Ranked #1 in the World
By Karen Walch, Denis Leclerc, Ken Price and Joerg Schmitz
Miracles abound in the world of quantum physics, where energy and subatomic particles seem to follow their own rules that defy logic. In this realm of the very small, scientists have discovered new possibilities that move the perceived boundaries of the universe. Something similar happens in the realm of negotiation when business managers and other global leaders bring an interdisciplinary, cross-cultural perspective to the process. We call this Quantum Negotiation™.
Globalization brings diverse cultures together in exciting new ways that open additional dimensions to negotiation. These dimensions transcend the win-win approach. Just as size matters in physics, culture matters in negotiation.
Unfortunately, most negotiation theories that prevail in the business world today come from European or European-American frameworks. This creates an embedded Western bias that often goes unseen -– like the subatomic particles that remain invisible to physicists who rely on the naked eye.
Economic choice theories provide a good illustration. These theories assume that people who choose for themselves are happier, healthier and perform better than those who do not. However, cross-cultural studies conclude that having more choice at the individual level is not necessarily preferred in every culture.
Europeans and European-Americans may crave freedom, individuality and control. But others in collectivist societies often place greater value on interdependency and belonging.
The implications for negotiation practices are as rich as they are unexplored. We have launched the Quantum Negotiation™ Project to examine at least four of these implications.
1. Biases taint prevailing notions of negotiation
The first implication is that social science models built on Western assumptions may be questionable and subject to a culturally informed critique. Many of these models considered “neutral, natural and universal” may prove otherwise upon closer inspection.
2. Interdisciplinary approach offers insight
The second implication is that negotiation strategy is complex and requires insight from a broad spectrum of disciplines. The Quantum Negotiation™ Project seeks to synthesize perspectives from the fields of anthropology, cross-cultural communication, human diversity, neuroscience and psychology, as well as management and negotiation studies.
3. Cultural awareness reduces barriers
Another implication is that negotiators often have different backgrounds, beliefs and values. These cultural preferences show up in verbal and nonverbal communication, including tone of voice, gestures, quality of eye contact and posture.
Such preferences are deeply engrained into negotiators’ minds and often hinder effective negotiation.
However, negotiators can close these cultural gaps by assessing and exploring their own preferences and the preferences of others. The key is self-awareness and awareness of one’s environment.
Thunderbird School of Global Management uses the Cultural Orientations Indicator in its cross-cultural communication and negotiation courses to foster this awareness. This self-assessment tool provides feedback in 10 areas of culture, while a broader Cultural Navigator tool provides information on cultural preferences that are common in various regions of the world.
4. Success requires practice
Effective cross-cultural negotiation requires more than classroom learning and awareness. The final implication of Quantum Negotiation™ is that effective communication across cultures requires real-world practice.
Quantum Negotiators cannot simply memorize a list of do’s and don’ts or role play specific tactics. Instead, they must learn to experience problems while simultaneously reflecting on them, theorizing about them and then adapting and engaging in appropriate situational behaviors.
This competence entails the skills of style switching, cultural dialogue, inclusive problem solving methods and conflict handling strategies.
Such a transformation yields more than shifting from a win-lose to a win-win approach, for even the win-win approach is based on the belief of limited resources. Quantum Negotiation™ opens an additional dimension that actually moves perceived boundaries of limitations.
The possibilities are immense.
Karen Walch, Ph.D., is an associate professor and consultant at Thunderbird School of Global Management in Glendale, Ariz. Denis Leclerc, Ph.D., is a clinical professor at Thunderbird. Kenneth Price, Ph.D., is vice president of client solutions for TMC, which developed the Cultural Navigator. Joerg Schmitz is vice president of strategy and innovation for TMC. He has contributed to the development of the Cultural Orientations Indicator and the Cultural Navigator.
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