Dissertation Support Requested

BEGGING - I AM UNDER DEADLINE
(I know you know what that's like!)

IRB Protocol number 10303

Study: Business Coursework &/or other preparation for an Applied Arts career in Marketing

Hello!

        I am begging for a total of 40 minutes of your time! Openly asking if you or anyone you know would be willing to contact me to do

·         a survey (17 questions in 2 parts),

·         an interview (conversationally about 15 to 20 questions),

·         and to share some images (as you deem significant) …

… as part of my dissertation.

            Criteria is that they graduated from one of 42 AICAD accredited schools (http://www.aicad.org/) as an illustration major. There would be an informed consent form (all individual results are confidential) and your total commitment, all inclusive, is –planned for under 50 minutes. Respondents will receive aggregate level results (confidentiality assured).

            I am a doctoral candidate at Argosy University School of Business, with a BFA from UArts in Illustration, and as an educator of 30+ years, a university professor for much of that, I sense something of a potential  gap in curriculum.  The research seeks to confirm suspicions that may exist, further the conversation about what constitutes success, and otherwise shed light on the relationship between right and left brain paradigms, applied arts and business. This is intended as foundational research.

            Research is later intended as regards this consideration and other applied arts.  Further research may also venture what business can learn from the arts and vice versa.  What inherent default boundaries of thinking and behavior occur based on these right / left-brain considerations.  Cultures generally and specific to business, to the arts, and any role education plays in exacerbating such divisions, pro or con (and more).

   Thank you,

   Frank Davis

professorfrankdavis@gmail.com, 727 527 4623

*It does not matter what year you went or which AICAD school it was, which include:

Alberta College of Art and Design Art Academy of Cincinnati Art Center College of Design Art Institute of Boston at Lesley University California College of the Arts California Institute of the Arts Cleveland Institute of Art College for Creative Studies Columbus College of Art and Design Corcoran College of Art and Design Cornish College of the Arts Cranbrook Academy of Art Emily Carr University of Art and Design Kansas City Art Institute Laguna College of Art and Design Lyme Academy College of Fine Arts Maine College of Art Maryland Institute College of Art Massachusetts College of Art and Design Memphis College of Art Milwaukee Institute of Art and Design Minneapolis College of Art and Design

Montserrat College of Art Moore College of Art and Design New Hampshire Institute of Art NSCAD University (Nova Scotia College of Art and Design) OCAD University Oregon College of Art and Craft Otis College of Art and Design Pacific Northwest College of Art Parsons The New School for Design Pennsylvania Academy of the Fine Arts Pennsylvania College of Art and Design Pratt Institute Rhode Island School of Design Ringling College of Art and Design San Francisco Art Institute School of the Art Institute of Chicago School of the Museum of Fine Arts School of Visual Arts The Cooper Union The University of the Arts Watkins College of Art Design & Film

the “Silent Language" of EU Business [1of3]

Introduction


This document can only be cursory in its effort to address the questions at hand, and remain a modest document. Among the concerns are as follows (with an eye toward a focus on the European Union), [1] time, space, things, friendship, and agreements, [2] influence on negotiating styles, [3] identify and discuss some of the dominant cultural characteristics, and [4] what cross-cultural negotiating challenges arise.

Clearly no small deal, when a full on effort might easily be expressed as an entire consulting corporation. As a matter of defining terms it should be noted the EU (European Union) is comprised (at this writing) of 27 countries. Approaching a sixtieth anniversary, it began in 1951 with six members (the most prominent economically, France, West Germany, Italy, Belgium, Luxembourg and the Netherlands as the European Coal and Steel community). That still leaves two dozen countries today not members, four of which currently seek membership (Appendix 1 & 2).

Aside

A moment ago in the introduction this writer referred to “a full on effort … as an entire consulting corporation”. There are such globally positioned consulting firms. Unfortunately, without the research dollars to become a member of every one it is impossible to determine who knows what, and where the gaps may lay. No doubt, most smart countries (global agencies, organizations, etc.) have likely allocated in the necessary budget funds to underwrite such subscriptions. Aligning oneself with such a country, agency, etc. would not only reveal what gaps there may be, yet also the inevitable overlap of information. Moreover, a significant amount of this information is likely public information. Therefore, this writer invites the reader to consider this moment a kind of bookmark, that if there are enough of us we can (A) collaborate on the construction of a master database upon which we may represent ourselves as an affiliated consulting Consortium. (B) When we have enough funds to support the Consortium as a separate entity we could buy into all the other subscriptions (accessing proprietary data). (C) Doing this all with an eventual eye towards streamlining (deleting overlap), filling gaps, pursuing delineating the ongoing human condition, making ever more information ever more public as we establish ourselves as the supra-organization (a kind of union to those that have gone before).

