ashutov y25ashutov 20251219 148 2 86 Prepare for quarterly test Download onto your phone or tablet and listen carefully. ]]> sbook_plugins/wordlist_generated_from_xml_clog_sbook_for_sbook_session.inc sbook_plugins/payment_history_generated_from_xml_clog_sbook.inc Avito Andrey Shutov C1 20260112 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 tbc Understanding the differences between low context and high context cultures Kvass By the end of this session you will have studied Leadership Speaker Erin Meyer: Low Context vs. High Context Societies https://www.youtube.com/watch?v=9oYfhTC9lIQ Watch the video. → are the statements below true or false? Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Cross-cultural communication 51 1 Lead in Understanding the differences between low context and high context cultures active edit_ol_qa prep_ol_qa pix/icons8-cafe-100_white.png
Erin Meyer is a professor at INSEAD, where she directs the executive education programme Leading Across Borders and Cultures. She is also the co-author (with Reed Hastings) of No Rules Rules: Netflix and the Culture of Reinvention (Penguin, 2020). Watch the video to find out why. Leadership Speaker Erin Meyer: Low Context vs. High Context Societies https://www.youtube.com/watch?v=9oYfhTC9lIQ Are the statements below true or false?]]> erin_meyer_low_context_vs_high_context_societies_9oYfhTC9lIQ.mp4 Audio transcript in a low context society while we are communicating we assume that we have a low level of shared context what does that mean it means that we don't have the same reference points or the same body of knowledge or relationships that we have a low level of shared context so in a low context society we believe that good effective professional communication is a communication that's very explicit it's very simple and very clear in a low conduct society we're trained that if I want you to understand blue then I have to say blue literally we're trained in a low context culture that if I give a presentation I should tell you what I'm going to tell you and then I should tell you and then I should tell you what I've told you why do I tell you the same thing three times because we're focused overall on making sure that the message was passed simply and clearly in a high context society while we're communicating we assume or consider that we have a larger body of shared context that we have the same reference points body of knowledge information and because we assume all of this shared context in a high context society we believe good effective communication is a communication that's more implicit or layered or nuanced I had a German individual who said to me you know Aaron in Germany at the end of a meeting we almost always do a recap first we do a verbal recap and then we do a written recap that's low context right clarification clarification clarification he said now that I've been working frequently with the French I often find that at the end of a meeting I'll get ready to do a recap and my French colleagues will just stand up and someone will say eh voila there it is and I'll think to myself but voila what and then I'll be very surprised to see that it just seems that people know what's been sited that they know what's supposed to happen next without going through all of those levels of clarification that I'm so used to in my own culture I had a second example I was doing some work a while ago in Istanbul and I had a Turkish client who was telling me about all of these issues that he was having with his new American boss and I said when your boss was here did you tell him what you're telling me now and he said well you know Aaron I made it known so that he could see it if he wanted to see it and I thought to myself he probably didn't see it right I'll give you a third example from China I was giving a presentation at a conference in China last year and all the people in the room worked for the same multinational American company before I worked within the Chairman who was this American from New York City gave a presentation that went very well and then he left afterwards when I was working with the group we were talking about this and I had the Chinese human resource director raise his hand and he said you know Aaron this concept is very interesting to me because the whole time the chairman was talking I was trying to make sure that I was listening with all of my senses that I was picking up all of the levels of meaning that he might be trying to pass now that I look at this I'm asking myself the question is it possible that there was no meaning beyond that you know first those simple words that he was saying and I thought to myself that that chairman would have been really surprised to note think that anyone was trying to understand his message beyond the first degree When you give a presentation in a low context culture you should tell people what you're going to tell them, then you should tell them, and then you should tell them what you've told them. ✓ true → you tell the same thing three times because you are focused overall on making sure that the message was passed simply and clearly In a low context culture you are focused overall on making sure that the message was passed simply and clearly because while you are communicating you assume you have a large body of shared context. 〆false → you assume you haven't got a large body of shared context In a high context society people believe good effective communication is more explicit. 〆false → it is more implicit Germany has low context culture because (for example) at the end of a meeting they almost always do a recap first, then do a verbal recap, and then do a written recap . ✓ true → low context clarification In Istanbul, a Turkish client had problems with his new American boss, so he made it known so that his boss could see it if he wanted to see it. His American boss probably got the message. 〆false → the American boss is probably not used to reading implicit, high context clues 50 3 Avoiding communication breakdown wip prep_ol_qa edit_ol_qa pix/icons8-cafe-100_white.png ]]> I hear what you say. ✓ I'm afraid I can't agree & would rather not continue this discussion. With the greatest respect | With all due respect. ✓ It doesn't seem to be a very reasonable | sensible idea. That's not bad. ✓ Thumbs up! That is a very brave proposal. ✓ It doesn't sound like a good idea at all. Quite good. ✓ (Perhaps) you should try harder. I would suggest ✓ Please do so, unless you can provide a better solution. Oh, incidentally / By the way ✓ What is important is that... (cleft sentence) I was a bit disappointed that ✓ I'm sorry to say I'm annoyed with... Very interesting. ✓ I don't think it makes sense. ✓ I think you've lost me. I'll bear it in mind. ✓ We probably needn't spend too much time on that. I'm sure it's my fault. ✓ A mistake has been made. ✓ There's a mistake in your solution. ✓ It seems you have omitted some important facts. ! might be a polite way to avoid your interlocutor losing face You must come for dinner. ✓ It's been a pleasure to meet you. I almost agree. ✓ Let's agree to disagree (on that one). I only have a few minor comments. ✓ You'll probably need to rewrite after reading my comments. Could we consider some other options? ✓ I don't think we should stop at that - we must do better. ✓ We should find some alternatives. Cross-cultural communication 49 3 pix/icons8-collaboration-100_white.png High context and low context countries active xml_multi_dd_row Are the following countries more high context or low context? 20 16 left 1;2;3;4;5 6;7;8;9 10;11;12;13;14;15;16 17;18;19;20;21;22;23 USA Canada Australia Netherlands Germany Poland Finland Denmark UK Argentina Brazil Spain Italy France Russia Singapore Kenya India Iran Saudi Arabia China Korea Japan ]]> 48 4 Communication breakdown How to avoid and/or mitigate communication breakdowns using the low context and high context culture approaches active pix/icons8-microscope-100_white.png edit_2columns_2qa prep_2columns_2qa edit_1qa How can you use the high context vs low context approach to cultures to avoid a communication breakdown? Explain what went wrong on both sides. Díaz was quite certain Mr Chen had said he was coming. Mr Chen was quite certain he had communicated that he absolutely could not come because he was going to be celebrating his daughter’s birthday with his family. Suggest how the manager could have avoided this misunderstanding. 〆after 15 years in China, Mr Diaz should have taken for granted that using only a low context approach is not the best solution → as a senior manager, Mr Diaz should be held responsible for communicating with his staff members ✓ need to paraphrase to avoid a closed question such as 'Can you join us on Sunday?' e.g. ask about Mr Chen's plans, describe what needs to be done more thoroughly with the client = provide the big picture → don't put Chinese (and more generally Asian) employees in a situation where they can't say no Cross-cultural communication 47 1/2 Kvas advertising plan active role_play You work as a (cross-cultural) marketing consultant for a soft drinks company that wants to export to new markets. ]]> Marketing consultant → convince the board of directors to export Kvass → find arguments to support its cross-cultural appeal → explain how you will adapt the advertising campaign to (a selection of) target markets e.g. China, Kazakhstan, Serbia (or any country / region relevant to you) It's a great opportunity for people to spend time together in a market featuring such strong indulgent / joy indexes! Individualist culture is dominant in that region. (...) that's why we believe generations Y and Z will enjoy spending time together away from their families. Just look at Hofstede's masculinity-femininity dimension in this region: it shows emphasis on building relationships (femininity → person-oriented) rather than being task-oriented. (...) that's why we need an advertisement which shows people going out together with friends rather than their extended family. Member of the board of directors → partly disagree with the marketing consultant → brain-storm possible obstacles to sales in target markets I'm afraid power-distance is just too omnipresent in this country! Such a drink without alcohol will never bring people from a collectivist culture together... even if it's about keeping traditions by drinking a natural drink like Kvass. Look at the changes of cultural values between your target cohorts of generations in this part of the world! (...) this means the elder generation will be more restrained & less likely to change their taste. There's too much uncertainty avoidance in your target markets: they'll never want to try our Kvass when they've had Coca-Cola for so many years! 