The Psycholinguistic lens and the Corona Virus as a Missing Dimension in Global Systems Thinking and Crisis Management

1. Prof. Hassan M. Wageih
The Psycholinguistic lens and
the Corona Virus as a Missing
Dimension in Global Systems
Thinking and Crisis
Management
1

2. 2

3. Q1: What is meant by
Psycholinguistics ?
In very simple terms, it deals with how
language and psychological dimensions
interact to produce positive or negative
communicative messages.
3

4. Q2: What about Systems Thinking and
Psycholinguistics of Corona Virus ?
In other words, what about the key
linguistic collocational tree of the crisis?
Fear – Stress (Negative or Positive) –
Strain – Anxiety – Disorder –
Frustration – Anger – Nervousness –
Falling in the trap of provocation –
Feeling weak and exhausted and how
to deal with them. 4

5. Examples from the crisis.
- Collocational system 1 : examples of terrible
fears , panic and the rest of the tree.
What happened to the German Minister of
Finance ? 5

6. Collocational system 2 : examples of
sarcasm , jokes and irresponsible behavior
during the crises.
6

7. Q3 : What about Managing the Corona Virus
Extensive global files (Data) When it comes
to the cross cultural communication
dimension.
The answer “for example” is to compare
between what happened in Italy and Eurpoe
and what happened in China, many other
examples could be given by using
benchmarks like: Face – High Context
Culture - etc …
7

8. Q4: What about the Legal
dimension of managing this
crisis.
I other words , what about
language crimes in the existing
files of this global crisis.
8

9. Examples of Language Crimes:
- Insinuation – Sedition – Rumors –
Propaganda – Psychological warfare –
Harassment – Bribing – Conspiracies – etc…
9

10. Putting fake words in the mouth of
the president
10

11. Q5 : What about the
Proliferation of Conspiracy
Theories in this crisis.
11

12. Q6: What about Science and
Religion or Religion and Science
in this Global Pandemic Crisis?
Contemplate on the clashing
debates in this context.
12

13. Remember for such a question the treasure
from the Quranic Verses as a key rule in
crisis management.
13

14. ‫ا‬َّ‫م‬َ‫ل‬َ‫ف‬
‫اب‬َ‫ح‬ْ‫ص‬َ‫أ‬ َ‫ل‬‫ا‬َ‫ق‬ ِ‫ان‬َ‫ع‬ْ‫م‬َ‫ج‬ْ‫ل‬‫ا‬ ‫ى‬َ‫ء‬‫ا‬َ‫ر‬َ‫ت‬
َ‫ق‬ َ‫ون‬‫ك‬َ‫ر‬ْ‫د‬‫م‬َ‫ل‬ ‫ا‬َّ‫ن‬ِ‫إ‬ ‫ى‬َ‫س‬‫و‬‫م‬
‫ال‬َ‫ك‬ َ‫ل‬‫ا‬
‫ي‬ِ‫ب‬َ‫ر‬ َ‫ي‬ِ‫ع‬َ‫م‬ َّ‫ن‬ِ‫إ‬
ِ‫ين‬ِ‫د‬ْ‫ه‬َ‫ي‬َ‫س‬
This means in terms of crisis
management basic maxims:
1- Be above the crisis.
2- Don’t fall in the trap of panicking.
3- You are not supposed to be
beldozered by the crisis events or
dynamics despite all difficulties
14

15. Q7 : What about the Global Negotiation
lenses of this crisis ? Or how to deal with
emotions in the negotiation process.
15

16. •
What are the incoming new terms in the
•
nteractions regarding the current Corona
•
Virus when it comes business ?
16

17. WHAT ABOUT THE
PSYCHOGEOMETRIC MODEL
17

18. IPI
I
Involvement
‫االندماج‬
P
Power
‫القوة‬
I
Independence
‫االستقاللية‬

19. What is The Meaning of Cross-Cultural
Communication Benchmarks and How
Many of Them ?
Example #1
POWER
DISTANCE
‫السلطة‬ ‫من‬ ‫المسافة‬

20. Japanese
Delegate
‫اليابانى‬ ‫الوفد‬
Egyptian
Delegate
‫المصرى‬ ‫الوفد‬
Egyptian
Delegate
American
Delegate
‫االمريكى‬ ‫الوفد‬