This illustration may be glib, and it does not have to be. Two things to extrapolate, one is that this is entirely possible, and the other is to point out the “corrupt” manner with which these knowledge bases are evolving. By corrupt I mean exclusive versus public, duplicated and overlapped alongside vast gaps, the danger that once a certain dataset is established it may go without update and other whole areas of neglect.

Identify and Discuss some Dominant Cultural Characteristics

We know from other research that acknowledging demographic attributes by country is shorthand, and specifics may find ourselves crossing country borders, collecting a region, looking at a metropolitan area in particular and at the micro level, even neighborhoods. Nonetheless, we push on, working with what we have.

Time

In the reference book International Marketing Research by Dr. V. Kumar, the entirety of Chapter 18 refers to sensitivities vis-à-vis his marketing (in particular telephone marketing and direct mail)(Kumar, 1999). Unfortunately, as muscular as the text may be for what it is looking to target, a discussion of time and space as regards the fuller menu of cultural characteristics across Europe would likely take up a book of its own. The issue of time is briefly touched. Dr. Kumar is right to acknowledge the rigidity in the perception of time regarding the Germans, less so with the British and the less so still with the French. However, it is humbly submitted that it is the Swiss who are the most rigid with reference to time, and that there is a somewhat organic path radiating nearly vertically, marking an area of Europe that has a particular emphasis on time, and diminishing at the edges. This is not absolute, of course, and the point of the illustration is that it represents something of a pattern. The Germans take time almost as serious as the Swiss; the Scandinavians take time almost as seriously as the Germans. The British and those of the Baltic States are also notable in their seriousness about time, variously as much as the Germans across the spectrum to less than Scandinavians.

Silent Language Complexity American & Asia - marketing [1of3]

Abstract


This paper will serve as a general overview on the consideration of silent language complexities by comparison against a backdrop of American & Asia culture (and to a lesser degree, though with an intended focus, marketing). Please note that while the topic itself is subtle and nuanced, that is not to say such topic can be contained in a paper of just a few pages. Indeed, there is enough fodder here for modest book.



Introduction

Given the fungible arena that is nonverbal and silent language as an expression of culture, let us take a quick look, just by reference, at the seemingly innumerable ways these manifest. Based on this author's previous research and experience, please imagine a cube made up of cubes to represent a three-dimensional matrix.

On one axis (for the purposes of this illustration we will call this the width) we find the countries that constitute Asia (along with a few other configurations and the US). Pan Asian (and beyond), Region Specific – (with attendant notes), Australia, Bangladesh, Bhutan, Brunei, Cambodia, China (The People's Republic of), East Timor, Fiji, India, Indonesia, Japan, Kiribati, Korea North (DPRK / The Democratic People's Republic of) & South (The Republic of), Laos (The Lao People's Democratic Republic), Malaysia, Maldives, Marshall Islands, Micronesia, Mongolia, Myanmar (Burma), Nauru, Nepal, New Zealand, Pakistan (Islamic Republic of), Palau, Papua New Guinea, Philippines, Samoa, Singapore, Solomon Islands, Sri Lanka, Taiwan (Republic of China), Thailand, Tonga, Tuvalu, Vanuatu, Viet Nam. There is the underlying potential for differentiation based on this dimension alone, for this axis inherently expresses marketing factors such as geography, and its own configurations of temperature, proximity to water, mountains, arable land, natural resources and commodities etc. However, taken as a whole, at least to this axis is relatively fixed by the number of countries, which we’ll be using as shorthand to refer to the various cultures (and the non-language expressions that is the topic).

The reader now imagines a skyscraper breaking through clouds below. We have already established one side (that number of windows) of a skyscraper easing into the distance as the width, or countries. As for the height, however, the skyscraper breaks off at the bottom as the unseen to represent the never-ending configurations of human expression and interaction. Someday a sociologist may take this on, and for now, here is a small taste of the direction for you to consider. Proximity … Talking – alone, one on one, multiples, Standing – alone, one on one, multiples, Sitting – alone, one on one, multiples, Lying – alone, one on one, multiples … Introductions … Casual – one on one, multiples, Formal – one on one, multiples, Negotiations – one on one, multiples … Fundamentals … Greeting – one on one, multiples

Please – one on one, multiples, Excuse me – one on one, multiples, Parting – one on one, multiples…. Such headers, sub headers and subordinates to those considerations, as referenced, truly could go on, seemingly forever.