46 2/2 Kvas advertising plan 20231201 hw20231204 active pix/icons8-hand-with-pen-100_white.png edit_ol_qa prep_ol_qa You work as a (cross-cultural) marketing consultant for a soft drinks company that wants to export to new markets. → write an advertising plan to export Kvass → support its cross-cultural appeal with relevant cultural dimensions (= recycle terminology) → describe a single, short advert for 2-3 target countries (1 paragraph only) e.g. China, Kazakhstan, Serbia (or any country / region relevant to you) → explain how you will adapt the advertising campaign to the selected target markets (with examples) ~ 350 words ]]> We believe generations Y and Z will enjoy spending time together drinking Kvass because... → examples of cross-cultural appeal (...) Our advertising plan is cost effective because we will be shooting basically the same story in different countries. In order to understand why our plan is effective, I'll explain the minor and major differences between the different versions. Indeed... → cultural characteristic of target country 1 Therefore... → scenario version 1 Indeed... → cultural characteristic of target country 2 Therefore... → scenario version 2 (...) 45 1 Can't we just print more money? active edit_ol_qa pix/icons8-collaboration-100_white.png https://sobrief.com/books/cant-we-just-print-more-money → answer the questions]]> https://sobrief.com/books/cant-we-just-print-more-money Key Takeaways 1. Economics is everywhere, shaping our daily choices and societal outcomes Economics affects all of us every day of our lives. Each time you make a choice about whether or not to work, whether to spend some money today or save it for tomorrow, go out for a meal or cook one at home, you are making an economic decision. Ubiquitous economic decisions. Every day, we make countless economic choices without realizing it. From deciding what to eat for breakfast to choosing a career path, these decisions involve trade-offs and opportunity costs. Economics provides a framework for understanding these choices and their implications. Markets and resource allocation. At its core, economics studies how societies allocate scarce resources. Markets play a crucial role in this process, coordinating the actions of millions of individuals through the forces of supply and demand. This "invisible hand" often leads to efficient outcomes, but not always. Societal impact. Economic forces shape not just individual choices, but entire societies. They influence: Income distribution Technological innovation Environmental sustainability Political systems Understanding these forces empowers individuals to make better decisions and engage more effectively in civic life. 2. Markets coordinate supply and demand, but can fail in crucial ways Economics can help us understand the forces that led to this happening, as well as how we should respond. Market mechanics. Markets bring together buyers and sellers, with prices acting as signals to coordinate their actions. When demand for a product increases, prices rise, incentivizing more production. This process generally leads to efficient outcomes, matching supply with demand. Market failures. However, markets can fail in important ways: Externalities: When the full costs or benefits of an action aren't reflected in market prices (e.g., pollution) Public goods: Products that benefit everyone but are difficult to charge for individually (e.g., national defense) Information asymmetries: When one party has more information than the other (e.g., used car sales) Monopolies: When a single seller dominates a market, leading to higher prices and less innovation Policy interventions. Recognizing these failures, policymakers often intervene in markets through: Regulations Taxes and subsidies Direct provision of goods and services Understanding market failures is crucial for addressing major societal challenges like climate change and healthcare provision. XXXXXXXXXXXXXXX cont. from here 3. Labor markets determine wages and employment, with inherent frictions To understand labour markets you need to not just make sense of how markets work, but understand the peculiar ways in which they interact with the idiosyncratic economics of employment. Supply and demand for labor. Wages and employment levels are determined by the interaction of labor supply (workers) and demand (employers). Factors influencing this include: Worker skills and productivity Business needs and profitability Economic conditions Labor market frictions. Unlike in idealized markets, labor markets have inherent frictions that prevent perfect matching of workers to jobs: Search costs: Time and effort required to find suitable jobs or employees Geographic constraints: Workers may be unable or unwilling to relocate for jobs Skill mismatches: Available workers may lack the skills needed for open positions Policy implications. Understanding these frictions informs policies aimed at reducing unemployment and improving labor market efficiency, such as: Job search assistance programs Education and training initiatives Labor mobility support Recognizing the complexities of labor markets helps explain persistent unemployment and wage disparities, even in otherwise healthy economies. 4. Economic growth drives long-term prosperity, but has complex impacts You're richer than your ancestors because of economic growth. That economic growth comes from a combination of several factors – most notably, improvements in technology. Drivers of growth. Long-term economic growth primarily stems from: Technological innovation Capital accumulation (investment in productive assets) Human capital development (education and skills) Institutional improvements (rule of law, property rights) Compounding effects. Over time, even small differences in growth rates lead to massive differences in living standards. This explains why modern societies are so much wealthier than those of the past. Complexities and trade-offs. While growth generally improves living standards, it can have negative side effects: Environmental degradation Inequality (if benefits are unevenly distributed) Cultural disruption Policymakers must balance promoting growth with addressing these potential downsides. Sustainable development aims to achieve growth that improves quality of life without compromising future generations' well-being. 5. International trade allows specialization and mutual benefit between nations Even if there are lots of jobs across an entire economy, that doesn't mean there are lots of jobs on offer in the area where each individual is based. Comparative advantage. The key insight of international trade theory is that countries benefit by specializing in what they're relatively best at producing, even if they're not the absolute best. This counter-intuitive idea explains why trade can benefit all parties involved. Benefits of trade: Lower prices for consumers Greater product variety Increased economic efficiency Knowledge and technology transfer Challenges and controversies. While trade generally increases overall economic welfare, it can create losers within countries: Industries facing foreign competition may decline Workers may need to transition to new sectors This has led to political backlash against globalization in some countries. Policymakers face the challenge of balancing the broad benefits of trade with addressing its localized negative impacts. 6. Inflation erodes purchasing power over time, with wide-ranging effects Inflation can be thought of as a tax on keeping money. Just as income tax might take away a fraction of your salary every month, inflation takes away a fraction of your spending power. Causes of inflation. Price increases can be driven by: Demand-pull factors: Increased spending outpacing production Cost-push factors: Rising input costs (e.g., raw materials, wages) Monetary factors: Expansion of the money supply Economic impacts. Moderate, stable inflation is generally considered beneficial, but high or unpredictable inflation can be harmful: Erodes savings and fixed incomes Creates uncertainty, hampering investment Can lead to inefficient allocation of resources Policy responses. Central banks typically aim for low, stable inflation (often around 2% annually) using tools like: Interest rate adjustments Quantitative easing/tightening Understanding inflation is crucial for personal financial planning, business decision-making, and evaluating economic policies. 