.82,Default,,0000,0000,0000,,want to go.
Dialogue: 0,0:04:20.82,0:04:23.80,Default,,0000,0000,0000,,What then does it take\Nto be a good negotiator?
Dialogue: 0,0:04:23.80,0:04:28.45,Default,,0000,0000,0000,,Well, first, good negotiators\Nhave strong persuasion skills.
Dialogue: 0,0:04:28.45,0:04:30.84,Default,,0000,0000,0000,,So individuals that\Nare highly persuasive
Dialogue: 0,0:04:30.84,0:04:34.81,Default,,0000,0000,0000,,know many different strategies\Nfor persuading other people,
Dialogue: 0,0:04:34.81,0:04:37.99,Default,,0000,0000,0000,,and they're able to effectively\Nanalyze the situation so
Dialogue: 0,0:04:37.99,0:04:39.57,Default,,0000,0000,0000,,that they can pick\Nthe strategies that
Dialogue: 0,0:04:39.57,0:04:45.57,Default,,0000,0000,0000,,are likely to be most effective\Nin a specific context.
Dialogue: 0,0:04:45.57,0:04:48.03,Default,,0000,0000,0000,,Good negotiators are\Nalso well-prepared.
Dialogue: 0,0:04:48.03,0:04:50.26,Default,,0000,0000,0000,,So they know what\Noutcome they want,
Dialogue: 0,0:04:50.26,0:04:53.93,Default,,0000,0000,0000,,what outcome their company\Nwants, what they can concede,
Dialogue: 0,0:04:53.93,0:04:55.94,Default,,0000,0000,0000,,when they can\Nconcede those things.
Dialogue: 0,0:04:55.94,0:04:57.55,Default,,0000,0000,0000,,And finally, they\Nknow what to expect
Dialogue: 0,0:04:57.55,0:05:00.41,Default,,0000,0000,0000,,within the intercultural\Nnegotiation setting.
Dialogue: 0,0:05:00.41,0:05:02.87,Default,,0000,0000,0000,,All of this requires\Ndoing your homework,
Dialogue: 0,0:05:02.87,0:05:05.12,Default,,0000,0000,0000,,not just on the deal that\Nneeds to be made, though.
Dialogue: 0,0:05:05.12,0:05:07.72,Default,,0000,0000,0000,,You have to do your homework\Nabout the culture with which
Dialogue: 0,0:05:07.72,0:05:08.90,Default,,0000,0000,0000,,you're making that deal.
Dialogue: 0,0:05:08.90,0:05:10.73,Default,,0000,0000,0000,,So you need to learn\Nabout the people you're
Dialogue: 0,0:05:10.73,0:05:12.58,Default,,0000,0000,0000,,making that deal with,\Nnot just about what
Dialogue: 0,0:05:12.58,0:05:16.19,Default,,0000,0000,0000,,you need to do to get\Nthis deal to go through.
Dialogue: 0,0:05:16.19,0:05:18.44,Default,,0000,0000,0000,,While good negotiators\Nare well-prepared,
Dialogue: 0,0:05:18.44,0:05:21.28,Default,,0000,0000,0000,,they're also flexible\Nand creative when
Dialogue: 0,0:05:21.28,0:05:23.06,Default,,0000,0000,0000,,things don't go as planned.
Dialogue: 0,0:05:23.06,0:05:26.23,Default,,0000,0000,0000,,So a good intercultural\Nnegotiator is aware of the fact
Dialogue: 0,0:05:26.23,0:05:29.95,Default,,0000,0000,0000,,that the cultural differences\Nbetween the individuals involved
Dialogue: 0,0:05:29.95,0:05:33.41,Default,,0000,0000,0000,,in the negotiation are\Nlikely to cause problems.
Dialogue: 0,0:05:33.41,0:05:37.48,Default,,0000,0000,0000,,Thus, he or she is flexible\Nand finds creative solutions
Dialogue: 0,0:05:37.48,0:05:41.14,Default,,0000,0000,0000,,when their well-planned\Npreparations don't really
Dialogue: 0,0:05:41.14,0:05:41.75,Default,,0000,0000,0000,,work out.
Dialogue: 0,0:05:41.75,0:05:45.28,Default,,0000,0000,0000,,So they become irrelevant\Nto the negotiation process.
Dialogue: 0,0:05:45.28,0:05:48.07,Default,,0000,0000,0000,,When that happens,\Nstrong negotiators
Dialogue: 0,0:05:48.07,0:05:50.13,Default,,0000,0000,0000,,are both flexible\Nand creative and can
Dialogue: 0,0:05:50.13,0:05:53.55,Default,,0000,0000,0000,,find new ways of interacting\Nwith the other person
Dialogue: 0,0:05:53.55,0:05:55.39,Default,,0000,0000,0000,,in trying to\Nachieve their goals.
Dialogue: 0,0:05:55.39,0:05:58.69,Default,,0000,0000,0000,,Finally, good negotiators\Nneed to have patience.
Dialogue: 0,0:05:58.69,0:06:00.46,Default,,0000,0000,0000,,Things are not going\Nto go as planned.
Dialogue: 0,0:06:00.46,0:06:02.53,Default,,0000,0000,0000,,That doesn't mean you\Nshouldn't have a plan.
Dialogue: 0,0:06:02.53,0:06:05.46,Default,,0000,0000,0000,,That just means you need to\Nbe ready to patiently work
Dialogue: 0,0:06:05.46,0:06:08.44,Default,,0000,0000,0000,,through things with your\Nintercultural conegotiators.
Dialogue: 0,0:06:08.44,0:06:11.04,Default,,0000,0000,0000,,As I've said, negotiation\Ncan be stressful
Dialogue: 0,0:06:11.04,0:06:13.56,Default,,0000,0000,0000,,when individuals are\Ncoming to negotiation
Dialogue: 0,0:06:13.56,0:06:15.73,Default,,0000,0000,0000,,from the same\Ncultural background.