On the third, or depth, axis the reader is somewhat spared. By contrast, this skyscraper side is relatively shallow, for it represents possible relationships. While there may seem to be, as an example, innumerable ways to love, until the other axes are better enunciated, relationships can easily be represented by such characterizations as intimate, family, friend, colleague, business associate, and stranger. If this seemed too easy, it was, for each of these characterizations has yet one other filter: superior, equal and subordinate.

To sum up the introduction, we have imagined a three-dimensional metric made up of the following three axes: country (or thereabouts), configurations of human expression/interaction and relationship. At once, this all seems so simple, while quite possibly unfathomable.

The online education paradigm (& business)

Ouch
   I will begin here with my complaints, numerous as they are, for I wish to end on a positive note.
   There is nothing "live" about some of the models out there. In these instances, we are looking at paradigms which simply trade an inordinate number of posts, papers and feedback. I say inordinate because that is one of the hallmarks of this model, it seems to need to justify itself, so it puts a heavier burden on the student. Basically, twice the work for half the experience.
   This also corrupts the learning process in innumerable ways. Whatever interaction we find variously shows itself stilted, postured and a place to hide. I am sure that for some it is cause to diminish the importance of the experience and/or their participation.
   One expression of significant consideration is about employment today and the capacity to network. Despite these typically being a group of ostensibly bright people, paying significant money to be “around” each other, there is a strong tendency to overlook simply participating in shared information. Consequently, it is entirely possible to experience a class, even at the doctorate level, and have it end without having any way to be in touch with a majority the colleagues you paid so much money to share such time.
   I taught online at another institution that had a somewhat different set up. There was a designated time for an online experience that constituted the class. Everyone had at least the speaker and microphone, if not a Webcam. This would have worked out better, but in so far as this institution also recorded the class (which, of itself, is fine), and made the recording available after the fact, no students ever showed up for class. As an instructor, I still had a commitment to be there. Week after week, I found myself speaking to my monitor, teaching the class to no one. Obviously, this could have been better but for the logistical nonsense. Retrieving the recorded class after the fact should not eclipse attendance in the class itself. Unfortunately, that institution had actually championed this "convenience" to its tuition dollars... oh; excuse me, its students.

The Upside
   I am also aware of institutions that only make online classes available by faculty who teach the same class on ground, with a twist. Baylor, for example, has its ground classes video recorded and integrated into the online experience; also including Webcam. We see a pattern here, where the more muscular the technology used, the closer we get to a ground interaction. Perhaps this is the best we can hope for at this time. I sense this is a direction that most good schools could easily move in the direction of, strongly need to consider, and will eventually have to move in (the sooner the better) to stay competitive.
   The primary irony here is this writing is by a business major. It is not lost on this student all the iterations and layers of fiscal value to have this structure in place. For every good business reason online education is here to stay.
 _____________

(consider this a text box, narrative continues below)

___________ 

 Holography

CNN Hologram TV First

tp://www.youtube.com/watch?v=thOxW19vsTg

and

http://www.youtube.com/watch?v=kBMbKBsmtpc

1 min 28 sec - Nov 4, 2008

Minolta and the Milo Venus

Related 3-D spatial: THIS is complicated

http://www.futureishere.biz/museumofbeauty/

Holophone’s true and false

ttp://www.youtube.com/watch?v=x_u9paWQJbs&feature=related

http://www.youtube.com/watch?v=9aZQOBCp3EE&feature=related

http://www.youtube.com/watch?v=CEI4UPPBsSo&feature=related

http://www.youtube.com/watch?v=_n83XjFSSvM&feature=related

related information

Almost Genius: An AR Interface for Drawing in 3-D

Fast Company

http://www.fastcompany.com/1665768/an-ar-interface-for-drawing-in-3-d

A Vision of K-12 Students Today

http://www.youtube.com/watch?v=_A-ZVCjfWf8

seadragon photosynth

be aware – what photography can now do

http://www.ted.com/index.php/talks/blaise_aguera_y_arcas_demos_photosynth.html 7:30

Wear-able technology breakthrough (via MIT)

