Archive for October, 2009

Bridging Cultural Barriers, by Boyé Lafayette De Mente

TOKYO—There are a number of elements in Japan’s culture that are unique to the Japanese — elements that make them different from other people, including Koreans and Chinese, their racial and cultural cousins. This fundamental difference in the character of the Japanese can be attributed to the role that Shintō (Sheen-tohh), “The Way of the Gods,” played in their lives until recent times.
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By Karen S. Walch, Ph.D.

When Sun-Tzu espoused The Art of War in the fourth century B.C, and Niccolo Machiavelli produced “The Prince” as a framework for the laws of power in the 16th century, an entire nation would be ruled by only one king or emperor. Courtiers, military officers and ministers would fiercely compete with each other for access to limited elite economic, political and social resources. The competition for power often became a vicious battle of all-or-nothing wins and losses. This week we will address the fact that over the centuries, power has gradually become democratized and much more diffused.
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Bridging Cultural Barriers, by Boyé Lafayette De Mente

Etiquette in Mexico and other Latin American countries tends to be more formal and more important on every level of society than in the United States — a factor that can be a handicap for Americans who are programmed in more free-wheeling ways and prefer the casual, the informal and the egalitarian to structured protocol. The higher one goes on the social ladder in Mexico, the more formal and the more institutionalized the behavior one encounters.
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By Karen S. Walch, Ph.D.

Possession of a strong reputation is an essential cornerstone and law of classic power. The classicists point out that an investment in one’s social capital pays off when you are able to intimidate and win at all costs in a negotiation. War analogies are often used in the classic negotiation tradition to emphasize the essentials about how to instill fear and expect submission from others. World War II German Gen. Erwin Rommel, for example, is often cited as one who invested wisely in his reputation.  His cunning and deceptive maneuvering demoralized anyone who opposed him long before he even arrived on the scene – thus, his reputation preceded him. This week’s law will address the requirements and qualities of a negotiation reputation for the 21st century.
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By Karen S. Walch, Ph.D.

Young Brutus of Julius Caesar’s court was never able to quarantine himself from the irritability and jealousy of Cassius, the Roman conspirator against Julius Caesar.  Brutus had earned “primus inter pares” (first among equals) status among his peers and could have become the first man in Rome after Caesar’s death. However, Cassius contaminated Brutus with his own intense and destructive bitterness. Brutus ultimately spiraled into a destructive emotional mindset that led to the murder of Julius Caesar (and himself).  Brutus’ story serves as a cautionary tale from classic power history:  Hopelessly unhappy and unstable people infect others with their destructive emotions. 
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By Karen S. Walch, Ph.D.

Ultimate negotiation leverage is the power to get your counterpart to comply with your requests. Classic power theorists point out that when others willingly grant what you ask for without the need to force or explicitly hurt them, your power is untouchable. In classic terms, the best way to guarantee this level of power is through disciplined attention to the weaknesses of your negotiation partners.

Tactics of classic manipulation, such as spying and preying on another’s obsessions, weaknesses, and desires, can artfully be used to get what you want. With this critical knowledge, you can predictably lead your counterpart to yield to your requests by creating their dependency on you and weakening their resolve.
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