Dialogue: 0,0:06:15.73,0:06:18.60,Default,,0000,0000,0000,,So again, you can only imagine\Nhow stressful things can
Dialogue: 0,0:06:18.60,0:06:21.15,Default,,0000,0000,0000,,get when individuals are coming\Nfrom different backgrounds
Dialogue: 0,0:06:21.15,0:06:22.84,Default,,0000,0000,0000,,with different perspectives.
Dialogue: 0,0:06:22.84,0:06:25.11,Default,,0000,0000,0000,,So know that\Nintercultural negotiation
Dialogue: 0,0:06:25.11,0:06:29.37,Default,,0000,0000,0000,,can be time-consuming, and\Nas such, it requires people
Dialogue: 0,0:06:29.37,0:06:31.92,Default,,0000,0000,0000,,to really be patient and\Nto be willing to work
Dialogue: 0,0:06:31.92,0:06:35.25,Default,,0000,0000,0000,,through the process of\Nnegotiating and coming
Dialogue: 0,0:06:35.25,0:06:38.77,Default,,0000,0000,0000,,to some type of mutual\Nresolution to a problem.
Dialogue: 0,0:06:38.77,0:06:40.95,Default,,0000,0000,0000,,So now that we know the\Npersonal characteristics
Dialogue: 0,0:06:40.95,0:06:42.91,Default,,0000,0000,0000,,that a good negotiator\Nshould have,
Dialogue: 0,0:06:42.91,0:06:45.24,Default,,0000,0000,0000,,it's important to learn\Nabout some of the strategies
Dialogue: 0,0:06:45.24,0:06:49.89,Default,,0000,0000,0000,,that we can utilize to become\Nmore effective negotiators.
Dialogue: 0,0:06:49.89,0:06:51.75,Default,,0000,0000,0000,,First, to be an\Neffective negotiator,
Dialogue: 0,0:06:51.75,0:06:53.94,Default,,0000,0000,0000,,we have to remember\Nto do our homework.
Dialogue: 0,0:06:53.94,0:06:56.21,Default,,0000,0000,0000,,So we have to learn as\Nmuch as we possibly can
Dialogue: 0,0:06:56.21,0:06:58.28,Default,,0000,0000,0000,,about the other\Nnational culture,
Dialogue: 0,0:06:58.28,0:07:00.00,Default,,0000,0000,0000,,the other\Norganizational culture,
Dialogue: 0,0:07:00.00,0:07:02.43,Default,,0000,0000,0000,,as well as the other\Nculture of the individual.
Dialogue: 0,0:07:02.43,0:07:06.26,Default,,0000,0000,0000,,So if we fully want to be able\Nto understand how to come up
Dialogue: 0,0:07:06.26,0:07:08.58,Default,,0000,0000,0000,,with good strategies\Nfor achieving our goals,
Dialogue: 0,0:07:08.58,0:07:11.06,Default,,0000,0000,0000,,we have to know\Ninformation about all
Dialogue: 0,0:07:11.06,0:07:12.77,Default,,0000,0000,0000,,of those different\Nthings so we can truly
Dialogue: 0,0:07:12.77,0:07:15.05,Default,,0000,0000,0000,,understand who we're\Nsending that message to
Dialogue: 0,0:07:15.05,0:07:17.79,Default,,0000,0000,0000,,and how we can make that\Nmessage most persuasive.
Dialogue: 0,0:07:17.79,0:07:20.39,Default,,0000,0000,0000,,Second, you're going to want\Nto focus on relationships
Dialogue: 0,0:07:20.39,0:07:22.88,Default,,0000,0000,0000,,and building relationships\Nrather than just getting
Dialogue: 0,0:07:22.88,0:07:24.54,Default,,0000,0000,0000,,contracts signed.
Dialogue: 0,0:07:24.54,0:07:27.00,Default,,0000,0000,0000,,So many times, because\Nwe're US Americans,
Dialogue: 0,0:07:27.00,0:07:28.91,Default,,0000,0000,0000,,we focus on getting\Na project completed
Dialogue: 0,0:07:28.91,0:07:31.16,Default,,0000,0000,0000,,on time and under budget.
Dialogue: 0,0:07:31.16,0:07:32.93,Default,,0000,0000,0000,,Time is money, and\Nif we can get things
Dialogue: 0,0:07:32.93,0:07:35.00,Default,,0000,0000,0000,,done quickly and for less\Nmoney than we thought
Dialogue: 0,0:07:35.00,0:07:37.26,Default,,0000,0000,0000,,we did or we would, we've won.
Dialogue: 0,0:07:37.26,0:07:39.44,Default,,0000,0000,0000,,We've accomplished a goal.
Dialogue: 0,0:07:39.44,0:07:41.54,Default,,0000,0000,0000,,That being said,\Nmany other cultures
Dialogue: 0,0:07:41.54,0:07:45.71,Default,,0000,0000,0000,,see negotiation not as\Ngetting a contract signed,
Dialogue: 0,0:07:45.71,0:07:49.09,Default,,0000,0000,0000,,but as building a long-term\Nrelationship with an individual
Dialogue: 0,0:07:49.09,0:07:51.67,Default,,0000,0000,0000,,from another organization.
Dialogue: 0,0:07:51.67,0:07:54.85,Default,,0000,0000,0000,,So recognizing this focus\Nthat other organizations
Dialogue: 0,0:07:54.85,0:07:57.41,Default,,0000,0000,0000,,have on building relationships.
Dialogue: 0,0:07:57.41,0:08:00.07,Default,,0000,0000,0000,,It's important for US\NAmerican negotiators
Dialogue: 0,0:08:00.07,0:08:02.17,Default,,0000,0000,0000,,to remember that\Nthere are benefits
Dialogue: 0,0:08:02.17,0:08:05.66,Default,,0000,0000,0000,,to creating those long-standing\Nbusiness relationships.
