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Файл:Tolerance in intercultural communication. Knowledge and skills (Толерантность в межкультурном общении. Знания и навыки). Учебное пособие
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Build stronger working relationships based on mutual respect
Problem Solving
Decision Making
Dealing with Difficult Situations
Assertiveness skills. It means standing up for your personal rights -
expressing thoughts, feelings and beliefs in direct, honest and appropriate
ways. Assertive behavior includes: listening to the views of others and
responding appropriately, whether in agreement with those views or not;
accepting responsibilities and being able to delegate to others; expressing
appreciation of others for what they have done or are doing; being able to
admit to mistakes and apologize; maintaining self-control; behaving as an
equal to others. By being assertive we should always respect the thoughts,
feelings and beliefs of other people.
Rapport Building Behaviours: nodding and making encouraging sounds
and gestures while listening; smiling; asking the other person open
questions which require more than a yes or no answer; showing empathy;
ridding of stereotypes you may have about the person, being honest
acknowledging mistakes helps to build trust; being genuine, with visual and
verbal behaviours working together to maximize the impact of your
communication; being polite, offering a compliment and avoiding criticis.
C. Negotiation Language: Negotiating involves being able to discuss and
reach a mutually satisfactory agreement. INFLUENCING encompasses both
of these. These skills are important in many jobs, especially areas such
as marketing, sales, advertising and buying, but are also valuable in
everyday life. You will often find competency-based questions on these
skills on application forms and at interview, where you will be required to
give evidence that you have developed these skills.
One scenario where persuading skills can be important is the job interview,
but the following tips are valuable in many other settings:
Focus on the needs of the other party. Take time to listen to them
carefully and find out about their interests and expectations.
Argue your case with logic. Do careful research on your ideas and those
of your competitors (if there are any) and make sure that any claims you
make can be verified.
The more hesitant language you use such as "isn't it", "you know", "um
mm" and "I mean" the less people are likely to believe your argument.
Use positive rather than negative language: instead of saying "You're
wrong about this", say "That's true, however ...", "That's an excellent idea,
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but if we look more deeply ....." or "I agree with what you say but have you
considered ....".
Subtly compliment the other party. For example: "I see that you've done
some really excellent research into this". Even though they may realise this
is being done, evidence shows that they will still warm to you and be more
open to your proposals.
Mirroring the other person's mannerisms (e.g. hand and body
movements). People you mirror subconsciously feel more empathy with
you. However, mirroring must be very subtle. You need to leave a delay of
between two and four seconds before the mirroring action.
Try to remember the names of everyone you meet. It shows that you are
treating them as an individual.
D. Approaches To Negotiation You Should Know:
The win-lose approach to negotiation: Negotiation is sometimes seen in
terms of ‘getting your own way’ or ‘driving a hard bargain”. It is also a
Win-Lose approach. This means that while one side wins the other loses and
this outcome may well damage future relationships between the parties
The Win-Win Approach to Negotiation: Many professional negotiators
prefer to aim towards what is known as a Win-Win solution. This involves
looking for resolutions that allow both sides to gain.
The concept of “interests” in a negotiation: Interests are the fundamental
needs, concerns, and fears that truly motivate the negotiator’s decisions and
behavior. To achieve an integrative outcome that meets the needs of both
parties, one would need to devote time to the early phases of the negotiation
process. During this time, a negotiator should gather information about the
other party’s true interests, which may not be entirely clear in their position.
It is helpful to consciously separate the issues under dispute from the
people involved. One valuable approach is to continue to express positive
regard for an individual, even when disagreeing with what he/she is
saying.
E. Develop Negotiation Strategies:
Listen carefully to the arguments of the other party and assess the logic
of their reasoning
Clarify issues you are not clear about by asking how, why, where, when
and what questions.
List all the issues which are important to both sides and identify the key
issues. Identify any personal agendas.
Identify any areas of common ground.
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Keep calm and use assertive rather than aggressive behaviour. Use both
verbal and non-verbal persuasion skills. Use open, encouraging body
language such as mirroring, not defensive or closed.
Know when to compromise. Work for a win-win situation. Distinguish
between needs: important points on which you can't compromise
and interests where you can concede ground.
Decide on a course of action and come to an agreement.
The final agreement needs to be summarized and written down at the
conclusion of the negotiations.
Plan for alternative outcomes if you can't reach agreement.
Form long term relationships.
Negative Strategies are:
1. Poor Planning. You must know your bottom line, your walkaway
point. After preparing your own agenda, outline the same for your
opponents: What are their preferences, alternatives, and bottom line? Once
at the bargaining table, test your hypotheses to determine what the
opposition's priorities really are. Prepare a written goal and analysis sheet
for yourself.
2. Imposing your own views rather than reasoning with others, Not
Showing Respect For Others Views. Negotiating to win Gain power by
undermining the position of others.
3. Assuming That Cross-Cultural Negotiations are Just Like "Local"
Negotiations.
