Intercultural Communication: Pioneer Strategies and Challenges, Appunti di Comunicazione Interculturale

Scarica Intercultural Communication: Pioneer Strategies and Challenges e più Appunti in PDF di Comunicazione Interculturale solo su Docsity! DISPUTE RESOLUTION Collectivist cultures  Dispute have repercussions in others  Dispute destabilizes harmony between individuals, within a group and between groups  More likely to discourage OPEN dispute by tolerating LATENT dispute, which is ignored or overlooked Explaining tolerance of dispute  Collectivist: harmony should always be maintained and direct confrontations avoided  Invidualist: one’s mind (honest person)  Wide power distance: latent conflict between ranks is considered normal and feared. In narrow power distance cultures, harmony between the powerful and powerless is valued. Peer cooperates.  In high uncertainty avoidance, dispute within the organization are undesirable. Conflict disapproved. In LOW uncertainty-avoidance, conflict in organizations is considered natural. In masculine cultures, disputes are resolved by fighting them out. In feminine cultures are resolved by compromise and negotiation. Handy> types of dispute  Competition for resources serves a useful purpose when it - Sets standards - Sorts out the best from the field  An ARGUMENT is constructive and people learn when - Information to resolve the issue is available - Personal attacks are avoided - Communication is accurate Disputants in a group way may be resolved by non-disputing members.  IMPOSE a solution  Separate disputants  Counsel between sides  Mediation takes a strong position PREPARING TO NEGOTIATE  Preparation is essential stage  Equity structure, current circumstances  Size  Technology WHERE TO NEGOTIATE?  Territorial advantage WHY?  What you must achieve, you tope, you would like WHERE? Territorial advantage When?  Negotiating prematurely may be fatal How to negotiate?  Developing relationship between two sides  Exchanging information, attitudes and interests  Exploring expectations and assumptions  Persuading  Implementation Avoid uncertainty high, negotiators have a greater need for signals distinguishing stages in the structure Who negotiates?  Experts and administrators  Ranks of team leaders  Competitors, customers  Commitments abroad Why negotiate?  Whay you must achieve, what you hope to, what you would like to  Arranging negotiations  Preparing background information Who has the authority to decide?  Leader of negotiating team Implementing the negotiated contract  Negotiation process ends when the contract is signed. Finally, colleagues might interpret the lack of enthusiasm and a lack of engagement (not very amazed by what). The recommendation is adzed their aspects (I love the enthusiasm). Try to not be in the middle. Analysis and recommendations number 1 Capability responsible for. LESSON 8 PRAISE German  Deflationary  Praise excessive  Official recognition is embarrassing  Praise more, exaggerate CRITICISM  Not honest, get to the core of the issue American  Inflationary  Praise rare  Officisl recognition  Praise with understatement  DEMOTIVATING, bad and need to be improve SANDWICH  Positive and negative feedback, fit the negative with the positive  Workable approach but you can be manipulated feel psychological tricky  Manipulate emotions  Backfire negative prospective THE WRAP  face-to-face Conversation  Ask the deadline and share your perception and asking what I did wrong.  Put myself in your shoes  More cooperative ≠ no manipulation  Equal, same level, same team and resolve same problems.  Topdown approach PROCESS (GERMAN)  Repeat steps.  Orient process more towards customer  Process has security for Germans OUTCOME  Doing things in the right way (German)  American frustrated process less import than the sale  Seek balance between process and pragmatism RISK GERMAN  Threat ≠ opportunity  Critical  Too much risk (german) Kopf durch die Wand  Intuition is OK  Objective  No perfect decisions  Suboptiomal decisions can be revised AMERICAN Intuitive Risk Novelty is fun, progress Risk averse Be more critical strive for optimal decisions Avoid revising suboptiomal decisions naive OIL TANKER  We don’t change something because it requires too much time SPEEDBOAT  Move fast and breath things  First move advantage.  Arrive same destination are successfully, but work differently  Reliability, undefiled adjustment  No perfect solution but start something (better than doing nothing) CRITICAL INCIDENT- OPTEMETRIST PROCESS  Respect the boundries  Privacy  Phones who can call up  Message  Having a vase and water  Protect flowers in the hallway TEAMS-CREDIT?  In your company everyone receives individual credit for a job well done (Tromprenaars riding the waves of culture p.57)  SPECIFIC RECOGNITION for the do  The language you use  Culture diversity  Cooperation  Privacy  Go extra mile, no patience  Timing  Punctuality, perception of time  Approach to problem-solving  Discuss aweless.  Best available solution  Awareness  Traineeship  How do we use, we communicate  How much time we have, how much we share  Read the prompt by the team  They ignored him respond. They pay attention to both verbal and nonverbal cues and ask clarifying questions when necessary. Awareness of Cultural Differences: They have a deep understanding of the cultural differences that exist between themselves and others. This includes differences in communication styles, values, beliefs, attitudes, and behaviors. Conflict Resolution Skills: Pioneers in intercultural communication are equipped with effective conflict resolution skills. They are able to navigate conflicts that may arise due to cultural misunderstandings or differences in perspectives. Cultural Competence: Ultimately, pioneer intercultural communicators strive to achieve cultural competence – the ability to effectively interact and communicate with people from diverse cultural backgrounds. there are several common themes and emotions that often characterize intercultural communication: Curiosity: Many people approach intercultural communication with a sense of curiosity and openness to learning about different cultures, traditions, and perspectives. There's often a genuine interest in understanding and appreciating cultural diversity. Challenges: Intercultural communication can also evoke feelings of challenge and complexity, especially when navigating cultural differences in language, communication styles, norms, and values. Misunderstandings and cultural barriers may arise, requiring patience and effort to overcome. Excitement: Engaging in intercultural communication can be exciting, particularly when discovering new ways of thinking, communicating, and problem-solving. It offers opportunities for personal growth and enrichment through exposure to diverse ideas and experiences. Vulnerability: Effective intercultural communication often involves a degree of vulnerability, as individuals may need to step outside their comfort zones and confront their own biases and assumptions. This vulnerability can lead to deeper connections and mutual understanding. Frustration: At times, intercultural communication can be frustrating, especially when faced with language barriers, misunderstandings, or cultural clashes. It requires patience, resilience, and flexibility to navigate these challenges effectively. Empathy: Successful intercultural communication is rooted in empathy – the ability to understand and share the feelings and perspectives of others. Cultivating empathy allows individuals to bridge cultural divides and establish meaningful connections across cultures. Respect: Respect for cultural differences and diversity is essential in intercultural communication. It involves acknowledging and valuing the unique perspectives, beliefs, and traditions of others, even when they differ from one's own. Connection: Despite the differences that may exist, intercultural communication has the potential to foster meaningful connections and relationships across cultural boundaries. Through genuine dialogue and mutual respect, individuals can find common ground and build bridges of understanding.