Talks Pattie Maes & Pranav Mistry: Unveiling the "Sixth Sense," game-changing wearable tech

http://www.ted.com/index.php/talks/pattie_maes_demos_the_sixth_sense.html 8:42

an annual contribution from Sony Corp. – Did You Know

2007

Why we’ll be students the rest of our lives just to be competitive

http://www.youtube.com/watch?v=nUnA7HzGFbo 5:16

2009

http://www.youtube.com/watch?v=6ILQrUrEWe8

_____________

   From the needs perspective, ground classes should never go away. However, a quality online educational experience augments educational need as well. Moreover, the better the delivery system is developed, the better the augmentation is. The future is bright. There has been a recent commercial renaissance with a 3-D experience; arguably, the turning point was the movie Avatar. We are now seeing 3-D televisions making their way into homes. I see this as a transitional stage to holography eventually becoming pedestrian. I am including a text box with a collection of links that highlight various approaches and applications for this technology.
   While it is likely entirely possible to have this technology within the next 5 to 10 years integrated into the online experience of education, I imagine it may actually take a generation. Nevertheless, this is inevitable. In addition, once this takes place it should collapse all that griping and whining made earlier, out of pride for my school (or any educational experience) being all that can be.
   That would normally be the concluding statement. Yet, I cannot help but indulge myself for a moment. Imagine a time when you would attend a class, literally global. You enter a virtual classroom. There may be parameters regarding the degree to which your appearance may be you yourself, an avatar, or some combination thereof. Regardless, your voice is live, and so are your physical actions. That which is virtual, would in every way echo a ground class, as we know it today. Would this be the end of hollowed brick-and-mortar institutions, such as the ivies? Actually, possibly; and I can only trust that their individuals that are writing papers, as this paper is being written, reinventing themselves for the future.

Global Negotiation [2 of 2]

Risk and decision-making

   Italians are not especially fond of change and tend to be reluctant to take risk. Decision-making tends to be hierarchical, can take significant time (especially since others may be consulted) and include some weight on abstractions such as feelings and experience.
   Indonesians have a tendency to be open to a moderate amount of risk. Decision-making in Indonesia is highly hierarchical, even paternalistic, may include consensus and is slow and deliberate.
   Americans seem synonymous with risk taking; but augment this with a case-by-case consideration. Other broad-brush stroke would include that the bigger the deal, the further up the hierarchy a decision may occur; otherwise, hierarchies tend to be thin or flat. Decisions tend to be quick, and once made usually constitute finality. In the US, business is business, and facts outweigh feelings, and often experience as well.

Summary

   Perhaps the most often used acronym associated with negotiation is BATNA; “best alternative to a negotiated agreement”. As a global negotiation exercise, there is hope that the emphasis one may see in BATNA is on “the best”, and not an aspect of resignation; e.g., “I could have done better”. We can always do better, and there are so many moving parts, that assuming negotiation is engaged with as much forethought as possible, then it is surmised that would, in fact, constitute the best that one can do.

   In arbitraging a culture from North America, Europe and Asia, one can see that every little jot and tittle can make a difference. As regards possible negotiation fashion: a script in Los Angeles at an outdoor café in a Hawaiian shirt and shorts to having to wear this season's Armani or Prada just to talk about setting up a negotiation in Italy to which subculture within Indonesia has which design of batik on a given shirt. Most Americans do not care about eye contact, one way or the other, Indonesians demure, and Italians appreciate eye contact. Such considerations may seem endless; they may be.

   As regards real estate, people say there are three rules: location, location, location. One could similarly say regarding negotiation, it is preparation, preparation, preparation. Add the proviso for international negotiations: translate everything.

   As part of these concluding thoughts, this pair of bulleted lists seems worthwhile. They come by way of a 2008 work entitled, Global Negotiation: The New Rules.

10 Rules of Global Negotiating

1. Accept only creative outcomes.

2. Understand cultures, especially your own.

3. Don’t just adjust to cultural differences, exploit them as well.

4. Gather intelligence and reconnoiter the terrain.

5. Design the information flow and process of meetings.

6. Invest in personal relationships.

7. Persuade with questions.

8. Make no concessions until the end.

9. Use techniques of creativity.

10. Continue creativity after negotiations. (Hernández Requejo; Graham, 2008 - 2010)

Persuasive Tactics that Work

1. Ask more questions

2. Educate

3. Silence

4. Informal channels

5. Aggressive tactics (be careful here)

6. Time

7. Intermediary

8. Reconvene top executives (Hernández Requejo; Graham, 2008 - 2010)

References

Anonymous (2008). Negotiating International Business - Italy. Global Negotiation Resources. Retrieved from http://www.globalnegotiationresources.com/

Executive Planet. (2010). Retrieved from http://www.executiveplanet.com/index.php?title=Main_Page

Gladwell, M. (2005). Blink: The Power of Thinking Without Thinking . Boston, MA : Little, Brown and Company.

Global Marketing Strategies. (1997-2010). Global Negotiator [[muscular collection to internal pages with developed information] http://www.globalnegotiator.com/]. Retrieved from : Global Marketing Strategies.