Dialogue: 0,0:08:05.66,0:08:07.96,Default,,0000,0000,0000,,And if they come into\Nsituations with a bit more
Dialogue: 0,0:08:07.96,0:08:10.84,Default,,0000,0000,0000,,flexibility and a\Nbit more willingness
Dialogue: 0,0:08:10.84,0:08:14.62,Default,,0000,0000,0000,,to concede on their desire\Nto have a contract signed now
Dialogue: 0,0:08:14.62,0:08:18.08,Default,,0000,0000,0000,,and to be enforced 100% the\Nway the contract is written,
Dialogue: 0,0:08:18.08,0:08:21.58,Default,,0000,0000,0000,,they might be able to facilitate\Nsome of those good feelings that
Dialogue: 0,0:08:21.58,0:08:23.65,Default,,0000,0000,0000,,enable intercultural\Nrelationships
Dialogue: 0,0:08:23.65,0:08:25.34,Default,,0000,0000,0000,,to happen and to flourish.
Dialogue: 0,0:08:25.34,0:08:28.97,Default,,0000,0000,0000,,One of the things we have to\Ndo when we build relationships,
Dialogue: 0,0:08:28.97,0:08:31.76,Default,,0000,0000,0000,,however, is meet with\Nindividuals face-to-face.
Dialogue: 0,0:08:31.76,0:08:34.67,Default,,0000,0000,0000,,So when building\Nrelationships interculturally,
Dialogue: 0,0:08:34.67,0:08:38.27,Default,,0000,0000,0000,,you might need to travel to that\Nculture to have those meetings.
Dialogue: 0,0:08:38.27,0:08:40.93,Default,,0000,0000,0000,,It's not going to be enough\Nto necessarily set up a Skype
Dialogue: 0,0:08:40.93,0:08:45.68,Default,,0000,0000,0000,,interaction or do some type of\Nmeeting software, where you all
Dialogue: 0,0:08:45.68,0:08:47.49,Default,,0000,0000,0000,,can join together\Nat the same time.
Dialogue: 0,0:08:47.49,0:08:49.50,Default,,0000,0000,0000,,So you're going to need\Nto meet face-to-face.
Dialogue: 0,0:08:49.50,0:08:51.75,Default,,0000,0000,0000,,When you do that, you're\Ngoing to get to eat together,
Dialogue: 0,0:08:51.75,0:08:53.83,Default,,0000,0000,0000,,drink together, do\Nactivities together.
Dialogue: 0,0:08:53.83,0:08:55.79,Default,,0000,0000,0000,,So maybe they're going\Nto take you to play golf
Dialogue: 0,0:08:55.79,0:08:58.55,Default,,0000,0000,0000,,or to do another activity\Nthat's important to them
Dialogue: 0,0:08:58.55,0:08:59.73,Default,,0000,0000,0000,,within their culture.
Dialogue: 0,0:08:59.73,0:09:02.87,Default,,0000,0000,0000,,So while a lot of US Americans\Ndon't necessarily value doing
Dialogue: 0,0:09:02.87,0:09:05.78,Default,,0000,0000,0000,,these things in business\Nsettings-- again, time is money,
Dialogue: 0,0:09:05.78,0:09:09.35,Default,,0000,0000,0000,,and building relationships\Ntakes time and focus away from
Dialogue: 0,0:09:09.35,0:09:11.42,Default,,0000,0000,0000,,the business at hand--
Dialogue: 0,0:09:11.42,0:09:13.79,Default,,0000,0000,0000,,do recognize that doing\Nthis is important,
Dialogue: 0,0:09:13.79,0:09:16.70,Default,,0000,0000,0000,,as it enables us to engage in\Ndialogue with the other group
Dialogue: 0,0:09:16.70,0:09:19.79,Default,,0000,0000,0000,,of people, and this can help\Nus facilitate a relationship
Dialogue: 0,0:09:19.79,0:09:21.45,Default,,0000,0000,0000,,with that individual.
Dialogue: 0,0:09:21.45,0:09:24.05,Default,,0000,0000,0000,,Good negotiators also\Nconsider the need
Dialogue: 0,0:09:24.05,0:09:27.23,Default,,0000,0000,0000,,that exists behind the\Nposition that the other side is
Dialogue: 0,0:09:27.23,0:09:29.24,Default,,0000,0000,0000,,advocating for.
Dialogue: 0,0:09:29.24,0:09:31.73,Default,,0000,0000,0000,,And this requires you\Nto try and understand
Dialogue: 0,0:09:31.73,0:09:35.18,Default,,0000,0000,0000,,why the conegotiator\Nor your conegotiator
Dialogue: 0,0:09:35.18,0:09:37.62,Default,,0000,0000,0000,,is asking for what\Nthey're asking for.
Dialogue: 0,0:09:37.62,0:09:40.23,Default,,0000,0000,0000,,In the end, we have to\Nremember that like the iceberg,
Dialogue: 0,0:09:40.23,0:09:42.41,Default,,0000,0000,0000,,there are always things\Nthat we can't see.
Dialogue: 0,0:09:42.41,0:09:44.62,Default,,0000,0000,0000,,There are always rationales\Nfor what people are doing
Dialogue: 0,0:09:44.62,0:09:46.66,Default,,0000,0000,0000,,that we don't necessarily see.
Dialogue: 0,0:09:46.66,0:09:48.95,Default,,0000,0000,0000,,Those things exist\Nunder the surface,
Dialogue: 0,0:09:48.95,0:09:51.53,Default,,0000,0000,0000,,and they're not clearly\Nvisible to us at all times,
Dialogue: 0,0:09:51.53,0:09:53.47,Default,,0000,0000,0000,,but we can explore them\Nso that we can fully
Dialogue: 0,0:09:53.47,0:09:56.93,Default,,0000,0000,0000,,understand why people think\Nand do the things that they do.
Dialogue: 0,0:09:56.93,0:09:58.51,Default,,0000,0000,0000,,We also want to be\Nsure that we're not
Dialogue: 0,0:09:58.51,0:10:01.54,Default,,0000,0000,0000,,relying too much on\Nintercultural stereotypes
Dialogue: 0,0:10:01.54,0:10:03.77,Default,,0000,0000,0000,,when we're learning\Nhow to do our homework.