7. Money and banking are built on trust, facilitating economic activity Money is ultimately a system of mutually agreed trust; over the centuries, people have looked to reinforce that trust in various ways: drawing on the 'intrinsic' value of precious metals and commodities, drawing on the resources and power of the state, or even drawing on the cool logic of computer code. Evolution of money. Money has taken many forms throughout history, from commodity-based systems to today's fiat currencies. Its core functions remain constant: Medium of exchange Store of value Unit of account Banking system. Modern economies rely on a complex banking system that: Creates money through fractional reserve lending Facilitates payments and credit Helps manage economic risks Trust and regulation. The entire monetary and banking system relies on trust. Governments and central banks play crucial roles in maintaining this trust through: Deposit insurance Bank regulations Monetary policy Understanding money and banking is essential for grasping how modern economies function and the role of financial institutions in both facilitating growth and potentially creating instability. 8. Economic crises have far-reaching consequences and are difficult to predict Economists are all too aware of this phenomenon. Even Adam Smith recognised that there are some situations in which markets end up working against the common good. Anatomy of crises. Economic crises can stem from various sources: Financial bubbles and crashes Banking system failures External shocks (e.g., pandemics, natural disasters) Policy mistakes These events can trigger a self-reinforcing cycle of declining confidence, reduced spending, and job losses. Widespread impacts. Economic crises affect far more than just financial markets: Unemployment and income loss Business failures Social and political instability Long-term "scarring" effects on growth Prediction challenges. Forecasting crises is notoriously difficult due to: Complex, interconnected economic systems Inherent unpredictability of human behavior Potential for "black swan" events While economists have developed tools to better understand and potentially mitigate crises, perfect prediction remains elusive. This underscores the importance of building resilient economic systems and maintaining policy flexibility. 9. Policymakers use various tools to manage the economy, with limitations Just like Smith's workers in the pin factory, countries tend to specialise in producing certain things – the things they're best at making –then swap these items through trade. Monetary policy. Central banks use tools like interest rate adjustments and quantitative easing to influence: Inflation Employment Overall economic activity Fiscal policy. Governments use taxation and spending to: Provide public goods and services Redistribute income Stabilize the economy during downturns Limitations and trade-offs. Economic management faces several challenges: Time lags between policy changes and their effects Unintended consequences Political constraints Globalization reducing national policy effectiveness Policy debates. Economists and policymakers often disagree on the optimal approach to managing the economy, with ongoing debates about: The appropriate balance between markets and government intervention The effectiveness of different policy tools How to address long-term challenges like inequality and climate change Understanding these policy tools and their limitations is crucial for informed civic engagement and evaluating economic proposals. Last updated: April 22, 2025 ]]> What are ubiquitous economic decisions? Every day, we make countless economic choices without realizing it. From deciding what to eat for breakfast to choosing a career path, these decisions involve trade-offs and opportunity costs. Economics provides a framework for understanding these choices and their implications invisible hand?]]> ✓ how societies allocate scarce resources ✓ markets play a crucial role in this process → coordinate actions of millions of individuals through the forces of supply and demand → often leads to efficient outcomes, but not always What is the societal impact of economic forces? ✓ income distribution ✓ technological innovation ✓ environmental sustainability ✓ political systems → understanding empowers individuals to make better decisions → engage more effectively in civic life How do market mechanics coordinate supply and demand? ✓ bring together buyers and sellers ✓ prices act as signals to coordinate actions → when demand for a product increases, prices rise → incentivise more production ✓ leads to efficient outcomes, matching supply with demand Why can markets fail to coordinate supply and demand? How should we respond to that? ✓ externalities = when the full costs or benefits of an action aren't reflected in market prices (e.g., pollution) ✓ public goods = products that benefit everyone but are difficult to charge for individually (e.g., national defence) ✓ information asymmetries = when one party has more information than the other (e.g., used car sales) ✓ monopolies = when a single seller dominates a market → leads to higher prices and less innovation How do policymakers often intervene in markets? ✓ regulations ✓ taxes and subsidies ✓ direct provision of goods and services → understanding market failures is crucial for addressing major societal challenges like climate change and healthcare provision 44 cue = action or event that is a signal for sb to do sth; a few words or an action in a play that is a signal for another actor to do sth China, Empire of the Middle = China's traditional name, Zhongguo (中國), meaning "Middle Kingdom," reflecting its historical self-perception as the centre of civilization, bridging the divine (Heaven) and the earthly world, a concept that evolved from referring to the central plains to the entire unified empire, influencing its worldview and cultural significance frugality = using only as much money or food as is necessary 43 20251219 15:00-16:00 MSK | 16:00-17:00 SAMT 1.5 2500 active The Lewis model | German vs Japanese horizons High and low context cultures Kvass By the end of this session you will have studied Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Cross-cultural communication 42 2 German vs Japanese horizons 20231101 hw20231108 active pix/icons8-microscope-100_white.png edit_ol_qa prep_ol_qa prep_2columns_2qa edit_2columns_2qa edit_1qa
]]> Explain what could go wrong on both sides. ✓ use of many adjectives will help low-culture, implicit Germans to describe the big picture that high context, reactive Japanese are more responsive to ✓ use past tense rather than reported speech to communicate on results Suggest how they could avoid misunderstandings. ✓ assess at the beginning of a meeting who is senior to avoid lacking respect ✓ respect hierarchical processes ✓ Germans partners should use a STAR approach with their Japanese interlocutors to provide the big picture ✓ the Japanese may want to use the Minto/McKinsey pyramid approach focusing on a Bottom Line Up First approach STAR = situation, task, actions, results 41 loquacious = talkative officialdom = people who are in positions of authority in large organizations when they seem to be more interested in following rules than in being helpful to conceal = to hide savoir faire /ˌsæv.wɑːˈfeər/ = ability to do and say the right thing in any social situation roundabout (~ discourse) = not in a simple, direct, or quick way (~ speech) egghead = (informal, disapproving or humorous) a person who is very intelligent and is only interested in studying streetwise = (informal) having the knowledge and experience that is needed to deal with the difficulties and dangers of life in a big city hunch = feeling that sth is true even though you do not have any evidence to prove it haute cuisine /ˌəʊt kwɪˈziːn/ = high-quality cooking following the style of traditional French cuisine mañana (~ mentality, attitude) /mæˈnjɑːnə/ = meaning 'tomorrow' in Spanish, used to talk about someone who seems too relaxed and always delays doing things 40 2 pix/icons8-collaboration-100_white.png Traits of high context and low context cultures 20231018 hw20231025 active xml_multi_dd_row What are the characteristics of people from low and high context cultures? How do they interact with each other? harmony and the well-being of the group are preferred over individual achievement is more typical of a high context culture. → For example, when a person has succeeded in a project, they tend to remain modest. → Therefore, they may not feel comfortable with direct, verbal praise from a low context person (i.e. how they interact) because it would distinguish them from others.]]> 45 20 left 1;2;3;4;5;6;7 8;9;10;11;12;13;14 relies heavily on explicit verbal skills members' communication must be more explicit, direct, and elaborate individuals are not expected to have knowledge of each other's histories or backgrounds communication is not necessarily shaped by long-standing relationships between speakers meaning of messages is more dependent on the words being spoken than on the interpretation of more subtle or unspoken cues individualism prefer the uncompromising and dominating communication style often exhibit less-direct verbal and non-verbal communication utilize small communication gestures read more meaning into less-direct messages harmony and the well-being of the group are preferred over individual achievement relational, collectivist, intuitive, and contemplative close-knit community prefer the avoiding and obliging conflict styles 39 close-knit = (of a group of people) having strong relationships with each other and taking a close, friendly interest in each other's activities and problems to oblige = to force sb to do sth, by law, because it is a duty, etc high-context culture and low-context culture = ends of a continuum of how explicit the messages exchanged in a culture are and how important the context is in communication. The continuum pictures how people communicate with others through their range of communication abilities: utilizing gestures, relations, body language, verbal messages, or non-verbal messages. Typically refer to language groups, nationalities, or regional communities. However, the concept may also apply to corporations, professions, and other cultural groups, as well as to settings such as online and offline communication. autocracy = system of government in which absolute power is held by the ruler, known as an autocrat. It includes most forms of monarchy and dictatorship, while it is contrasted with democracy and feudalism. Various definitions of autocracy exist. They may restrict autocracy to a single individual, or they may also apply autocracy to a group of rulers who wield absolute power. The autocrat has total control over the exercise of civil liberties within the autocracy, choosing under what circumstances they may be exercised, if at all. Governments may also blend elements of autocracy and democracy, forming an anocracy subtle = (often approving) not very noticeable or obvious, using indirect methods, in order to achieve sth contemplative /kən'templətiv/ = thinking quietly and seriously about sth; meditative, reflective 38 if I'll be alone ]]> hierarchy /ˈhaɪərɑ:kɪ/ 20251215 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 active The Lewis model | USA vs French horizons By the end of this session you will have studied Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Cross-cultural communication 37 3 pix/icons8-collaboration-100_white.png Adapting your communication style according to the Lewis model active xml_multi_dd_row Molecules in grease and water naturally don't bind, that's why you need soap. To connect 2 cultures successfully, you should find the soap which combines molecules of both. Ivan Zimin, 20250122 ]]>