Hernández Requejo, W., & Graham, J. L. (2008 - 2010). . In Global Negotiation: The New Rules (p. ). Retrieved from http://www.globalnegotiationbook.com/

Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation (6th ed.). New York, NY: McGraw Hill.

The World Bank Group. (2010). The World Bank Group - Doing Business. In Doing Business. Retrieved from http://www.doingbusiness.org/

Global Negotiation [1 of 2]

Three countries, Process, strategy and management; vis-à-vis negotiation

   Among the distinctions for global negotiations, versus domestic negotiations, is finding it more necessary within the homework and research to create metrics to measure. One is dealing with a quintessential expression of that which is foreign. Given the depth and breadth of subtleties that can fall through the cracks, such a journaling has the ability to flag many minor details that might otherwise go unnoticed.
   Like a good business plan, ones preparation (with an eye toward process generally, and strategy and management in particular) is not only intended to be thorough, but organic as well. A good indication of this will be to notice adjustments, usually by increment, of short-term and long-term expectations and goals.
   One of the best strategies, among the subtlest yet universal, are the 6 fundamental facial expressions based on Paul Ekman’s work (Gladwell, 2005). Paul Ekman, along with his student Silvan Tomkins, studied and developed the “tell” on facial expressions to a depth of tens of thousands of subtleties. To the degree to which one has embraced this information, to that degree one may feel confident cutting through what is already a fog.
   Ultimately, managing an international negotiation toward success comes down to preparation; especially including preplanning and practice.

Italy

   While stating what is really slightly larger than the state of Arizona may give some rudimentary insight, please bear in mind several other considerations to contextualize this better. One is that Italy is slender in its total real estate, and of a relatively vertical orientation. As one may well be reminded this affords a significant range of climate and setting; from the balmy and sunny Mediterranean in the south to the Alps in the north. Another noteworthy reminder is that prior to the world wars, Italy was made of many kingdoms. This is indicative as to why most aspects of life developed so localized over the preceding centuries. This reminder is because there actually is a range of temperament and disposition one will find when negotiating, depending on how far north or south one is on that axis. From south to north, one may expect the more pronounced Italian expression; i.e., more passion, a closer physical proximity, expression, gesticulation, social guardedness, family over business, etc.
   One's process may emulate negotiations in the US more nearly than on other continents. Once strategy, however, will necessarily have to include an elevated sense of that which constitutes business in Italy generally. Aside from the aforementioned homework, management of this process and especially pre-considered strategies will notably include determining numerous subtleties. A few such notables include who the decision-maker is (always the head of household in a family business), adjusting eye contact to be more constant, elevating honor and respect (this includes dressing better here than probably anywhere else on the planet for purposes of business), being thoroughly familiar with various customs distinctions (business card handling, etc.), and more. (Anonymous, 2008) (“Executive Planet“, 2010)

Indonesia

    A few contextualizing thoughts about Indonesia might also serve well to start with its relative size. Indonesia is wider than the United States. It is the world's largest archipelago, with over 17,000 islands. Primarily tribes that came down from the Himalayas in the West, and aborigines who traveled north from Australia in the East originally populated Indonesia. Although over the centuries, as the people's island hopping unfolded, a nice blur of mixed peoples occurred in the middle, graphic and notable distinctions nonetheless developed on given islands, and within regions of islands.
   Ostensibly, the only Buddhist Island left is Bali. There are sections of islands to regions of islands that are Christian. That said this is the largest Muslim populated country in the world.
   A perennial victim of invasions, all previous would-be colonizers have left their mark, but only the Dutch (who leveraged an unfair advantage in the technology of violence) subjugated the population. This is all to acknowledge that nothing has ever been emphatically successful in tying together all these islands as well as any governing body would hope. Consequently, Indonesia (the fourth largest country on the planet) may never become a powerhouse of business.
   One cultural and business expression, in particular, makes this poignantly clear; it is called “rubber time”. If an Indonesian and I have an appointment for 11 o'clock in the morning at my office and the Indonesian appears at 2:30 in the afternoon, that is supposed to be okay, that is rubber time. Rubber time is an excusable reason; the thought is that nothing is so important as to stress, and things certainly do happen, so just relax.
   All previously suggested considerations toward process, as regards preparing, certainly apply. Among other significant reminders, with an eye towards strategy and management, must include “face”. An Indonesian will look you in the eye with a smile on their face and lie to you, rather than state anything negative, or negatively. Very much the Asian culture, grounded in the value of family/village family, this behavior has its roots in constructs of honor, respect and harmony. Pay particular attention to hidden meanings and body language (this latter necessitates being familiar with differences in body language meanings). Other (and there are many) behavioral details to be sensitive to and assimilate include averting one's gaze a little more than one would in the US. Extraneous details include engaging your local contact in supporting your purchase of appropriate batik shirts; to be properly dressed (an intermediary is highly advised for Indonesian dealings anyway). There is much ritual to know.