Dialogue: 0,0:10:03.77,0:10:06.94,Default,,0000,0000,0000,,So when we're good intercultural\Nnegotiators, we do our homework
Dialogue: 0,0:10:06.94,0:10:09.76,Default,,0000,0000,0000,,and we try and learn who the\Nperson we're negotiating with
Dialogue: 0,0:10:09.76,0:10:10.55,Default,,0000,0000,0000,,is.
Dialogue: 0,0:10:10.55,0:10:12.64,Default,,0000,0000,0000,,And the problem we can\Nhave is sometimes we're
Dialogue: 0,0:10:12.64,0:10:17.75,Default,,0000,0000,0000,,overreliant on what the books\Nsay that person ought to be,
Dialogue: 0,0:10:17.75,0:10:20.69,Default,,0000,0000,0000,,and we don't really let that\Nperson be an individual.
Dialogue: 0,0:10:20.69,0:10:23.77,Default,,0000,0000,0000,,So it's important to know\Nhow people from that culture
Dialogue: 0,0:10:23.77,0:10:26.74,Default,,0000,0000,0000,,tend to behave, but you want\Nto get into that interaction
Dialogue: 0,0:10:26.74,0:10:30.68,Default,,0000,0000,0000,,and then rather quickly let that\Nperson change those stereotypes.
Dialogue: 0,0:10:30.68,0:10:33.28,Default,,0000,0000,0000,,So you don't want to rely\Non what the book said
Dialogue: 0,0:10:33.28,0:10:35.47,Default,,0000,0000,0000,,or how the book\Nsaid an individual
Dialogue: 0,0:10:35.47,0:10:38.29,Default,,0000,0000,0000,,from the Japanese culture\Nwould approach a negotiation
Dialogue: 0,0:10:38.29,0:10:39.23,Default,,0000,0000,0000,,situation.
Dialogue: 0,0:10:39.23,0:10:41.07,Default,,0000,0000,0000,,You want to allow\Nthat individual
Dialogue: 0,0:10:41.07,0:10:45.10,Default,,0000,0000,0000,,to let you learn how they\Napproach negotiation situations.
Dialogue: 0,0:10:45.10,0:10:47.48,Default,,0000,0000,0000,,So having that context in\Nthe background of your mind
Dialogue: 0,0:10:47.48,0:10:49.11,Default,,0000,0000,0000,,is important because\Nit's going to help
Dialogue: 0,0:10:49.11,0:10:52.32,Default,,0000,0000,0000,,you understand why they see\Nnegotiation settings the way
Dialogue: 0,0:10:52.32,0:10:53.11,Default,,0000,0000,0000,,they do.
Dialogue: 0,0:10:53.11,0:10:56.40,Default,,0000,0000,0000,,But you do want to let a person\Nbecome an individual rather
Dialogue: 0,0:10:56.40,0:10:58.78,Default,,0000,0000,0000,,than keeping them as\Na cultural stereotype.
Dialogue: 0,0:10:58.78,0:11:00.54,Default,,0000,0000,0000,,In intercultural\Nnegotiation, we also
Dialogue: 0,0:11:00.54,0:11:02.56,Default,,0000,0000,0000,,want to be sensitive to timing.
Dialogue: 0,0:11:02.56,0:11:04.56,Default,,0000,0000,0000,,So as we learned\Nearlier, individuals
Dialogue: 0,0:11:04.56,0:11:06.43,Default,,0000,0000,0000,,have different\Ntime orientations.
Dialogue: 0,0:11:06.43,0:11:08.47,Default,,0000,0000,0000,,And this can make\Nnegotiations difficult
Dialogue: 0,0:11:08.47,0:11:10.95,Default,,0000,0000,0000,,if one person has that\Nmonochronic orientation
Dialogue: 0,0:11:10.95,0:11:14.43,Default,,0000,0000,0000,,and assumes that time is\Nmoney, and the other person
Dialogue: 0,0:11:14.43,0:11:16.53,Default,,0000,0000,0000,,has a more polychronic\Norientation
Dialogue: 0,0:11:16.53,0:11:19.24,Default,,0000,0000,0000,,and is really focused on\Nbuilding relationships.
Dialogue: 0,0:11:19.24,0:11:21.87,Default,,0000,0000,0000,,Because in the US, we expect\Nthings to be done really
Dialogue: 0,0:11:21.87,0:11:25.63,Default,,0000,0000,0000,,quickly, it's important,\Nas US individuals,
Dialogue: 0,0:11:25.63,0:11:30.18,Default,,0000,0000,0000,,that we are willing and able to\Nadjust our expectations for when
Dialogue: 0,0:11:30.18,0:11:33.55,Default,,0000,0000,0000,,work will get done when we're\Nworking internationally.
Dialogue: 0,0:11:33.55,0:11:36.21,Default,,0000,0000,0000,,A lot of times,\Ninternational negotiations
Dialogue: 0,0:11:36.21,0:11:39.64,Default,,0000,0000,0000,,can take a really long\Ntime, and so walking in
Dialogue: 0,0:11:39.64,0:11:41.20,Default,,0000,0000,0000,,with the expectation\Nthat this is
Dialogue: 0,0:11:41.20,0:11:43.72,Default,,0000,0000,0000,,going to be something quick\Nand easy to accomplish
Dialogue: 0,0:11:43.72,0:11:45.65,Default,,0000,0000,0000,,is likely not going to happen.
Dialogue: 0,0:11:45.65,0:11:48.40,Default,,0000,0000,0000,,So this is going to be one\Narea where you should probably
Dialogue: 0,0:11:48.40,0:11:50.75,Default,,0000,0000,0000,,adjust those expectations\Nfrom the beginning
Dialogue: 0,0:11:50.75,0:11:53.86,Default,,0000,0000,0000,,so that you can be\Nmore successful.