21. Types of Negotiators
Principled
Hard
Soft
Category
Wise outcome
Victory
Agreement
1- Goal
Be Soft on the
people, hard on
the problem
Be hard on the
problem & the
people
Be soft on the
people & the
problem
2- Problem
orientation
Focus on
interests, not
position
Dig in to your
position
Change your
Position easily
3- Positions
Explore
interests
Make threats
Make offers
4- Threats &
Offers
Avoid having a
bottom line
Mislead as to
your bottom
line
Disclose your
bottom line
5- Disclosure
Insist on
objective
criteria
Insist on your
position
Insist on
agreement
6- Agreement

22. Passive
Negotiator
Aggressive
Negotiator
Assertive
Negotiator

23. Strategies & Tactics
•
‫الصفرية‬ ‫المباراة‬
Zero-Sum Game
•
‫للجميع‬ ‫المكسب‬ ‫مباراة‬ ‫أو‬ ‫الصفرية‬ ‫غير‬ ‫المباراة‬
Non-Zero Sum Game or Win-Win
Game.
•
‫للجميع‬ ‫والمكسب‬ ‫الصفرية‬ ‫بين‬ ‫ما‬ ‫المباراة‬
Variable Sum Game
•
‫والتنازع‬ ‫التحالف‬ ‫مباراة‬
Alliance & Adversary Game
•
‫المعلومات‬ ‫مباريات‬
Information Game
•
‫القائد‬ ‫مباراة‬
Leader Game
•
‫اآلنية‬ ‫المرحلية‬ ‫االستفادة‬ ‫مباراة‬
Utility Game
•
‫االسترخائى‬ ‫التسكين‬ ‫مباراة‬
Comfort Zone Game
•
‫النظم‬ ‫مباريات‬
Systems Game
•
‫السوبر‬ ‫مباراة‬
/
‫االستراتيجية‬
Strategic/Super Game

24. ‫التعاقد‬ ‫وعمليات‬ ‫التفاوض‬ ‫مهارات‬
‫الثقاف‬ ‫عبر‬ ‫والتواصل‬ ‫التفاوض‬ ‫لغويات‬ ‫منظور‬ ‫من‬
‫ات‬
•
‫التفاوض‬ ‫أنواع‬
Negotiation Types
•
‫االستكشافى‬ ‫التفاوض‬
Negotiation for Exploration
•
‫التمديد‬ ‫تفاوض‬
Negotiation for Extension
•
‫الجانبية‬ ‫التأثيرات‬ ‫تفاوض‬
Side effects Negotiation
•
‫التطبيع‬ ‫تفاوض‬
Negotiation for Normalization
•
‫الهيكلة‬ ‫اعادة‬ ‫تفاوض‬
Negotiation for Redistribution
•
‫االبتكار‬ ‫تفاوض‬
Negotiation for Innovation
•
‫الوساطة‬ ‫تفاوض‬
Negotiation for Mediation
•
‫البيع‬ ‫بعد‬ ‫ما‬ ‫تفاوض‬
/
‫العقد‬
/
‫االتفاقية‬
After Sale/Contract/
•
Treaty Negotiation
•
*
‫المعنى‬ ‫الوسيط‬
Assigned Mediator
•
*
‫المتطوع‬ ‫الوسيط‬
Good Offices
•
*
‫التحكيم‬
Arbitration

25. Example #3
Body Language and Listening
‫واالنصات‬ ‫االستماع‬ ‫وعمليات‬ ‫الجسد‬ ‫لغة‬
Processes

26. Thought & Info
Recognition
‫والمعلومات‬ ‫األفكار‬ ‫متابعة‬
‫المستجدة‬ ‫وخاصة‬
Pace , Pause and
Turn-Taking
“PPT”
‫االيقاع‬ ‫معادلة‬
Recalling
& Relevant Texts
(Memory)
‫النصوص‬ ‫استدعاء‬
(
‫الذاكرة‬
)
Texts Analysis
‫النصوص‬ ‫تحليل‬
Formulation
of a Response
‫الرد‬ ‫تكوين‬
Response
‫التفاعل‬ ‫فى‬ ‫االستجابة‬

27. Example #2
POWER DISTANCE +
PERSUATION AND EVASION
‫والتجنب‬ ‫االقناع‬