USA

   Knowing that this is being written within and for a predominantly American audience there is little to point out that would constitute being notable. Nonetheless, there are a few things worthy of reminding.
   One such consideration: welcome to the melting pot. The tenor of life in New England, the Deep South and California, just to name a few distinctive sections, constitutes separate cultures entirely. Implications for business, and negotiations specifically, include pace, tone, inflection, seriousness and the like, and even (unfortunately) considerations of race and gender.
   Clocking in at the top of Hofstede’s individualism index, one may find an ability to do business with whoever is representing a given authority.
   Being a nation of such highly developed laws the contract becomes paramount.
   Euphemistically, its own citizens have referred to it as the United States of the Almighty Dollar; the numbers will matter here more than most anywhere else.
   For those outside the United States reading this, it may prove useful to point out that not only is the United States spoken English different from the UK version, or elsewhere, from location to location within the United States itself it is spoken differently.
   Customs, sharing, bargaining, formalities … everything that would contribute to process, strategy and management will be different from region to region and from corporate culture to corporate culture.
   Consequently, here is a country where even its own citizens may find it useful to engage a local intermediary for the purposes of negotiation.

global negotion

Negotiation is an important step in international business. Although both international and domestic negotiations should try to achieve a "win-win" situation, there are some differences between the two. Discuss how international negotiation is different from domestic negotiation. What are some specific points managers must keep in mind when negotiating with people from different cultures? Cite real life examples to support your points.

   We begin a conversation about negotiation as if it is a casual add on to the current conversation of multiculturalism. Meanwhile, I am confident that none of us are so cavalier; realizing negotiation to be a highly developed art and science in its own right.

   From a perspective of negotiation, adding the global component seems the best approach; for negotiators are artists of sorts, their craft needing the patina of experience. Meanwhile, global sensitivities beyond learning may best be assimilated through raw experience (albeit also over time).
   Firstly, to recognize the wealth of moving parts alone, even from a generic perspective, can be daunting. We can appreciate this with a cursory familiarity of negotiation and globalism. Then consider:
   • What may be a point of advantage in ones domestic culture could have wide ranging implications for the counterpart elsewhere (death among them).
   • What may be a poker face or other standard posture of countenance, gesticulation, etc. in ones domestic culture could be interpreted else wise.
   Let us assume funds are limited and your entity needs to make a go of things without benefit of hiring a seasoned master. Some recommendations would include:
   • Leave no stone unturned. Treat this as a one would a business plan, doing detailed research on every consideration possible. This naturally embraces all the acculturation one can corral, every custom one may unearth, all legal habits, statutes, structures, etc. create a database as to where the culture sits in relationship to one’s own by every metric that has been established (Inglehart-Welzel, Hofstede, comparative height considerations, living standards … everything), etcetera!
   • Develop and practice your layered chess game in advance. This includes having an understanding as to who will represent, how the room will look, what they will wear, where they will sit, what they may have with them, who interacts with whom and in what order and so on.

Seriously, as well as one can, create scripts with rebuttals for every eventuality, proofread (including through the multicultural filters developed) and practice. Hone wherever possible.
   Including the Phatak & Habib graphic should illuminate how even a passing consideration in this direction may be found to be full of surprises. In sum: translate everything.

Reference
Lewicki, R. J., Barry, B., & Saunders, D. M. (2010). Negotiation (6th ed. ed.). NY: McGraw-Hill / Irwin.

Education reform in Finland a 'gradual evolution'

of Subtler Cultural Communications

Summary                                                                      (part three; conclusion. Parts of the larger work have been reworked. If there is an interest in viewing the final work in whole please comment with your e-mail.)