]]> 30 20 left 1;2;3 4;5;6 7;8;9 be concise, precise, and factual avoid interruptions and distractions follow a clear agenda and timeline be friendly, enthusiastic, and empathetic allow for some flexibility and improvisation use stories and examples to illustrate your points be polite, respectful, and humble listen attentively and patiently use indirect and subtle cues to convey your messages 36 1 USA vs French horizons active pix/icons8-microscope-100_white.png edit_ol_qa prep_ol_qa prep_2columns_2qa edit_2columns_2qa edit_1qa
]]> Explain what could go wrong on both sides. 〆egghead attitude of Americans could put off French academia who traditionally focus more on theoretical knowledge 〆streetwise approach of Americans with real world case studies may contradict rational studying progress & patterns Suggest how they could avoid misunderstandings. ✓ come up with common goals to resolve conflicts ✓ agree on strategies (i.e. norming before performing) to create mutual profit 35 loquacious = talkative officialdom = people who are in positions of authority in large organizations when they seem to be more interested in following rules than in being helpful to conceal = to hide savoir faire /ˌsæv.wɑːˈfeər/ = ability to do and say the right thing in any social situation roundabout (~ discourse) = not in a simple, direct, or quick way (~ speech) egghead = (informal, disapproving or humorous) a person who is very intelligent and is only interested in studying streetwise = (informal) having the knowledge and experience that is needed to deal with the difficulties and dangers of life in a big city hunch = feeling that sth is true even though you do not have any evidence to prove it haute cuisine /ˌəʊt kwɪˈziːn/ = high-quality cooking following the style of traditional French cuisine mañana (~ mentality, attitude) /mæˈnjɑːnə/ = meaning 'tomorrow' in Spanish, used to talk about someone who seems too relaxed and always delays doing things 34 to the person from their village He lives has been living there since he is was 17 ]]> 20251212 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 active Fish can't see water The Lewis model By the end of this session you will have studied The Lewis Model https://www.youtube.com/watch?v=_T98wFx73V0 Watch the video to find out more about the Lewis model. → answer the questions Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Cross-cultural communication 33 1 Fish can't see water 20231025 hw20231101 active edit_ol_qa prep_ol_qa pix/icons8-cafe-100_white.png What do you understand by the expression 'Fish can't see water'? Management and the board are often, if not always, blind to their own culture – fish can’t see water – and may not realise derailing cultural dynamics, in time leading to under-performance or, in the worst case, financial disaster. The message of this book is simple: national culture, through its influence on corporate culture, has a powerful but often invisible impact on the success of global companies. Fish Can't See Water: How National Culture can Make or Break Your Corporate Strategy, by Richard D.Lewis & Kai Hammerich - 2013 Watch the video to find out more about the Lewis model. The Lewis Model https://www.youtube.com/watch?v=_T98wFx73V0 Answer the questions.]]>
]]> Fish can't see water in the same way as you can't see your own culture. It is your natural environment that's why we don’t know we are in water, and as a consequence we don’t understand our surroundings. ]]> the_lewis_model_fish_cant_see_water.mp4 the looser model differs from older models in that most cross-cultural misfortune oh the monochromic people who did one thing at a time the pollak like people who tried to do many things at a time and that was about it I felt that one category had been forgotten and that's the Asians who are neither monotonic are polychronic the Lewis model shows three different types of human being we call them linear active multi active and reactive linear active people are Germans and Americans they do one thing at a time they're quite definite they go forward they plan well ahead the job oriented you know multi active people they're people oriented emotional try to do many things at once get excited where he see me it's aliens are a good example and then of course the reactive people are the Asians Chinese Japanese Koreans Vietnamese what do they do they try to make you speak first to establish what your aims and intentions are and that enables them to modify the reply so they don't sound you know too worried about it they accept certain things and and that way and they can create a slightly harmonious response and a harmonious attitude from the beginning when we're doing business with different countries we should ascertain to which cultural category the country belongs you have to study the the category and then respond to that category by adapting to it so your own behavior will have to correspond in a suitable manner to the people you're doing business with How does the Lewis model differ from most cross-cultural models? 〆older models focus mostly on the distinction between monotonic & polychronic cultures 〆omit people from Asian cultures who are neither monotonic, nor polychronic Lewis considered that previous cross-culturalists, in accumulating the multiplicity of dimensions listed in the preceding paragraph, ran the risk of creating confusion for those who sought clarity and succinctness. Moreover, he pointed out that the experts’ preoccupation with north/south, mono-chronic/poly-chronic dichotomies, had caused them to overlook or ignore the powerful Asian mindset (comprising, in fact, half of humanity). He named this behavioural category Reactive, thereby creating a model that is essentially tripartite and cites the following characteristics: What nationalities are typically linear active? What are their characteristics? e.g. Germans, Americans(...) ✓ task-oriented ✓ highly-organized planners ✓ complete action chains by doing one thing at a time, preferably in accordance with a linear agenda → less tolerant to change? 〆more selfish & individualistic What nationalities are typically multi active? What are their characteristics? e.g. Italians ✓ emotional ✓ loquacious ✓ impulsive → attach great importance to family, feelings, relationships, people in general ✓ enjoy doing many things at the same time 〆poor followers of agendas loquacious = talkative What nationalities are typically reactive? What are their characteristics? e.g. Chinese, Japanese, Koreans(...) ✓ good listeners 〆rarely initiate action or discussion ✓ prefer first to listen and establish the other’s position → react to it and form their own opinion = being in harmony 〆never say 'no' 32 2 pix/icons8-collaboration-100_white.png Traits of the 3 Lewis typologies (linear-active, multi-active, reactive) active xml_multi_dd_row 25 20 left ]]> 1 2 3 31 4 pix/icons8-collaboration-100_white.png citKey dimensions of Hofstede’s theory How to understand & use key dimensions of Hofstede’s theory active xml_multi_dd_row deck_shuffled_lines_valign deck_shuffled_lines_halign prep_deck_shuffled_lines_halign 30 3 left 1;2;3;4 5;6 7;8;9 30 3 pix/icons8-collaboration-100_white.png Adapting your communication style according to the Lewis model active xml_multi_dd_row Molecules in grease and water naturally don't bind, that's why you need soap. To connect 2 cultures successfully, you should find the soap which combines molecules of both. Ivan Zimin, 20250122 ]]>
