Business Communication by Edwards 2012

Specialist Interpreter

Problemob

lem

Interpreter Specialist

In traditional placement:

the two teams face each other sitting on opposite sides of the boardroom table, “facing each other”.

the team leader is in the centre and the partner team leader – opposite the receiving chief;

the chief consultant/specialist is to the right; the interpreter – to the left (if necessary).

Unfortunately, this arrangement maximizes competition.

Sitting at right angles, on the other hand, facilitates cooperation.

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Problem 1	Problem 2,3,4
	Problem

	ting,
	Debating,	Debating,
	making
		making
	making
	decisions	making
	decisions	decisions
		decisions

Specialist

r

Interpreter

Specialist	r
	Interpreter

The Japanese innovative approach:

all the information related to a negotiation is posted on the walls;

the participants are involved in discussions, debates and making decisions on the problems demonstrated;

the environment here is structured so that all parties involved "face the problem" holistically;

no competition or confrontation;

cooperative atmosphere;

each individual is equally involved in the process.

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80% (arguing and debating)

1.Mutual identifying of interests, view points, concepts and participant attitudes.

2.Agreeing on definitions: before getting down to debating, the parties should be sure they have the same understanding of the terms, views and basic concepts used.

3.Agreeing on positions. The parties’ interests are depicted to a full extent, the expectation limits are realized, conflicts are resolved and agreement texts are discussed.

5% (“breaking the ice”)

Interpersonal relationship building through a small talk

5% (coffee-breaks) - see next slide

10% (final decisions making)

Working out of agreements, formulation and close

		decision
	c. Break	s	b.the ice
		10%	5%
	5%

debating 80%

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The United States : not particularly care about ceremonies (are often considered a waste of time) American team members minimize status differences during negotiations: their use of first names promotes equality and informality.

The Japanese, Koreans and Chinese must know the other person's company and position, be to select the grammatically correct form of address. For this reason, the Japanese always exchange business cardsmeishi - before a conversation begins.

German negotiators would almost never address colleagues on their own team, let alone those from the opposing team, by first name. Such informality would severely insult their sense of propriety and hierarchy.

Russians are close to the Americans about fewer formalities. Friendly relationship and hospitality is highly appreciated and may be oriented at long-term one.

Age implies seniority and demands respect in most countries of the world
(Indonesia, Japan, China, Muslim country) . Equality in partners’ age
from the both sides facilitates a successful exchange of technical
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Technology – the science of the application of knowledge to practical purposes.

(WEBSTER’S THIRD NEW

INTERNATIONAL DICTIONARY, v.2, Encyclopedia Britanica, Inc, 996).

Inter-national technology approaches:

English – “merchandising”: to reach the results beneficial for both parties

German – “warrant”: to win at other’s expense

Japanese – “elastic”: loyalty to differences

African – “debate”: debate things as long as necessary to reach an agreement

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Five modes of responding to a conflict make up five specific technologies of negotiations:

◦Competition: unequal bargaining(winlose) “The winner takes it all”

◦Collaboration: integrative (win-win)

◦Compromising: satisfying both parties’ needs to a certain extent. Both parties win and lose, in part.

◦Avoiding: you are indifferent about satisfying either your needs or the partner’s needs. Just a formal transaction (lose-lose).

◦Accommodating: simply yield (losewin)

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Strategy: the art of devising or employing plans or stratagems toward a goal. (WEBSTER’S THIRD NEW INTERNATIONAL

DICTIONARY, v.2, Encyclopedia Britanica, Inc., 1996). Widely used strategy types:

1.S. of benefit obtaining

2.S. of asking questions

3.S. of pressure

4.S. of changing pressure for yielding

5.S. of yielding in minor items with insisting on minor ones

6.S. of intriguing

7.S. of emotional certainty

8.S. of direct positive suggestion

9.S. of exhausting

10.S. of persistent strengthening

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Verbal:		Non-verbal:
	Promises, threats,	tone of voice,
	warnings,	facial expressions
	recommendations,	body distance
	rewards, punishments,	dress code
	normative appeals, commitments,	gestures
	self-disclosure, questions	silence and pauses
	and commands	symbols

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1. Problems may be solved by themselves:

either by chance or by necessity – after some time they are no longer problems. Seldom a good approach.

2. Problems may be solved by expertise:

knowing the answer from previous experience.

Good if it is shared amongst

abig team (brain-storm)

3.Problems may be solved by a method:

i.e. by knowing tools and skills to find answers, from previous Education.

This approach has been found the most efficient.

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Motivates us to try harder-to "win"

Enhances group loyalty

Increased clarity about the problem

Leads to innovative breakthroughs and new approaches

Focuses attention on basic issues and leads to solution

Reveals negotiating skills and key values

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