Given that I just launched a nine-part series on Overcoming Cultural Differences in International Trade, edited by none other than Dick Locke, I was pleased to see the issue of cultural intelligence getting some recognition in this recent article in Industry Week.
The article starts off by noting that in a global economy, it’s a mistake to assume that negotiation strategies are a one-size- fits-all proposition and that while negotiation within the dominant American culture seems to be that you are more well-respected if you cut to the chase, say what we are here to talk about, get down to brass tacks, figure out if this is a good deal for both of us and move on, if you begin with that approach in Japan, and didn’t first have a meal, or perhaps even do some sightseeing together, you might be behind in terms of even having a chance to negotiate a deal. Which is very true, but more on Japan in a later post.
The author then summarizes David Livermore’s four-stage plan for developing the cultural intelligence needed to lead abroad, which consists of:
- Drive
you need to be receptive to cross-cultural experiences - Knowledge
you need to understand a culture’s impact on people’s thoughts, attitudes, and behaviours - Strategy
you need to understand the best way to take your knowledge and apply that knowledge - Action
you need to know when to adjust your behaviour to a cross-cultural setting
Which is spot on, but notice the important of knowledge and how it underlies strategy and action. So stay tuned for the coming posts in the nine-part series on Overcoming Cultural Differences in International Trade. They just might get you one step closer.