]]> 30 20 left 1;2;3 4;5;6 7;8;9 be concise, precise, and factual avoid interruptions and distractions follow a clear agenda and timeline be friendly, enthusiastic, and empathetic allow for some flexibility and improvisation use stories and examples to illustrate your points be polite, respectful, and humble listen attentively and patiently use indirect and subtle cues to convey your messages 29 Lewis model = born in an era of rampant globalisation of business, is particularly appropriate for assessing an individual’s likely performance in a commercial role. The design of the questionnaire is based on business situations. The nomenclature of the typologies is succinct: Linear-active, Multi-active, Reactive. While the three types are distinctive, each possesses behavioural elements from the other two categories. It is a question of which one is dominant. Many individuals deviate from the national type in a work situation e.g. engineers and accountants tend to be Linear, sales people Multi-active, lawyers and doctors Reactive linear-active culture = culture where you may want to be concise, precise, and factual, avoid interruptions and distractions, and follow a clear agenda and timeline multi-active culture = culture where you may want to be friendly, enthusiastic, and empathetic, allow for some flexibility and improvisation, and use stories and examples to illustrate your points reactive culture = culture where you may want to be polite, respectful, and humble, listen attentively and patiently, and use indirect and subtle cues to convey your messages concise = giving only the information that is necessary and important, using few words loquacious = talkative officialdom = people who are in positions of authority in large organizations when they seem to be more interested in following rules than in being helpful 28 do you think first in case if you need this 'yes' Four of us were on the scene stage ]]> protestantism /'prɔtəstən,tizəm/ 20251208 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 active Hofstede's Six Dimensions of Organizational Culture By the end of this session you will have studied Hofstede's Six Dimensions of Organizational Culture https://www.youtube.com/watch?app=desktop&v=yKKruTRQ_2A Watch the video. → answer the questions. Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Cross-cultural communication 27 2 Hofstede's Six Dimensions of Organizational Culture active edit_ol_qa prep_ol_qa pix/icons8-cafe-100_white.png How many questions would you need to ask to understand someone's cultural values? 3-5 questions, more? What would you ask? Hofstede's Six Dimensions of Organizational Culture https://www.youtube.com/watch?app=desktop&v=yKKruTRQ_2A Watch the video. → answer the questions.]]> hofstede_s_six_dimensions_of_organizational_culture_yKKruTRQ_2A.mp4 What are the 6 dimensions mentioned? 1 power distance 2 individualism-collectivism 3 masculinity-femininity 4 uncertainty avoidance 5 short vs long-term orientation 6 indulgence vs restraint 26 3 pix/icons8-collaboration-100_white.png citKey dimensions of Hofstede’s theory How to understand & use key dimensions of Hofstede’s theory active xml_multi_dd_row deck_shuffled_lines_valign deck_shuffled_lines_halign prep_deck_shuffled_lines_halign 70 3 left 1 2 3 4 5 6 25 5 Hofstede's Six Dimensions of Organizational Culture 20231108 hw20231115_n1 active edit_ol_qa prep_ol_qa pix/icons8-cafe-100_white.png Hofstede's Six Dimensions of Organizational Culture https://www.youtube.com/watch?app=desktop&v=yKKruTRQ_2A ]]> hofstede_s_six_dimensions_of_organizational_culture_yKKruTRQ_2A.mp4 What is power distance? → give an example → ask a question to assess the dominant cultural dimension Who takes decisions: the boss or the team?]]> Millennials = aka Generation Y, described as the first global generation and the first generation that grew up in the Internet age. The generation is generally marked by elevated usage of and familiarity with the Internet, mobile devices, and social media, which is why they are sometimes termed digital natives What is meant by individualism-collectivism? → give an example → ask a question to assess the dominant cultural dimension Are there individual incentives or bonuses for the whole team? Is your success also your company's success? How do you contribute to the development of your town, ecology, country?]]> incentive = something that encourages you to do sth What is meant by masculinity-femininity? → give an example → ask a question to assess the dominant cultural dimension What is the percentage of women in managerial positions? Are your products & services the same for both men and women?]]> gender gap = difference in opinions or attitudes between men and women concerning a variety of public and private issues, including political candidates, parties, or programmes Explain uncertainty avoidance → give an example → ask a question to assess the dominant cultural dimension Are you ready to take out a loan? Is management open to new technologies & telework?]]> telework = work from home, remotely What is meant by short vs long-term orientation? → give an example → ask a question to assess the dominant cultural dimension Where do you see yourself in 5-10 years? Do you choose a product rather because it is fashionable or of durable quality?]]> frugality = prudence in avoiding waste perseverance = quality of continuing to try to achieve a particular aim in spite of difficulties How do you explain indulgence vs restraint? → give an example → ask a question to assess the dominant cultural dimension Do you believe in 'Carpe Diem'? How do you retain talents? How do you achieve happiness? Can you discipline yourself?]]> indulgence = (usually disapproving) the state or act of having or doing whatever you want; the state of allowing sb to have or do whatever they want; something that you allow yourself to have even though it is not essential gratification = state of feeling pleasure when sth goes well for you or when your desires are satisfied; sth that gives you pleasure Carpe diem = Latin aphorism, usually translated "seize the day", "pluck the day [as it is ripe]", that is 'Enjoy the moment' 24 Hofstede's Cultural Dimensions Theory = created in 1980 by Dutch management researcher Geert Hofstede who carried out an extensive survey during the 1960s and 1970s, investigating variations in values within different sectors of IBM, a global computer manufacturing company power distance = strength of social hierarchy MAS (masculinity-femininity) = degree of stereotypical behaviour of males and females, including gender gap and being task-oriented versus person-oriented IDV (individualism-collectivism) = measures the extent to which people look out for each other as a team or look out for themselves as an individual UAI (uncertainty avoidance index) = indicates to what extent nations avoid the unknown LTO (long-term orientation) = expresses how societies either prioritize traditions or seek for the modern in their dealings with the present and the future IVR (indulgence vs restraint) = comparison between a country's willingness to wait for long-term benefits by holding off on instant gratification, or preferences to no restraints on enjoying life at the present to disguise sb (as sb/sth) = to change your appearance so that people cannot recognize you; to hide sth or change it, so that it cannot be recognized CSR = corporate social responsibility, concept that businesses have a responsibility to operate in a way that is ethical and beneficial to society and the environment, beyond just making a profit. Companies engage in CSR by integrating social and environmental concerns into their operations and by contributing to society through philanthropic, activist, or charitable activities 23 sure of myself self-confident on the roads in winter It depends on their rights which they have prescripted been granted They will get a bonus in case if the project will be is completed in on time If you want to decide solve any question, you need to... In several years ago we didn't have it on the market ... rules that people can afford themselves to do sth restricted ]]> 20251201 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 active Dilemma - The Cola come back | Decision By the end of this session you will have studied Download onto your tablet or print the following pdf for our next lesson. Intelligent Business Upper Intermediate Unit 12 Competition Dilemma - The Cola come back → prepare your strategy for the negotiation → use stages from Negotiation stages → recycle expressions from Negotiation set phrases Negotiation giveaways → prepare arguments for role C intelligent_business_upper_intermediate_students_book_pg108-143_dilemma_the_cola_come_back.pdf Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Intelligent Business B2 Unit 12 Competition 22 Role play active wip textbook pg 143 role play → choose a role

→ practise the following: Negotiation strategies Establish connection Small chat Ingratiation Anchoring Persuasive argumentation Diagnostic questions Active listening & paraphrasing Brainstorming (moving past resistance) Making concessions Diagnostic questions (moving past resistance) Getting to agreement Asking for reciprocity pg 108 listening intelligent_business_the_economist_longman/intelligent_business_upper_intermediate/intelligent_business_upper_intermediate_audio_cd02/intelligent_business_upper_intermediate_audio_cd02_track_13.ogg T / Cl Decision 〆Parle Ltd sold brand to Coca Cola 〆but consumers would prefer the traditional taste! = brand image failed → taste matters! 