Dialogue: 0,0:11:53.86,0:11:56.14,Default,,0000,0000,0000,,So if you tend to\Nbe a fast worker,
Dialogue: 0,0:11:56.14,0:11:58.81,Default,,0000,0000,0000,,it would be advantageous\Nfor you to pay attention
Dialogue: 0,0:11:58.81,0:12:01.84,Default,,0000,0000,0000,,to how your conegotiators\Norient to time
Dialogue: 0,0:12:01.84,0:12:04.43,Default,,0000,0000,0000,,when you arrive in an\Ninternational setting,
Dialogue: 0,0:12:04.43,0:12:06.85,Default,,0000,0000,0000,,so that you can work to\Nadjust your communication
Dialogue: 0,0:12:06.85,0:12:09.64,Default,,0000,0000,0000,,to their expectations for\Nhow long this will take.
Dialogue: 0,0:12:09.64,0:12:13.42,Default,,0000,0000,0000,,Being patient in our\Ninternational business
Dialogue: 0,0:12:13.42,0:12:16.97,Default,,0000,0000,0000,,and international negotiation\Nsituations is a virtue.
Dialogue: 0,0:12:16.97,0:12:19.99,Default,,0000,0000,0000,,You also want to\Nconsider the time of year
Dialogue: 0,0:12:19.99,0:12:22.64,Default,,0000,0000,0000,,when you're looking and\Nbeing sensitive to timing.
Dialogue: 0,0:12:22.64,0:12:26.05,Default,,0000,0000,0000,,So, in the US, not a lot of work\Ngets done on the week between
Dialogue: 0,0:12:26.05,0:12:28.07,Default,,0000,0000,0000,,the Christmas holiday\Nand New Year's.
Dialogue: 0,0:12:28.07,0:12:30.04,Default,,0000,0000,0000,,So, in intercultural\Nsettings, that really
Dialogue: 0,0:12:30.04,0:12:32.17,Default,,0000,0000,0000,,wouldn't be a good time\Nfor other individuals
Dialogue: 0,0:12:32.17,0:12:37.99,Default,,0000,0000,0000,,to suggest that a meeting happen\Nor that negotiations take place.
Dialogue: 0,0:12:37.99,0:12:39.58,Default,,0000,0000,0000,,The final thing you\Nwant to remember
Dialogue: 0,0:12:39.58,0:12:41.59,Default,,0000,0000,0000,,if you're being\Nsensitive to timing
Dialogue: 0,0:12:41.59,0:12:43.54,Default,,0000,0000,0000,,is that time zones\Nmight come into play
Dialogue: 0,0:12:43.54,0:12:45.34,Default,,0000,0000,0000,,if you're not\Nmeeting face-to-face,
Dialogue: 0,0:12:45.34,0:12:46.99,Default,,0000,0000,0000,,or even if you're\Nmeeting face-to-face,
Dialogue: 0,0:12:46.99,0:12:50.64,Default,,0000,0000,0000,,as someone might be jet-lagged\Nor have just arrived
Dialogue: 0,0:12:50.64,0:12:52.18,Default,,0000,0000,0000,,in a new time zone.
Dialogue: 0,0:12:52.18,0:12:56.43,Default,,0000,0000,0000,,Effective intercultural\Ncommunicators are also flexible.
Dialogue: 0,0:12:56.43,0:13:00.06,Default,,0000,0000,0000,,Because we have a high focus\Non the importance of time
Dialogue: 0,0:13:00.06,0:13:02.19,Default,,0000,0000,0000,,in the United\NStates and we really
Dialogue: 0,0:13:02.19,0:13:05.64,Default,,0000,0000,0000,,want to accomplish things\Nquickly and efficiently,
Dialogue: 0,0:13:05.64,0:13:09.12,Default,,0000,0000,0000,,we tend to plan things\Nout so we have a plan
Dialogue: 0,0:13:09.12,0:13:11.19,Default,,0000,0000,0000,,for how things ought to happen.
Dialogue: 0,0:13:11.19,0:13:14.25,Default,,0000,0000,0000,,And when things don't go\Nto plan because schedules
Dialogue: 0,0:13:14.25,0:13:16.20,Default,,0000,0000,0000,,change or governments\Nget involved
Dialogue: 0,0:13:16.20,0:13:18.04,Default,,0000,0000,0000,,or people don't do\Nwhat they promise,
Dialogue: 0,0:13:18.04,0:13:21.87,Default,,0000,0000,0000,,it's important that we remain\Nflexible and open to changing
Dialogue: 0,0:13:21.87,0:13:23.92,Default,,0000,0000,0000,,the way that we\Nget our work done.
Dialogue: 0,0:13:23.92,0:13:25.99,Default,,0000,0000,0000,,When negotiating\Ninternationally,
Dialogue: 0,0:13:25.99,0:13:27.75,Default,,0000,0000,0000,,we're going to\Nundoubtedly find ourselves
Dialogue: 0,0:13:27.75,0:13:29.65,Default,,0000,0000,0000,,in unfamiliar situations.
Dialogue: 0,0:13:29.65,0:13:31.56,Default,,0000,0000,0000,,And so we can freak\Nout and we can panic
Dialogue: 0,0:13:31.56,0:13:34.00,Default,,0000,0000,0000,,and we can lose in\Nthe negotiation,
Dialogue: 0,0:13:34.00,0:13:35.60,Default,,0000,0000,0000,,or we can, again,\Ntry and remember
Dialogue: 0,0:13:35.60,0:13:37.22,Default,,0000,0000,0000,,that we need to\Nstay flexible, be
Dialogue: 0,0:13:37.22,0:13:40.56,Default,,0000,0000,0000,,open to the different things\Nthat are happening to us,
Dialogue: 0,0:13:40.56,0:13:43.77,Default,,0000,0000,0000,,and trying to understand why\Nthose things are occurring.
Dialogue: 0,0:13:43.77,0:13:47.60,Default,,0000,0000,0000,,So really being flexible\Ninvolves going with the flow
Dialogue: 0,0:13:47.60,0:13:50.42,Default,,0000,0000,0000,,and not allowing the\Ncultural differences
Dialogue: 0,0:13:50.42,0:13:52.49,Default,,0000,0000,0000,,that are occurring\Nwithin the meeting
Dialogue: 0,0:13:52.49,0:13:54.54,Default,,0000,0000,0000,,to throw you for\Ntoo much of a loop.