   IT in Cross-Cultural Communication
   IT and its own relationship to cross-cultural communications is an interesting one. It is doubtful that we would have had as much discussion about cross-cultural communications had it not been for the Internet; and the bountiful expressions that have followed in its wake.
   That said, where we currently stand includes the ability to speak to your computer and have it transcribed, the ability to video conference across the entire planet free, and a significant number of free sites for translation. This is creating an ever-ripening paradigm for a borderless global citizenry.
   One cannot help but wonder if bothering to learn another language might not become passé; insofar as the possibilities for fluid, automatic translation as people of disparate languages communicate with each other seems not far off. Indeed, the entertainment industry, through games and movies, are equally pushing the virtual presence itself (as we see increasing breakthroughs in 3-D and holography). It would not be surprising, therefore, in perhaps a decade (more or less) to literally stand with a colleague (never before met, of an entirely different culture and language) collaborating in virtual space, as if sharing real space and speaking the same language.
   However, the cross-cultural implications remain to be seen. Hearken back to the presumed joke at the beginning of this document: four businesspersons from Japan, Nigeria, France, and India walk into a bar; but now make it a collaborative meeting. The degree to which the individual players are open and have been cross-acculturated may well be the degree to which they can successfully interact. From a business perspective, perhaps that is all we ask of them.
   Still, that will not be all that they ask of themselves. More and more the inequities of the world (as just one example) will find a more conducive and fluid conversation. Is it not entirely possible for a tangent to occur where, at a critical juncture, perhaps the Indian (whose entire village is in desperate and immediate need, due to mudslide, monsoon, etc.) or the Nigerian (who may have had a few children recently kidnapped) might not hold the entire project hostage (Staff, 2010)(Purefoy, 2010)?
   We may find, increasingly, that integrating ourselves into the global culture, becoming more sensitive to each other’s ways of life, may not only be wise from a communication perspective on the superficial layer, but also ingratiate ourselves to each other by exposing the degree of our authenticity at deeper levels. By the way, this too is good business.

References

Davis, F. (2009). Frankisms. Unpublished manuscript.

Executive Planet. (2010). Retrieved from http://www.executiveplanet.com/index.php?title=Main_Page

Hofstede, G. (2009). Geert Hofstede™ Cultural Dimensions. Retrieved from http://www.geert-hofstede.com/

Inglehart , R. (2009). [charts] [World Values Surveys]. Retrieved from http://www.worldvaluessurvey.org/wvs/articles/folder_published/article_base_54

Kwintessential Ltd. (n.d.). France - French Culture, Customs and Etiquette; India - Language, Culture, Customs and Etiquette; Nigeria - Language, Culture, Customs and Etiquette - Japan - Language, Culture, Customs and Etiquette. Retrieved September 25, 2010, from http://www.kwintessential.co.uk/resources/global-etiquette/france-country-profile.html; http://www.kwintessential.co.uk/resources/global-etiquette/india-country-profile.html; http://www.kwintessential.co.uk/resources/global-etiquette/nigeria.html; http://www.kwintessential.co.uk/resources/global-etiquette/japan-country-profiles.html

Nigeria Culture, facts about Nigeria, customs, business and social ethics.. (). Retrieved September 25, 2010, from http://www.business-travel-nigeria.com/nigeria-culture.html

Purefoy, C. (2010, September 28, 2010). Nigerian president intensifies search for kidnapped children. Cable News Network. Retrieved from http://www.cnn.com/2010/CRIME/09/28/nigeria.kidnap/index.html?eref=rss_world&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+rss%2Fcnn_world+%28RSS%3A+World%29&utm_content=My+Yahoo

Staff (2010, 55 minutes ago [9:50am 09.29.10]). Negotiations to free children after Nigerian hijack. AFP (Associated Free Press). Retrieved from http://www.google.com/hostednews/afp/article/ALeqM5gMccc86LLn6kzkjsswdZAI_o4HSw?docId=CNG.5fd9d9aca2e24cbdb73350eb1197d306.8d1

the IAT (Implicit Association Test)

...talking about cultural (multi, inter, etc.) constructs based on country / region, while this necessarily may need to be the generic focus for global business, there is a wealth of research and insight just beyond that restriction. On an unconscious level, we have programmed responses, programmed into us like it or not by our culture.
   Under the heading that knowledge is power, we owe it to ourselves to be aware of this perspective as well – and it does have implications for global cultural considerations.
   Have fun with this: https://implicit.harvard.edu/implicit/

   The categories you can self-test on are Age, Disability, Weapons, Skin-tone, Religion, Gender-Science, Arab-Muslim, Weight, Presidents, Asian, Race, Sexuality, Gender-Career and Native.

   (Oh, and BTW, an absolute must to expose oneself to if interested at all in Marketing).

of Subtler Cultural Communications

(part two)

Kinesthetic and other Non-verbal Differences

   In the realm of subtle considerations there is enough written that if the proper research was done first an awareness of custom can be addressed proactively when it comes to errata such as business cards, color of gift-wrap, etc. However, the subtleties of body language and other nonverbal communications are at least as important. Considerations such as the relationship of time in a culture, personal space and proximity, body language and posture, ritual gestures and aspects of presentation (clothing, scent, hairstyle, tattoos, etc.), symbolism and metaphor and humor, touching, where and how an eye is directed and how things are spoken (including inflection and volume) are all worthy of being sensitive to.