〆marketeers sometimes fail penetrating despite their worldwide image e.g. Amazon failed in China & Russia pg 108 writing Write an e-mail to explain your strategy → choose a role (A, B or C) → how should Thums Up prepare for the free market? → what actions should be taken to protect their local market? → practise conjunctions from pg 106 ex 3 time clauses ]]> 21 subservient = less important than sth else appeal = quality that makes sb/sth attractive or interesting Masala Chai = Indian beverage made by brewing black tea with fragrant spices, sugar and milk celebrity endorsement = famous or important person saying that they use and like a particular product economies of scale = when production costs are reduced by producing substantial quantities Cross-cultural communication 20 1 McDonald’s advertisements in different countries active wip edit_ol_qa prep_ol_qa pix/icons8-microscope-100_white.png McDonald’s advertisements in different countries Watch the video https://www.youtube.com/watch?v=pMLrVP_E-jA → answer the questions ]]> mcdonald_s_ads_different_countries_pMLrVP_E-jA.mp4 What lifestyle (in terms of joy / restraint) is depicted in the USA? ✓ multicultural environment → linear-active communication → low uncertainty avoidance → low power distance ✓ spending time with friends (rather than with family) → individualist culture ✓ active, outdoor lifestyle → short-term orientation → joy (= indulgence) What forms of power distance & uncertainty avoidance are challenged in Taiwan? ✓ almost no dialogue → reactive culture ✓ fear of sexual orientation disclosure + respect for father → high power distance → uncertainty avoidance clash between generations ✓ tolerance to homosexuality → generational shift from distrust to trust → joy (= indulgence) How does McDonald comply with the local power distance & restraint of Arabic cultures? ✓ follow modern life styles → joy (= indulgence) ✓ observe traditions of elder eating first → high power distance → uncertainty avoidance ✓ family gathering → collectivist culture What message (in terms of joy & masculinity - femininity) is conveyed in Denmark? ✓ McDrive as a convenient life style → joy (= indulgence) ✓ unisex because absence of gender related clues → inclusion ✓ broken arm, (too) short arm... → equity → femininity (i.e. no masculine dominance) How are the collectivist & indulgence cultural dimensions suggested in the Indian version? ✓ sharing feelings with family & friends → collectivist culture ✓ (very) emotional display of feelings (when eating spicy McDonald burgers) → multi active ✓ McDonalds observes spicy, Indian eating habits → joy (= indulgence) ✓ musicality → femininity (i.e. no masculine dominance) How would you market & prepare an advert for a Russian audience? ✓ birthday party → collectivist culture ✓ children & families → long-term orientation ✓ happy moment → joy (= indulgence) ← generational shift from restraint cultural habits 19 'm agree with you They can afford themselves to keep prices as low as needed If you miss with the taste, they will not try again Up to In my experience it is a place for very poor people ]]> 20251128 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 active Dilemma - The Cola come back By the end of this session you will have studied Download onto your tablet or print the following pdf for our next lesson. Intelligent Business Upper Intermediate Unit 12 Competition Dilemma - The Cola come back pg 108 reading brief pg 108 task 1 2 pg 143 choose a role → prepare your strategy for the negotiation → use stages from Negotiation stages → recycle expressions from Negotiation set phrases Negotiation giveaways intelligent_business_upper_intermediate_students_book_pg108-143_dilemma_the_cola_come_back.pdf Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Intelligent Business B2 Unit 12 Competition 18 Dilemma - The Cola come back active textbook Why is Coca Cola such a popular soft drink? ✓ well-established brand several generations ago ✓ marketing (rather than taste?) ✓ many cocktails based on Coca Cola Is it difficult for giant corporations like Coca Cola & Pepsi Cola to enter new markets? ✓ probably not = because they already enjoy world-wide brand awareness ✓ variety of alternative soft drinks (Sprite, Seven Up, Fanta...) pg 108 reading brief ]]> 17 1 Brainstorming strategies to protect the local market Brainstorming strategies to protect the local market active edit_ol_qa pix/icons8-collaboration-100_white.png How can local producers protect their markets from global brands? Why would Indian customers switch to another brand of soft drinks, such a Coca Cola? ✓ obvious marketing appeal of western & American products ✓ brand image ✓ Pepsi & Coca Cola could afford to launch a widespread marketing campaign featuring local celebrity endorsement appeal = quality that makes sb/sth attractive or interesting How can an Indian company like Parle protect its local market? ✓ emphasise the strong taste of Thums Up ✓ Indian dishes call for sweet, milky drinks - unlike Pepsi & Coca Cola e.g. Masala tea = only Thums Up can suit spicy Indian cuisine! → build a fashionable, trendy image to resist the appeal of the American lifestyle e.g. celebrity endorsement with some Bollywood actress ✓ request government intervention to impose quotas in retail outlets to ensure a minimum percentage of local produce ✓ leverage existing networking → such a big Indian company must have privileged relationships with government members → impose certain maximum or minimum amount of sugar ✓ business intelligence → predict Coca Cola's actions ✓ launch a black PR campaign against Coca Cola e.g. Coca Cola may be used to loosen some jammed mechanism → Imagine what it does to your stomach! ✓ offer a richer choice of soft drinks than Coca Cola celebrity endorsement = famous or important person saying that they use and like a particular product What 3 distinctive strategies could Parle undertake? 1) sell a similar product to Coca Cola at a lower cost ✓ take advantage of Coca Cola's advertising campaign 2) differentiate from Coca Cola & Pepsi ✓ maintain a competitive advantage ✓ keep lower production costs ✓ rely on economies of scale ✓ control sources of supply ✓ sign exclusivity deals with distribution networks 3) become a representative of Pepsi & Cola ✓ if you can't fight them, join them ✓ become their exclusive bottler economies of scale = when production costs are reduced by producing substantial quantities Would Russian kvas be successful abroad despite or thanks to its so-called Soviet image? ✓ no fizzy water ✓ exists also sugar free ✓ healthier than Coca-Cola 〆specific taste → appeals to a different generation & target audience → market as a natural, healthy drink Should Thums Up sell in new markets? ✓ export production to counter-balance loss of local market share → launch a marketing campaign to gain new markets in countries with traditional Indian immigration 〆resources to enter new markets may be more needed to fight Pepsi & Coca Cola at home ≠ not the best time? 16 subservient = less important than sth else appeal = quality that makes sb/sth attractive or interesting Masala Chai = Indian beverage made by brewing black tea with fragrant spices, sugar and milk celebrity endorsement = famous or important person saying that they use and like a particular product economies of scale = when production costs are reduced by producing substantial quantities 15 what that | which we face everyday You have to find a command team ... in the way of western living following the western lifestyle I can afford myself (OR I can allow myself) to wear such a sweater on Fridays I don't know what can they can add The only exclusion exception from this is kefir ]]> advertisement /ədˈvə:tɪsmənt/ /,ædvə:'taizmənt/ report /ri:'pɔ:rt/ /rə'pɔ:rt/ 20251124 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 active Negotiation tutorial bargaining tactics - Lynda.com | Negotiation giveaways By the end of this session you will have studied Download onto your tablet or print the following pdf for our next lesson. Intelligent Business Upper Intermediate Unit 12 Competition Dilemma - The Cola come back pg 108 reading brief pg 108 task 1 2 pg 143 choose a role → prepare your strategy for the negotiation intelligent_business_upper_intermediate_students_book_pg108-143_dilemma_the_cola_come_back.pdf Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> Lynda.com B2+ Negotiation tutorial: Bargaining tactics 14 2 pix/icons8-dictionary-100_white.png Negotiation strategies Negotiation strategies active wip xml_multi_dd_row What tactics can you use to move past resistance? Negotiation tutorial: Bargaining tactics | lynda.com https://www.youtube.com/watch?v=BA0DParCiww ]]> 22 12 left 1;2;3;4 5;6;7 8;9;10 11;12 Preliminaries 1. Establish connection 2. Small chat 3. Ingratiation 4. Anchoring Understanding expectations 5. Persuasive argumentation 6. Diagnostic questions 7. Active listening & paraphrasing Satisfying expectations 8. Brainstorming (moving past resistance) 9. Making concessions 10. Diagnostic questions (moving past resistance) Negotiating the outcome 11. Getting to agreement 12. Asking for reciprocity --> ]]> 13 to eavesdrop = to listen secretly to what other people are saying ingratiation = psychological technique in which an individual attempts to influence another person by becoming more likeable to their target; усилия, предпринимаемые человеком с целью понравиться другим людям. Совершенно очевидно, что если вам нужно чего-либо добиться от окружающих, то быстрее всего результаты будут достигнуты, если вы сможете сделать так, чтобы по отношению к вам испытывали теплые чувства small talk = polite conversation about ordinary or unimportant subjects, especially at social occasions agreeableness = temperamental disposition to be pleasant to anchor = to firmly base sth on sth else altruistic = showing unselfish concern for the welfare of others employee turn-around = total number of workers who leave a company over a certain time period. Includes those who exit voluntarily as well as employees who are fired or laid off to elicit = to get information or a reaction from sb, often with difficulty; to draw forth (what is latent); выявлять; делать вывод; выводить; вытянуть to reframe = to change the way something is expressed or considered over the long haul = over an extended period of time give-away = something that makes you guess the real truth about sth/sb genuine = real compelling = that makes you pay attention to it because it is so interesting and exciting; so strong that you must do sth about it over the long haul = over an extended period of time to one-up = to get an advantage over someone, or to do something that shows you are better than them reciprocity = situation in which two people, countries, etc. provide the same help or advantages to each other Lynda.com B2+ Negotiation tutorial: Bargaining tactics 12 3 pix/icons8-dictionary-100_white.png Negotiation set phrases Negotiation set phrases active wip xml_multi_dd_row xml_multi_dd_row What expressions can you use to navigate a negotiation? Aren't they too assertive? How can you sound both confident & yet open to suggestions? 14 18 left → break the ice Ingratiation
→ be amiable Anchoring