Dialogue: 0,0:13:54.54,0:13:56.57,Default,,0000,0000,0000,,You also want to\Nlearn how to listen.
Dialogue: 0,0:13:56.57,0:14:01.49,Default,,0000,0000,0000,,So US American speakers tend to\Nbe very direct and aggressive.
Dialogue: 0,0:14:01.49,0:14:05.22,Default,,0000,0000,0000,,We value directness and we value\Ncompetition in this country.
Dialogue: 0,0:14:05.22,0:14:07.17,Default,,0000,0000,0000,,So when we converse\Nwith other people,
Dialogue: 0,0:14:07.17,0:14:09.33,Default,,0000,0000,0000,,we try and win in\Nthose conversations.
Dialogue: 0,0:14:09.33,0:14:11.72,Default,,0000,0000,0000,,And you win by being\Nable to get your message
Dialogue: 0,0:14:11.72,0:14:17.16,Default,,0000,0000,0000,,across to the other person in\Na very clear and concise way.
Dialogue: 0,0:14:17.16,0:14:20.58,Default,,0000,0000,0000,,As such, we're taught that\Ntalking is what's important,
Dialogue: 0,0:14:20.58,0:14:23.88,Default,,0000,0000,0000,,and paying attention to message\Nproduction is what's important.
Dialogue: 0,0:14:23.88,0:14:26.72,Default,,0000,0000,0000,,We don't necessarily focus as\Nmuch on teaching individuals
Dialogue: 0,0:14:26.72,0:14:28.65,Default,,0000,0000,0000,,how to be good listeners.
Dialogue: 0,0:14:28.65,0:14:32.01,Default,,0000,0000,0000,,So a lot of the cognitive\Neffort we spend in conversation
Dialogue: 0,0:14:32.01,0:14:34.68,Default,,0000,0000,0000,,focuses on constructing\Nmessages rather than
Dialogue: 0,0:14:34.68,0:14:36.87,Default,,0000,0000,0000,,interpreting messages.
Dialogue: 0,0:14:36.87,0:14:39.10,Default,,0000,0000,0000,,If you learn to actively\Nlisten, however,
Dialogue: 0,0:14:39.10,0:14:41.88,Default,,0000,0000,0000,,and you try and understand\Nyour conegotiator when you're
Dialogue: 0,0:14:41.88,0:14:43.71,Default,,0000,0000,0000,,in interaction with\Nhim or her, you
Dialogue: 0,0:14:43.71,0:14:46.32,Default,,0000,0000,0000,,might find yourself better\Nable to secure the things
Dialogue: 0,0:14:46.32,0:14:49.84,Default,,0000,0000,0000,,that your organization wants\Nbecause through listening,
Dialogue: 0,0:14:49.84,0:14:52.47,Default,,0000,0000,0000,,you've learned about\Nthe issues, and you're
Dialogue: 0,0:14:52.47,0:14:54.75,Default,,0000,0000,0000,,able to convince the other\Npeople that you're talking
Dialogue: 0,0:14:54.75,0:14:57.69,Default,,0000,0000,0000,,with that you fully understand\Nwhere things are headed
Dialogue: 0,0:14:57.69,0:14:59.92,Default,,0000,0000,0000,,or what their perspective is.
Dialogue: 0,0:14:59.92,0:15:02.40,Default,,0000,0000,0000,,So you can get them to be\Nmore flexible because you
Dialogue: 0,0:15:02.40,0:15:05.47,Default,,0000,0000,0000,,can show that you understand\Nwhat they're advocating for
Dialogue: 0,0:15:05.47,0:15:08.41,Default,,0000,0000,0000,,and you've seen what's below\Nthe water on that iceberg.
Dialogue: 0,0:15:08.41,0:15:10.74,Default,,0000,0000,0000,,You get why they're saying\Nwhat they're saying, why they
Dialogue: 0,0:15:10.74,0:15:13.21,Default,,0000,0000,0000,,want the things that they want.
Dialogue: 0,0:15:13.21,0:15:15.51,Default,,0000,0000,0000,,Also, you can convince\Nthem that you're
Dialogue: 0,0:15:15.51,0:15:17.25,Default,,0000,0000,0000,,trustworthy and\Nworthy of entering
Dialogue: 0,0:15:17.25,0:15:20.46,Default,,0000,0000,0000,,into a long-term relationship\Nwith when you pay attention
Dialogue: 0,0:15:20.46,0:15:22.99,Default,,0000,0000,0000,,to listening and listening\Nto what they're saying.
Dialogue: 0,0:15:22.99,0:15:25.20,Default,,0000,0000,0000,,So just some\Nstrategies you can use
Dialogue: 0,0:15:25.20,0:15:27.12,Default,,0000,0000,0000,,to become a better\Nlistener-- working
Dialogue: 0,0:15:27.12,0:15:29.58,Default,,0000,0000,0000,,to hear all messages\Nand not just the ones
Dialogue: 0,0:15:29.58,0:15:30.90,Default,,0000,0000,0000,,that you agree with.
Dialogue: 0,0:15:30.90,0:15:33.65,Default,,0000,0000,0000,,Sometimes when we are\Nlistening, we dismiss the things
Dialogue: 0,0:15:33.65,0:15:37.68,Default,,0000,0000,0000,,that we don't believe or we\Ndon't agree with as unimportant.
Dialogue: 0,0:15:37.68,0:15:39.60,Default,,0000,0000,0000,,We call this\Ncognitive dissonance.
Dialogue: 0,0:15:39.60,0:15:42.81,Default,,0000,0000,0000,,So if something doesn't align\Nwith how we look at the world,
Dialogue: 0,0:15:42.81,0:15:45.57,Default,,0000,0000,0000,,we don't really pay attention\Nto that portion of the message.