   France
   Unless one is already a friend resist being overly friendly. Remain courteous and formal, do not presume, and honor any hierarchy. Be patient, detail oriented, maintain eye contact, be persuasive without aggression and remain understated.
   Insofar as this documents creation occurs within an American context, it has roots in Euro centricity. In large measure, this applies for the United States as well.

   India
   India is in Asia, after all, and consequently is subject to the dynamic of “face”. One would do well to make a conscious effort to avoid garnering responses where a negative is potential. Here is a setting where body language and nonverbal cues is especially useful. Please bear in mind that even something as graphic as a subtle horizontal headshaking, which in the West would indicate no, is absolutely how Indians respond “yes”.
   Indians have an interest in establishing a positive relationship, are slow and methodical and tend to avoid confrontation at all costs. This has a direct tie to the countries larger relationship with time, including as an example the majority religions expressions over incarnation. A paradox in this culture is that one will find it useful to communicate well in advance, and even follow up shortly prior; and yet, please, be flexible as things may change.
   Negotiation is not a separate consideration but part of the fabric of business communications. One needs to be prepared to haggle.
   Having its independence, for only about 25% of the length of time the United States has this country of laws is still developing its legal foundation. Contracts are not as important and one's word is more important than it would be in the US.
   As India leapfrogs into the 21st century there are still remnants of honoring abstract hierarchies of caste or title; this is manifest in subtle ways and noted by Hofstede’s power distance ranking. Indians may no longer need to be subjugating and they voluntarily tend to demure; they are by default a humble people. This is an expression of respect (which is highly valued). In addition, this country is crowded in its urban settings where strangers commonly get shoved against each other in trains and buses. Pay attention to the distance a counterpart will stand from you and watch that space shift over your time knowing them.
  Although in the lower left quadrant of the Inglehart-Welzel cultural map, much like an obverse of France, India clocks close to the center; and this is telling of any inherent balance in the culture.

   Japan
   There is such a highly developed sense of nonverbal communication that it might be difficult to sort through the cues given to seek out telltale signs that have not been ensconced in custom. “Non-verbal communication is so vital that there is a book for 'gaijins' (foreigners) on how to interpret the signs!” (Kwintessential Ltd, n.d.).
   The Japanese live in one of the most densely populated countries on the planet; comparatively, this is half the US in its proxemics. Yet, please avoid direct eye contact.
   Overarching considerations in Japan would include the concept of “face”, developed to a fare the well, along with harmony and balance. It is paramount to make every effort to show respect; nothing will excuse an error as much as a genuine effort of respect. A heightened sensitivity would not be so much paranoia as wise. Words and all else that reflect communication can be subject to layers of interpretation, as well as contextual differences. Seek to behave as neutrally as possible, considering a mannequin as a model, whenever in doubt. This is because the Japanese are apt to seek meaning in all the silly little things western folks find themselves doing that mean nothing; like touching one's face, scratching one's head, wriggling one's nose.
   There too are carry over’s from India, simply because certain things are pan Asian. “Face” was already mentioned, this also includes avoiding soliciting responses where “no” is a possibility, being deferential to those who are older or of higher status, being patient and avoiding confrontation, etc.

   Nigeria
   The Hofstede™ Cultural Dimensions site lumped Nigeria in with Ghana and Sierra Leone (three and six countries to the west respectively) under the heading of “West Africa”. The most pronounced ranking is approximately 75 (on a scale of 100) for power distance. This may be lingering from colonialism. The rest of the rankings are at or below 50, indicating a more relaxed posture; especially on individualism and long-term orientation.
   Unlike the Japanese, the Nigerians do not appreciate a blank expression; preferring an overt positive facial expression. While this is not “face”, it is nonetheless as apt to hide challenged feelings. Nigerians do not tend to get directly to the point, but find value in creating the context, taking the time to narrow in on the topic. Presumably, this is an echo of the value of storytelling, (that maintained their history for so many millennia). Nevertheless, this circuitous behavior is simply to be aware of, as Nigerians are equally apt to be very direct.
   Relationships are important to Nigerians as expressed in the value of extended families. A genuine effort to be friendly is welcome. However, indirect eye contact (to the neck, hair, etc.) is expected behavior.
   Like the languages themselves being regional, some areas of Nigeria use humor more than others, some allow more excitement in their expression, and so on.
   Like their Indian counterparts, Nigerians also expect haggling as a natural way of business.