→ ask rhetorical questions Exploring each other's needs
→ ask diagnostic questions Signalling for movement
→ show there is room for manoeuvre Active listening
→ paraphrase ]]> 1;2;3 4;5;6 7;8;9 10;11 12;13;14;15 16;17;18 Establishing connection → break the ice Nice to meet you! How was your journey? Have you had a nice trip? Ingratiation → be amiable We're very excited to meet you today. We've heard a lot about your company. Feedback from your product / services is excellent. Anchoring → ask rhetorical questions Are you satisfied with...? Wouldn't you like...? Have you ever thought you could work faster if...? Exploring each other's needs → ask diagnostic (open) questions How much do you usually pay for...? What quantities would you...? Signalling for movement → show there is room for manoeuvre I think there's material for discussion My company might accept such terms if... Perhaps we could... I'd need to check if... Active listening → paraphrase So, you're saying... I get it I do see where you're coming from ]]> 11 4 pix/icons8-dictionary-100_white.png Negotiation giveaways How to recognise negotiation giveaways active wip xml_multi_dd_row read the air to understand what your partner thinks?]]> 12 20 left (resistance) Brainstorming new options
→ use conditional structures Probe with proposals
→ use what if + conditionals Showing preliminary agreement Making concessions
→ scratch my back and I'll scratch yours Closing the deal
→ recap & confirm Tying up loose ends
→ build a long-time relationship & generate repeat business ]]> 1;2;3 4;5;6 7;8 9;10;11;12;13;14 15;16;17;18 19 20;21;22 Dealing with objections (resistance) That's what I thought at first but... Look at it this way... Have you seen (statistics / data / competitors' strategy...) ? Brainstorming new options → use conditional structures Don't worry, we're just considering... You don't have to commit yourself to..., you could only... Who else would benefit from...? Probing with proposals → use what if + conditionals What if you had... Would it help if... Showing preliminary agreement You sold me! If you could make a compelling case that... that'd (would) help. I'm with you up to now. So far, so good. It sounds good. If it's rock solid, I'll sign it. Making concessions Normally, we do... but for you, we can... I'd be ready to reconsider / decrease/ change... if you did... What do you need from me to support/agree fully? If I'm on it, I'll give you... Closing the deal Deal! Tying up loose ends I think we've covered a lot of ground today Shall we go out for dinner? I really look forward to this ]]> 10 give you go one-up on you and offer to deliver from China ... but you will not use another other banks He's pronouncing saying | giving words of gratefulness ]]> 20251121 08:00-09:00 MSK | 09:00-10:00 SAMT 1.5 2500 active Seven stages of a negotiation - Harry Mills | Negotiation tutorial bargaining tactics - Lynda.com Negotiation tutorial bargaining tactics - Lynda.com By the end of this session you will have studied Negotiation tutorial: Bargaining tactics | lynda.com Negotiation tutorial: Bargaining tactics | lynda.com Watch the video. → answer the questions Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> 9 1 pix/icons8-dictionary-100_white.png Negotiation stages Conducting negotiations to achieve a win / win outcome active wip xml_multi_dd_row How do you conduct a negotiation? Have you got any stages you systematically try to follow? 22 6 left ✓ prepare your objectives, concessions & strategy
✓ gather information about the other party
→ do your 'homework' 2 ✓ build rapport
✓ state your opening opinion
✓ learn the other side's position
→ ask diagnostic questions 3 ✓ signal that you are prepared to move from your original position
✓ respond to signals from the other side
= show there is room for manoeuvre
'Normally, we do... but...'
→ get a foot in the door 4 ✓ make suggestions
✓ find areas of agreement
→ use what if + conditionals 5 ✓ give concessions
= Would that help? As long as...
→ scratch my back and I'll scratch yours 6 ✓ bring the negotiation to a clear & satisfactory end 7 ✓ confirm what has been agreed, summarise the details on paper
→ Let's recap & conclude
= opportunity to invite your partner out for dinner
→ build a long-time relationship & generate repeat business ]]> 1 2 3 4 5 6 7 8 accommodating = willing to help and do things for other people assertive = expressing opinions or desires strongly and with confidence, so that people take notice deadlock = complete failure to reach agreement or settle a dispute feet of clay = idiom that refers to a weakness or character flaw, especially in people of prominence and power eagerness = positive feeling of wanting to push ahead with something misnomer = name or a word that is not appropriate or accurate to deem = to have a particular opinion about sth; to consider versatility = having a wide variety of skills overriding = more important than anything else in a particular situation eagerness = positive feeling of wanting to push ahead with something giveaway = something that makes you guess the real truth about sth/sb; демаскирующий признак to probe (into sth) = to ask questions in order to find out secret or hidden information about sb/sth; to touch, examine or look for sth, especially with a long thin instrument Lynda.com B2+ Negotiation tutorial: Bargaining tactics 7 3 Negotiation tutorial bargaining tactics 20240311 hw20240318 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Have you got any secrets techniques to negotiate a bargain? What tactics do you know of? Negotiation tutorial: Bargaining tactics | lynda.com Negotiation tutorial: Bargaining tactics | lynda.com Watch the video. → answer the questions ]]> negotiation_tutorial_bargaining_tactics_lynda.com-ba0dparciww.mp4 How do they establish connection? [01:12] ✓ talk about their children fig tree son 4-week old daughter = small talk small talk = polite conversation about ordinary or unimportant subjects, especially at social occasions How does he make his boss like him? [01:34] ✓ he confirms he appreciated the fact she gave him paternity leave ✓ he made most of his paternity leave by spending time with his wife & newborn daughter → she likes him more = agreeableness psychological technique in which an individual attempts to influence another person by becoming more likeable to their target agreeableness = temperamental disposition to be pleasant How does he anchor his request? [01:48] ✓ flexitime policy could benefit the whole company and not only him ≠ not only him wants sth → try to sound altruistic to anchor = to firmly base sth on sth else altruistic = showing unselfish concern for the welfare of others How does he move past her first resistance? [02:32] That's what I thought at first but I did a lot of research ✓ agrees with her & explains how he deals with the problem ↔ That's what I thought at first but therefore I did a lot of research ]]> What convincing arguments did he find? [02:48] ✓ competitors are already doing it! ✓ employee satisfaction goes up ✓ employee turn-around decreases → benchmark your results with competitors employee turn-around = total number of workers who leave a company over a certain time period. Includes those who exit voluntarily as well as employees who are fired or laid off How does he react to her doubts & questions? [03:02] Have you seen customer survey stats (statistics)? ✓ Yes, she has Complaints were down about 10%. Sales were up about the same... = her answers support his requests ✓ she confirms by saying I get it ]]> Who else would benefit from a flexible schedule? ]]> ✓ elicit the answer from his boss = (pretending to be) brainstorming → make your partner agree with the solution by coming to it together to elicit = to get information or a reaction from sb, often with difficulty; to draw forth (what is latent); выявлять; делать вывод; выводить; вытянуть How does he reframe his request? [04:11] Look at it this way... → describe another person who could benefit from the request = remind your partner of another example situation ]]> to reframe = to change the way something is expressed or considered What expressions show your partner is listening actively? [04:32] ✓ So, you're saying... = soft exposing give-aways → find examples of your partner paraphrasing to confirm their understanding ]]> give-away = something that makes you guess the real truth about sth/sb What fixed expression confirms she understands Tom's requests? [04:54] I do see where you're coming from = I understand the logics → find examples of your partner appreciate your efforts & narrative ]]> How does Tom move past further resistance? [04:58] (Don't worry,) (we're) just brainstorming here! = don't ask any commitment from your partner yet → don't put your partner in an impossible situation ]]> When does Tom start making a concession? [05:00] It doesn't have to be a 'sweeping change', just a team = once his boss has accepted in principle but has doubts about others accepting → make the request easier to approve ]]> What other diagnostic question(s) to move past resistance does he ask? [05:22] What do you need from me to support/agree fully? = first genuine, non-rhetorical question → show there is room for manoeuvre ]]> genuine = real How does she phrase her terms of approval? [05:41] If you could make a compelling case that... that'd (would) help. = 2nd conditional → use unreal conditionals to shape the deal ]]> compelling = that makes you pay attention to it because it is so interesting and exciting; so strong that you must do sth about it over the long haul = over an extended period of time How does Tom show agreement? [05:51] I'm on it. I'll give you tools to measure results... = show you will continue your commitment beyond the 'time of sale' → use future simple for promises ]]> How does she confirm her approval? [06:17] If it's rock solid, I'll sign it. = 1st conditional → use