Dialogue: 0,0:15:45.57,0:15:48.68,Default,,0000,0000,0000,,So we don't want to do that in\Nintercultural business settings
Dialogue: 0,0:15:48.68,0:15:52.01,Default,,0000,0000,0000,,because we want to hear all\Nthose messages because, likely,
Dialogue: 0,0:15:52.01,0:15:54.74,Default,,0000,0000,0000,,a lot of things that are\Nshared aren't going to align
Dialogue: 0,0:15:54.74,0:15:58.10,Default,,0000,0000,0000,,with how we see the world.
Dialogue: 0,0:15:58.10,0:16:00.38,Default,,0000,0000,0000,,We also want to learn to\Nlisten to the whole message
Dialogue: 0,0:16:00.38,0:16:02.25,Default,,0000,0000,0000,,before we provide a response.
Dialogue: 0,0:16:02.25,0:16:04.01,Default,,0000,0000,0000,,So as US Americans,\Nwe like to help
Dialogue: 0,0:16:04.01,0:16:05.67,Default,,0000,0000,0000,,other people solve problems.
Dialogue: 0,0:16:05.67,0:16:07.79,Default,,0000,0000,0000,,And a consequence of\Nthis is that sometimes we
Dialogue: 0,0:16:07.79,0:16:11.88,Default,,0000,0000,0000,,don't let them share their full\Nperspective before we interject.
Dialogue: 0,0:16:11.88,0:16:14.72,Default,,0000,0000,0000,,So good listeners let their\Nconversational partners share
Dialogue: 0,0:16:14.72,0:16:19.16,Default,,0000,0000,0000,,everything, and then they\Ninterject with their advice
Dialogue: 0,0:16:19.16,0:16:20.31,Default,,0000,0000,0000,,or with their commentary.
Dialogue: 0,0:16:20.31,0:16:22.61,Default,,0000,0000,0000,,So let the other person\Ngive their full message
Dialogue: 0,0:16:22.61,0:16:24.83,Default,,0000,0000,0000,,before you start talking.
Dialogue: 0,0:16:24.83,0:16:27.86,Default,,0000,0000,0000,,You also want to focus on the\Nmessage and not the presentation
Dialogue: 0,0:16:27.86,0:16:28.98,Default,,0000,0000,0000,,of that message.
Dialogue: 0,0:16:28.98,0:16:33.08,Default,,0000,0000,0000,,So presentation is important\Nto how a message is perceived
Dialogue: 0,0:16:33.08,0:16:35.85,Default,,0000,0000,0000,,and how effective a message is.
Dialogue: 0,0:16:35.85,0:16:38.81,Default,,0000,0000,0000,,But it's far more important\Nto focus on what's being said
Dialogue: 0,0:16:38.81,0:16:42.53,Default,,0000,0000,0000,,rather than the number of times\Nan individual said "um" or "uh"
Dialogue: 0,0:16:42.53,0:16:46.37,Default,,0000,0000,0000,,while delivering that message,\Nor the lack of an effective
Dialogue: 0,0:16:46.37,0:16:49.52,Default,,0000,0000,0000,,PowerPoint that coincided\Nwith the message.
Dialogue: 0,0:16:49.52,0:16:52.70,Default,,0000,0000,0000,,Focusing on those things takes\Nyour cognitive energy away
Dialogue: 0,0:16:52.70,0:16:55.02,Default,,0000,0000,0000,,from trying to understand\Nwhat that message is.
Dialogue: 0,0:16:55.02,0:16:56.48,Default,,0000,0000,0000,,So it's far more\Nbeneficial for you
Dialogue: 0,0:16:56.48,0:16:58.61,Default,,0000,0000,0000,,to just focus on\Nthe message and not
Dialogue: 0,0:16:58.61,0:17:00.36,Default,,0000,0000,0000,,how that message comes to you.
Dialogue: 0,0:17:00.36,0:17:01.73,Default,,0000,0000,0000,,You also want to\Nmake sure you're
Dialogue: 0,0:17:01.73,0:17:04.43,Default,,0000,0000,0000,,asking open-ended questions\Nso that the speaker is
Dialogue: 0,0:17:04.43,0:17:06.20,Default,,0000,0000,0000,,able to elaborate\Nand really share
Dialogue: 0,0:17:06.20,0:17:09.48,Default,,0000,0000,0000,,their perspective on things\Nor their position on things.
Dialogue: 0,0:17:09.48,0:17:11.33,Default,,0000,0000,0000,,Likewise, you want to\Nstay in the moment.
Dialogue: 0,0:17:11.33,0:17:12.87,Default,,0000,0000,0000,,A lot of times, when\Nwe're listening,
Dialogue: 0,0:17:12.87,0:17:15.48,Default,,0000,0000,0000,,our minds can wander\Nand go elsewhere.
Dialogue: 0,0:17:15.48,0:17:18.71,Default,,0000,0000,0000,,And so you really want to use\Ncognitive effort to try and stay
Dialogue: 0,0:17:18.71,0:17:22.16,Default,,0000,0000,0000,,in the moment and try and\Nunderstand what's being said
Dialogue: 0,0:17:22.16,0:17:24.71,Default,,0000,0000,0000,,and why those things\Nare important.
Dialogue: 0,0:17:24.71,0:17:27.57,Default,,0000,0000,0000,,As a good listener, you might\Nask that a colleague come along
Dialogue: 0,0:17:27.57,0:17:30.34,Default,,0000,0000,0000,,with you to help you\Nlisten to what's going on.
Dialogue: 0,0:17:30.34,0:17:33.15,Default,,0000,0000,0000,,So this is going to ensure\Nthat more than one person is
Dialogue: 0,0:17:33.15,0:17:34.72,Default,,0000,0000,0000,,listening to what's happening.
Dialogue: 0,0:17:34.72,0:17:37.29,Default,,0000,0000,0000,,And then through\Ndialogue, the two of you
Dialogue: 0,0:17:37.29,0:17:39.24,Default,,0000,0000,0000,,can come to better\Nunderstand what actually
Dialogue: 0,0:17:39.24,0:17:40.57,Default,,0000,0000,0000,,happened in the interaction.
