Which owned by a ratio Falcao affiliate professor Decision Sciences here at NCI, talking about cross-cultural negotiations. Now, within, within that solid sphere, there must, there must be a great deal of room for misunderstanding. Absolutely, absolutely would be. The element of cross-cultural negotiation is, is a concern of every negotiation negotiator who negotiates International Night. And it's a question that comes very often, especially places like in set, where we do so much with the international aspect of negotiations. In two of the main misconceptions that I find as you guys who just before it and on cross-cultural negotiations is that if I were to summarize and we will sentence is most people tend to underestimate cross-cultural negotiations. And most people tend to overestimate at the same time cross-culturally Gaucher. So how can we have this what seems a seemingly paradigm cycle situation? Let me start with the underestimating part. People come to me normally and S, So it asks, how do I negotiate with a Chinese very hot question right now. And I say with Chinese exactly. We want to talk to you. Want to talk to the Chinese from Beijing or Shanghai. The one that came from the countryside city or the one who was born and raised in a young ones for an older one. The one who left to study came back or one who always lived here. So there's so many Chinese and by the way, we know that there are a lot of studies out there that it becomes really hard because they all have what if some cultures beyond just being Chinese? And that's the underestimation, people tend to only look international culture when they go into international negotiations. And they try to try to, to look into that, but they then don't want to take a look what, that there's also educational culture, race culture, gender culture, or religious culture, right? In all of these will also impact the way people behave index on cross-cultural push, that means what we are underestimating the role of culture because we're only looking at the national one, need to as negotiators to also try to understand all of the others. Why? Because they're going to help us understand how the person thinks in communicates. And therefore be able to negotiate and persuade the person from the overestimation. When perhaps you may be negotiating with somebody couldn't, similar sort of background that you may be making certain assumptions about that person stance when those assumptions may not be correct. Absolutely. And that's a mistake that many people fall into what to assume too much because they perceive that the national culture is there. And then they underestimate the risk, right? So for example, sometimes I will tell people, and maybe I'll be making a little bit of an exaggeration here. But just to make a point which is sometimes I would much rather negotiate with an older woman, Muslim who lives in the countryside of Mongo. Then 3B mistake, Catholic, middle aged, lawyer background made from Rio de Janeiro, Brazil. Where comes from? Right? Why? Because with that second person, D might, we might feel like we are so alike. They will make so many assumptions or what we should know and understand from one another as well that we're going to see many times run the risk of overestimating that proximity. An overestimate that we might not mentioned some of the risks or opportunities that we perceive. Therefore, running the risk of losing money or not making as much as we could. Whereas with someone who I see so different for me, I'm going to be so extra careful through the negotiation and making sure I i dot all the I's and cross all the T's that I actual run less of that risk, right? So we also have to be aware of that, that the visual proximity and how that might actually fool us into thinking what is culture, what's not as assumption must be legitimate. There are so many different people, different backgrounds, and how can you overcome this? All basically then, the first assumption you should have is that every negotiation is a cross-cultural exercise. So that's the shortage. Everybody goes through every negotiation you're negotiating with your wife, with your husband glanced across cultures of different genders and different gender see things differently and they talk about things that you're talking to your kids. Many people come to visit. How I negotiate with my kids. Well, is a different age. It's different, it's a different culture. The CBA worthy like different kind of music. They like different kinds of food. They like to do different kinds of things. That's different, the culture as it might get. And yet they are your own blood. So you have to understand how did they think differently because of the cultural distance. How do they behave differently? Hopefully think how they speak differently so that I can, what, I can find the right arguments to go into their mind and help them see the world. I see it. And in helping them do that, they'll probably be a little closer to seeing and agreeing to what I want them to see and agree. Just to go to negotiations we could accompany. I've seen personally and say in Hong Kong, yep, that is a different style, a different approach to negotiations than you would have in the West, where the West might be more direct. In Asia, you can scarce around the subjects for say, 20 minutes before you get onto the key eyes it reminded flipped onto the overestimation site. They people then when they deal with someone who's that different. But they will probably do many times is blamed. Everything that goes wrong or difficult on national culture. But maybe you're just dealing with a very shy person from Hong Kong who's not very forthcoming in a relationship. It will just say, because I don't know that person. So it's just so easy to attach it to the flag and say, Oh, because the Chinese and the Asians, of course they're not as forthcoming. For example, when you might not be the case, right? There might be some very action where people from Hong Kong and I'm sure there are, right. On the other hand, then there will be some of those other cultures, again. The race, gender, ethnicity, religion, age. All of those will impact than the negotiators should be looking to the whole spectrum. However, it is true as you pretty forward that if you come from a different national culture, there's a higher likelihood that you're going to have some different rituals, cultural rituals, and how we do relationship as you referred to yourself, or how we communicate specifically, has to be run differently. So for example, if we go into a place like the Middle East, you would expect people to spend a fair amount of time talking about themselves and quantum understand one another, building more of a stronger relationship before they go into the substance of the deal itself. Maybe the wes or Scandinavia people are going to jump straight into the business. Just having a small introduction may be talking about the weather and boom, go straight into it. So the rituals are different. But sometimes the order in which you do things or how you know the reason why you do things or what should or should not be done, will be underlying leader saying that it's the same based on what? On two main negotiation cultures that we find out there. But just to say it's a, the example of the Japanese culture, you see a loss of rituals attached to that. Because it's absolutely, so far we have just to go back to the relationship building phase, which is one that is very different, right? Sometimes if you want to create a long lasting relationship in Japan with a business partner, which will generate hopefully a lot of value for you in the future. In my name, to