conditional terms for a real situation ]]> What does going one-up on somebody mean? Why does Tom offer to do more? [06:30] Would you be willing to... → present the request at the next meeting ]]> reciprocity = situation in which two people, countries, etc. provide the same help or advantages to each other How does Tom confirm the positive outcome of their conversation? [06:54] I'm thrilled. I'm a lot closer than I was 5min ago. = Tom is happy with the outcome of the negotiation = sly negotiator? → show this is a win-win situation ]]> sly = (of a person) practising secrecy or stealth; cunning; crafty 6 to eavesdrop = to listen secretly to what other people are saying ingratiation = psychological technique in which an individual attempts to influence another person by becoming more likeable to their target; усилия, предпринимаемые человеком с целью понравиться другим людям. Совершенно очевидно, что если вам нужно чего-либо добиться от окружающих, то быстрее всего результаты будут достигнуты, если вы сможете сделать так, чтобы по отношению к вам испытывали теплые чувства small talk = polite conversation about ordinary or unimportant subjects, especially at social occasions agreeableness = temperamental disposition to be pleasant to anchor = to firmly base sth on sth else altruistic = showing unselfish concern for the welfare of others employee turn-around = total number of workers who leave a company over a certain time period. Includes those who exit voluntarily as well as employees who are fired or laid off to elicit = to get information or a reaction from sb, often with difficulty; to draw forth (what is latent); выявлять; делать вывод; выводить; вытянуть to reframe = to change the way something is expressed or considered over the long haul = over an extended period of time give-away = something that makes you guess the real truth about sth/sb genuine = real compelling = that makes you pay attention to it because it is so interesting and exciting; so strong that you must do sth about it over the long haul = over an extended period of time to one-up = to get an advantage over someone, or to do something that shows you are better than them reciprocity = situation in which two people, countries, etc. provide the same help or advantages to each other sly = (of a person) practising secrecy or stealth; cunning; crafty 5 primary introductory words ... to see (observe) his non-verbal signs It might be some reminding of allusion to | reference to previous communication I don't remember how they write spell this word The reality is much more harder If you work with a person many years, he has a trust with trusts you Otherwise, if I would export exported it to China It's about robbery (stealth) tactics He will make leave a big (deep | visible) footprint If he would be was|were a businessman in Russia... I don't know if is it is true or not ]]> to test /'test/ to taste /teɪst/ loose /lu:s/ 20251117 09:45-10:45 MSK | 10:45-11:45 SAMT 1.5 2500 2500 20251117 -2500 + 2500 = 0 active Course preliminaries | Robert Cialdini's principles of influence Robert Cialdini's principles of influence By the end of this session you will have studied
Watch the video. → what are the 6 principles of persuasion mentioned? → what examples are given to support them? https://www.youtube.com/watch?v=kv0sOX6Alrk Zoom meeting details Profi.ru - D.Potter Zoom Meeting (recurring) Meeting ID: 765 1187 4648 Password: pFGjq3 https://us04web.zoom.us/j/76511874648?pwd=pqq81L5Zbdw6lT8hToYVMKUIJsisYn.1 ]]> 4 Background assessment wip active textbook background assessment AOI (area of interest) ✓ CEO ✓ agricultural holding structure www.komos.ru learning history 〆no English exams passed spelling ✓ AmEn linguistic expectations ✓ listening & comprehension skills ✓ business English ✓ negotiations ✓ presentations & sales pitches goals ✓ international business partnerships (once iron curtain down) Number of teaching hours per level (according to ALTE - Association of Language Testers of Europe) CEF (Common European Framework) Guide, Pearson

EF - levels & exams concordances

Estimated level speaking C1 / EF 14 grammar B2+ / EF 13

]]> 3 1 Robert Cialdini's principles of influence active edit_ol_qa prep_ol_qa pix/icons8-movie-100_white.png How can you convince someone to buy something from you?
Watch the video. → what are the 6 principles of persuasion mentioned? → what examples are given to support them? ]]> Robert Cialdini - Science Of Persuasion Extensive scholarly training in the psychology of influence, together with over 30 years of research into the subject, has earned Dr. Cialdini an international reputation as an expert in the fields of persuasion, compliance, and negotiation. His books including, Influence: Science & Practice and Influence: The Psychology of Persuasion are the results of more than 30 years of study into the reasons why people comply with requests in business settings. Worldwide, Influence has sold over 3 million copies and has been published in thirty languages. Additionally, USA Today lists Influence in their 12 Best Business Books of All Time. https://www.youtube.com/watch?v=kv0sOX6Alrk ]]> robert_cialdini_science_of_persuasion-kv0sox6alrk.mp4 In what situation would two people, countries, etc. provide the same help or advantages to each other? Why? [01:25] ✓ reciprocity → be the first to give → personalise e.g. giving a mint to get a tip ✓ moral obligation to return the favour return the favour How can smallness of quantity in proportion to the wants or demands prove to be a convincing argument? What do you need to voice to make it clear? [03:12] ✓ scarcity ✓ voice the following features → highlight benefits → show it is unique → point out what could be lost desire to have the unique or last one available Why can someone who is regarded as an authority by someone else help influence the decision making process? How should this person be introduced? [04:15] ✓ authority → wear a uniform or formal suit → display diplomas = reminiscent of celebrity endorsement ✓ get introduced by someone else → mention experience, qualifications... celebrity endorsement What do you call the quality of always behaving in the same way or of having the same opinions, standard, etc? Why can this impact the final decision? [06:10] ✓ consistency → agree to small, initial commitments → commit to what you have already agreed → write voluntary, active, public commitments ✓ improve customer loyalty loyalty to a brand, stick to your choice despite price increase What is the property that makes a person likeable, that allows them to be liked? How can this foster a better rapport when negotiating or selling? [07:45] ✓ likeability → behave in a similar manner → pay (genuine) compliments → show you want to cooperate e.g. share personal interests before negotiating if others like you, then that means that you possess the ability to get along with others, which is a prized workplace skill Why do people copy the actions of others in an attempt to emulate behaviour in certain situations? How can you take advantage of this social need? [09:10] ✓ social proof / consensus → show others like you follow the herd instinct Why is the state of being in agreement and working together important when trying to convince your partners? (this is NOT in the video) ✓ unity → having business, social, cultural ties → (possibly) being in the same boat (i.e. being in the same unpleasant situation as other people) speaker is one of us 2 You scratch my back and I'll scratch yours = used to tell someone that if they help you, you will help them to trade off = to give up one desired objective in order to get another, when both cannot be achieved at the same time; to make a compromise to pretend = to behave in a particular way, in order to make other people believe sth that is not true to deceive = to make sb believe sth that is not true to be on to sb = to understand the motives of someone; not be deceived reciprocity = situation in which two people, countries, etc. provide the same help or advantages to each other consistency = quality of always behaving in the same way or of having the same opinions, standard, etc likeability = property that makes a person likeable, that allows them to be liked scarcity of = smallness of quantity in proportion to the wants or demands; deficiency to bow (down) (to / before sb/sth) = to move your head or the top half of your body forwards and downwards as a sign of respect or as a greeting nutcracker = tool for cracking open the shells of nuts 1 you your phone number from local university authorities This allowed the company to process and pack milk without human participation (intervention), resulting in a significant reduction of labour costs and the highest quality products of the highest quality (https://www.komos.ru/eng/about/structure/milk_and_cream/) (...) resulting in a significant reduction of labour (= BrEn | labor = AmEn) costs (...). The total investment in these two projects amounted to more than 465 million rubles (=AmEn | roubles = BrEn).(https://www.komos.ru/eng/about/structure/milk_and_cream/) This allowed to increase the number of poultry at the same production facilities in 2.3 times (OR 'by 2.3' - without 'times') (https://www.komos.ru/eng/about/structure/poultry_and_poultry_meat/) A poultry house for repair young animals herd replacement | replacement and three halls for keeping laying hens of an industrial herd were put into operation (https://www.komos.ru/eng/about/structure/poultry_and_poultry_meat/) They're trying to reproduce repeat their actions (repeat = what they have already done themselves | reproduce = copy someone else's actions) I am | have been used to come coming to China for 10 years He lives has been living in China for 18 years ]]> component /kəmˈpəunənt/ a little /ˈlɪtl BrEn/ /ˈlɪtdl AmEn/ gift You also have to talk /tɔ:k BrEn/ /tɔk AmEn/ overpriced /'əuvə:,praist/