You need to remember that differences do exist, that they are not
necessarily negative, and that these differences can create huge potential
benefits — as well as big problems if ignored.
F. Cross-cultural negotiations
Here are the guidelines to minimize possible cross-cultural marketing
mistakes:
(1) Be sensitive to do's and taboos. Develop cultural empathy in terms of
business communication.
(2) Recognize, understand and respect another's culture and difference.
(3) Be culturally neutral and realize that different is not necessarily better or
worse.
(4) Never assume transferability of a concept from one culture to another.
For instance, if local business people in developing countries indicate that
they do not like Americans, they may not mean that they do not want to buy
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American goods. It simply means they are expected to say certain things in
public, but that they may operate differently in private.
(5) Get cultural informants involved into the decision-making process.
Cultural informants could be local businesspeople or very well trained
anthropologists.
COMPREHENSION QUESTIONS
Say whether it is true or false:
2. In the early stages, you needn’t ask the other side a lot of questions.
3. Don’t always interrupt if you don’t understand something.
4. Use simple, direct language and be open about your aims.
5. Signal what you are going to do. For example, say, “I’d just like to
clarify that”
6. There is no need for summarizing when you reach agreement.
7. Adapt your language so that you don’t appear aggressive.
8. Successful negotiators don’t make detailed plans.
9. One party needs good assertiveness skills to be able to barter or haggle
effectively.
10. Focusing on interests takes into account individual needs, wants, worries
and emotions.
11. While positions are often opposed, individuals may still have common
interests on which they can build.
GRAMMAR
Vocabulary: Prefixes
Prefixes are letters which we add to the beginning of a word to make a
new word with a different meaning. Prefixes can, for example, create a
new word opposite in meaning to the word the prefix is attached to.
They can also make a word negative or express relations of time, place
or manner. Here are some examples:
Prefix Meanings Example Russian meaning
Over- [too much] overcharge пере-, про-
Mis- [incorrectly, mislead, ошибка, плохо
badly] misspelt
Out- [go beyond] out-perform, пере-,
outrun
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Co- [together, coexist, coordinate, вместе,
overproduce misinterpret out-vote co-founder renamed ultra-
sophisticated ex-president deactivate underselling
with, co-sign совместный
Re- [again] reconsider, rewrite вновь
Ultra- [extremely] ultra-compact, сверх-, в высшей
степени
Ex- [former] ex-prisoners бывший, ныне не
De- [reverse de-classify отделение, лишение
or change] demotivate
Under-[less than, undercook, недо-
beneath] underestimate
Activity 2: Match the common prefixes from the box with the correct
meaning below:
1 too much 6 opposite
2 better/more than 7 with
3 badly 8 too little
4 extremely 9 again
5 former
Activity 3: Underline the odd one out in each group:
1 under perform /rate/charge/profit
2 co producer /worker/boss/author
3 re launch/engineer/locate/decide
4 over spend/estimate/supply/lose
5 mis manage/judge/calculate/look
6 out perform/bid/class/win
7 ultra efficient/cautious/modern/big
8 ex boss/director/employee/staff
9 de merge/nationalize/regulate/grow
In your opinion, which of these items of advice for a successful
conversation are useful and which are not:
1. Listen carefully 2. Be polite 3. Keep eye contact 4. Give only yes or no
answers 5. Ask questions 6. Be friendly 7. Interrupt a lot 8. Stay silent
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CONVERSATIONAL ACTIVITIES
Skills: Negotiating
Activity 4: Now read the negotiation between the Commercial Director
of a car manufacturer and the General Manager of a business
equipment firm. Underline any examples of signaling, checking
understanding or summarising.
Director: We're willing to give you a 2 % discount on our list price if you
buy over 30 vehicles - that's OK. It'll mean you'll be paying just under
£14,400 for each vehicle. But that's providing you don't have any special
requirements which cost us more money.
Manager: Special requirements? What do you mean exactly?
D: Oh, I don't know, if you want the interior of the car to he changed, for
example. The price we've agreed is for our standard model. Or if you
wanted a modification which costs money, more storage compartments, for
example.
M: Right. It's true, some of our top sales staff can be fussy. I don't know
though, we'd still like a 12% discount, given the size of our order.
D: Mmm, OK, let me make a suggestion. We give you 12% but if someone
wants extras or a modification, we'll offer you a 10% discount on that car.
That's fair enough, isn't it?
M: OK, so you're saying you will modify the car if we ask you to?
D: Exactly.
M: Right then, let's see what we've got. The price will be £14,000,
providing there are no extras or modifications to the interior. You’ll make
small changes if we ask you to, but reduce the
discount by 2%.
D: That's it. OK. Let's talk about Delivery now.
ROLEPLAYING
Activity 5: Role-play the two conversations:
Fiona Jackson is in Munich to negotiate the sale of up to five large industrial
packaging machines to a large manufacturing company. Read the extract
from her conversation with Hans Braun, the Director of Operations.