stand. Sometimes a year before you can even start touch about business. Just really getting to know one another. This is extremely important. You spend one year try to build a relationship with somebody you asked, you're going to get tired of, you did not move on to someone who actually will start talking money faster. So again, the ritual is, so both of them will do and that investment or relationship to the level that the rituals require. Like for example, communication or the process in which people deal with one another is another very important dimension, which rituals were Bactrim ants. For example, in Japan, you don't see no directly. In many instances, you have to find a more indirect way to let the other person know, understand that. I don't want to do something. Now, the same principle will apply to the Japanese or another culture, which as I try to indirectly tell you, no, I still want that not to be as clear in your mind as I can possibly conveyed. Just a forum in doing that will be different. But is it possible to get somebody to coach, you know, dealing with particular? Absolutely. So here's where I would make the two distinctions. If you want to become a better negotiator period, then the negotiation training or coach for help you write and will help you to give you all the underlying things it should be worrying about to begin the successful negotiation. If you want to have a little polishing on those rituals than a cultural coach might actually be more relevant because there will be more understanding of, so how relationships actually built in the workplace. In a place like Japan, Korea, China, if you're coming from europe and the US for example, by or vice versa. And how do we actually communicate when there is a difference in power? How does that normally goals for when we're coordinate, how you're supposed to propose an idea, how the decision-making needs so that I can respect that you need to consult with other people or if they expect you're ready to decide to me on the spot. So does sensitivities. I would actually much rather have someone from that country helping me understand what normally goes on. Especially someone who can do what a by national experienced person, someone who lived in that country that you're going for, it also has an expense for you move on, so that they can do the translation as accurately as possible. So when it comes down to D, basically then look at the person you're negotiating with, his other friend or somebody. You can work with, somebody who is going to work against you. Or I start with the assumption, maybe at the very get-go of 0. I don't know. And why does that helped me? They helped me to approach it from a learning perspective. I'll start to try to gather and ask and learn as fast as they can about you to know if you are afraid of thoughts. So by coming with cultural assumptions, they're always forward, they're always friend. That's wrong because that individual and probably might be needed. Right on my depot, depending on how you approach them. If I already approaches hole, they will reciprocate. If I already touches fences, they might reciprocate as well. So sometimes the power is with me in defining what the other one would. Therefore, I prefer to come in learning gauges as carefully as I can. I, you in one block, I on the other block. Are you the kind of person who worked with me depending on where I got. And then as soon as I start getting some of their learning outside to proactively didn't send the message. I would much rather work with you on hopefully the block so that we can do more together than just Fight, for example. So you're going through a process of exploration with ASL and then presumably you just your own stance coded the adjustment part. I like to recommend to people to be more proactive in that. Because if you are just too much, you end up getting out of your comfort zone, you start getting into that home turf. And that can become a dangerous place because you're you're, you're outside of your area of reach. Any of your best behavior and expertise and decision-making. So I like to understand what's going on. I want to learn so that when I started driving the process, I know how to read you. But it's not so much for me to follow because the other person might not know how to leak. So hopefully person with good negotiation training can lead, but they need to understand what kind of language should I be talking? Because if I go to Brazil, I need to speak Portuguese to lead a good Chinese, the Chinese. So it's not that I'm going to change my leadership style necessarily, but I'm going to change the way I convey to people. It's one of the steps and you would recommend that people should take when dealing with cross cultural considerations. Force, that's souls. So there's, there's underestimation, overestimation, that's more of an internal thinking process. The other one is to remember that to learn, right? If epi experiences a cross-cultural experience, there will always be assumptions, there will always be differences that you need to gather as you go through the process and you need to understand the person in front of you. Because if you get right what 99.9% of the Chinese do, but not the person in front of you, you fail. So you need to really understand that one person there and you want to do is in trying to understand how much we adapt or adjust one another to go back to what you said. And after you do that exploration exercise and you start learning more who that person is. Dan, if you have the chance, either by gathering intelligence early on or by separating the median thing by that, if you're talking about a long-term pain, for example, sit down and really prepare. And that's why the cultural codes can be quite helpful or a negotiation to also help to distinguish what each of them negotiation, as I mentioned earlier, there are only two cultures. Did the competitive culture, there's a collaborative culture, as you mentioned, friend, a foreign way, right? And that can come up with all sorts of what? Different codings. But those are just the rituals. So if you understand the underlying culture of negotiation that that person is following, it becomes much easier then with that little coding to move forward in their learning process, it comes much faster. Which means you can prepare much earlier and much faster, much better. Exploration, learning, preparation, and then what? Adjusting, adjusting the sense of what I mentioned before. Not completely giving up your wave towards the other media, also not requiring them to do that because it might get them to a comfortable. Some people say so should we meet in the middle, is away but still uncomfortable. So many people say, let's try to do a third way. Let's try to build a process that works for both of us Pacific OER. That's kind of a win-win situation and hopefully will lead to a win-win because I'm not trying to play a game with you. You're not try to play your game. And me, we're not trying to play a game which is kind of half and half. It's not systematic, which means it might be too odd jazz together. We try to build a system that works for both of us considering what, what are the underlying principles that really matter here, and not just the rituals we create all of them. I keep talking about the long-term relationship for the big data creation exercise. I, it was something that just matters a lot to you. Then that's the least bad way to do it in my day over harder MySQL type. But you are much less risks, but you much more certain to be successful and reduce the risk of any business. That's crucial. Crucial, sensible. Thank you very much. Appreciate.