Dialogue: 0,0:17:40.57,0:17:42.22,Default,,0000,0000,0000,,So if you happen\Nto miss something,
Dialogue: 0,0:17:42.22,0:17:45.55,Default,,0000,0000,0000,,maybe he or she picked up on\Nit, or maybe through discussion,
Dialogue: 0,0:17:45.55,0:17:47.67,Default,,0000,0000,0000,,you can come to understand\Nthe motivation that
Dialogue: 0,0:17:47.67,0:17:50.88,Default,,0000,0000,0000,,was behind some of those\Nmessages, in different ways
Dialogue: 0,0:17:50.88,0:17:53.25,Default,,0000,0000,0000,,than you would have if you\Nwere the only person listening
Dialogue: 0,0:17:53.25,0:17:53.98,Default,,0000,0000,0000,,to them.
Dialogue: 0,0:17:53.98,0:17:56.29,Default,,0000,0000,0000,,Finally, active\Nlisteners take notes.
Dialogue: 0,0:17:56.29,0:17:58.71,Default,,0000,0000,0000,,So you don't take notes by\Nwriting down every single thing
Dialogue: 0,0:17:58.71,0:18:00.19,Default,,0000,0000,0000,,that a person is saying.
Dialogue: 0,0:18:00.19,0:18:02.67,Default,,0000,0000,0000,,Rather, you take notes by\Nwriting down those things that
Dialogue: 0,0:18:02.67,0:18:03.88,Default,,0000,0000,0000,,are important.
Dialogue: 0,0:18:03.88,0:18:06.18,Default,,0000,0000,0000,,If you have good\Nnote-taking skills,
Dialogue: 0,0:18:06.18,0:18:08.07,Default,,0000,0000,0000,,you can better\Ndistinguish between what's
Dialogue: 0,0:18:08.07,0:18:10.54,Default,,0000,0000,0000,,important and unimportant\Nin a conversation.
Dialogue: 0,0:18:10.54,0:18:12.51,Default,,0000,0000,0000,,And then you have a good\Nrecord of the things
Dialogue: 0,0:18:12.51,0:18:14.41,Default,,0000,0000,0000,,that you need to\Npay attention to.
Dialogue: 0,0:18:14.41,0:18:17.64,Default,,0000,0000,0000,,Likewise, as your conversational\Npartner sees you writing things
Dialogue: 0,0:18:17.64,0:18:20.04,Default,,0000,0000,0000,,down, that's, again, going\Nto show care and concern
Dialogue: 0,0:18:20.04,0:18:21.30,Default,,0000,0000,0000,,about the relationship.
Dialogue: 0,0:18:21.30,0:18:23.73,Default,,0000,0000,0000,,That's going to build\Ntrust and hopefully enable
Dialogue: 0,0:18:23.73,0:18:26.48,Default,,0000,0000,0000,,more open communication\Nbetween all parties.
Dialogue: 0,0:18:26.48,0:18:30.73,Default,,0000,0000,0000,,I've said this many times, but\Nto be effective in negotiation
Dialogue: 0,0:18:30.73,0:18:33.16,Default,,0000,0000,0000,,in intercultural\Nsituations, you have
Dialogue: 0,0:18:33.16,0:18:35.59,Default,,0000,0000,0000,,to learn about your own\Nculture as well as the culture
Dialogue: 0,0:18:35.59,0:18:36.86,Default,,0000,0000,0000,,that you're visiting.
Dialogue: 0,0:18:36.86,0:18:38.98,Default,,0000,0000,0000,,There is, however,\Nanother culture that you
Dialogue: 0,0:18:38.98,0:18:40.64,Default,,0000,0000,0000,,should pay attention to.
Dialogue: 0,0:18:40.64,0:18:43.57,Default,,0000,0000,0000,,So you also want to pay\Nattention to the views
Dialogue: 0,0:18:43.57,0:18:46.82,Default,,0000,0000,0000,,that your conegotiator\Nhas about your culture.
Dialogue: 0,0:18:46.82,0:18:49.82,Default,,0000,0000,0000,,You want to consider how\Nthat person perceives you.
Dialogue: 0,0:18:49.82,0:18:52.54,Default,,0000,0000,0000,,You want to consider how\Nthat person perceives you
Dialogue: 0,0:18:52.54,0:18:54.07,Default,,0000,0000,0000,,so that you can\Nbetter understand
Dialogue: 0,0:18:54.07,0:18:57.05,Default,,0000,0000,0000,,how to interpret the messages\Nthat they're sending your way.
Dialogue: 0,0:18:57.05,0:18:59.41,Default,,0000,0000,0000,,Finally, strong\Nintercultural negotiators
Dialogue: 0,0:18:59.41,0:19:02.17,Default,,0000,0000,0000,,act ethically and with\Nintegrity so that they can
Dialogue: 0,0:19:02.17,0:19:04.37,Default,,0000,0000,0000,,build trusting relationships.
Dialogue: 0,0:19:04.37,0:19:07.03,Default,,0000,0000,0000,,They accept that multinational\Nconnections are needed
Dialogue: 0,0:19:07.03,0:19:08.82,Default,,0000,0000,0000,,to be successful\Nin a global market,
Dialogue: 0,0:19:08.82,0:19:11.44,Default,,0000,0000,0000,,and they work to be trustworthy\Nso that their relationships can
Dialogue: 0,0:19:11.44,0:19:12.11,Default,,0000,0000,0000,,grow.
Dialogue: 0,0:19:12.11,0:19:15.22,Default,,0000,0000,0000,,All right, so this video\Ngave a detailed look
Dialogue: 0,0:19:15.22,0:19:17.73,Default,,0000,0000,0000,,at how to become a better\Nintercultural negotiator.
Dialogue: 0,0:19:17.73,0:19:19.69,Default,,0000,0000,0000,,These skills are going\Nto be useful to consider
Dialogue: 0,0:19:19.69,0:19:21.94,Default,,0000,0000,0000,,when you work on the\Ncross-cultural negotiation
Dialogue: 0,0:19:21.94,0:19:24.18,Default,,0000,0000,0000,,activity on Monday.