H: Ah, hello. Ms Jackson? I’m Hans, Hans Braun.
F: Good to meet you at last, Hans, after all those emails. And please call me
Fiona.
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H: OK, welcome to Munich, Fiona. Sorry to keep you waiting, by the way. I
had an urgent phone call and couldn’t get away.
F: No problem. I was just admiring your brochure. It’s really impressive. I
didn’t know you had so many famous clients!
H: Thanks. Yes, well, we’ve got a great sales team, and we really go for
quality in a big way here, much more than some of our cheaper competitors.
F: Well, it certainly seems to be an effective strategy, judging by these
recommendations.
H: Thank-you. Yes, they’re very positive, aren’t they? We’ve also heard
some great things about your company. I was looking at your website
yesterday, and I thought it was really interesting. I loved the ‘Our story’
section, you know, the story about how your founder started the business
from nothing. Fascinating.
F: Yes, it’s amazing, isn’t it? I’m glad you read that – it means you’ve got a
better idea about our approach to business.
Answer the questions:
1. How do Hans and Fiona flatter each other? What adjectives do they use?
2. How do they respond to each other’s flattery? What grammatical
structure do they both use?
3. Why do you think they focused on flattering each other’s companies?
ROLEPLAYING WITH THE USE OF RELATIONSHIP
BUILDING TECHNIQUES
Activity 6: Role-play the three conversations:
Work in pairs. Use these ideas to role-play similar conversations. Invent any
details you need (e.g. the name of the city). Try to use relationship building
techniques as often as you can – but make sure you don’t sound artificial!
Try to keep each conversation going for at least two minutes. When you’ve
finished, swap roles and repeat the role-plays.
Conversation 1:
A: Greet the other person. Apologise for being late.
B: Say something nice about the brochure/the office / something you can
see (e.g. a diploma on the wall)
A: Say something nice about the other person’s organisation.
B: Continue the conversation.
Conversation 2:
A: So, is this your first time in …?
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B: Yes→ Explain what happened…
No, but I have been to …
No, but I’ve heard a lot about it. Isn’t there a ……… ?
A: Continue the conversation.
Conversation 3:
A: Explain your plans for the day’s events. Offer something generous (e.g. a
nice meal, some evening entertainment, a symbolic present).
B: Express gratitude.
A: Make person B feel special.
B: Try to return the favour.
A: Continue the conversation.
HOMEWORK: WRITING
a) Relationship-building techniques: Describe the techniques for
building relationship. What phrases would you use in the situation
given below? Give examples from your life.
1. Finding things in common________________
2. Showing an interest_____________________
3. Flattery ______________________________
4. Generosity ____________________________
5. Gratitude______________________________
6. Personal touches_______________________
b) Retell the text “How to negotiate properly”
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UNIT 8
MANAGING MULTINATIONAL TEAMS
(Как управлять многонациональными командами)
“Coming together is a beginning; keeping together is progress; working
together is success.”- (Henry Ford, the founder of the Ford Motor
Company)
Learning objectives:
Knowledge: terms: management styles: authoritarian; democratic; laissezfaire; transactional; transformational.
Skills: students should be able to:
1. Learn how to create a successful high-performance work team.
2. Investigate the styles of management (leadership), how they are used
in the oil and gas industry and in marketing.
3. Explore the skills needed to lead a team.
WARM-UP
Create a teamwork T-chart (teamwork is and teamwork is not). Ideas for
your chart: Supporting and encouraging one another, No putdowns, Being
responsible, Sharing of ideas, Asking for help, Asking questions; Respect,
Happy, Productive, Trust, Learning.
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Vocabulary list for the text “Creating excellence in a multinational
team”
Paragraph A Paragraph B Paragraph C
to affect to tick drilling
project team trust maintenance
joint venture commitment welding
to transcend colloquialism emergency
cross-cultural awareness visual aids to fall within
confidence to expose autocratic
sound understanding intention input
high-performance to encourage absenteeism
authentic food staff turnover
Paragraph D Paragraph E paternalistic
transformational to adhere subordinate staff
integrity manual handling obedient
transactional offshore solid
to reward onshore laissez-faire
to punish retention to damage
fault
deviation
guiding beacon
Phrases and expressions
To be engaged in [C] To shut down equipment [E]
To set smb’s deadlines [C] To ensure production [E]
To get involved [C] To pass information [E]
To assess risk [E]
Find the English equivalents for the Russian words and phrases using
the vocabulary list:
Влиять; проектная группа; глубокое понимание; переступать границы;
доверительность; высокопроизводительный; межкультурная
осведомленность; совместное предприятие; работать (действовать);
разговорное выражение; обязательство; наглядные пособия; доверие;
намерение; поощрять; подчеркивать (делать акцент); выставлять;
самобытная еда; бурение; аварийный режим; находиться в пределах;
автократический; текущий ремонт; сварка; прогул; текучка кадров;
отеческий; трансформационный; попустительство (невмешательство);
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