Cross-cultural negotiation

1. CROSS CULTURAL
NEGOTIATION
How to be a responsive node
in the network

2. வினைவலியும் தன்வலியும் மாற்றான் வலியும்
துனைவலியும் தூக்கிச் செயல்
“Assess strength of own action-consequence, own remaining strengths, support
strengths, and the same of the others and act”

3. A. KNOWING SELF & OTHERS: JOHARI
WINDOWS

4. B. NEVER SAY THE OTHER IS NOT OK…
THOMAS HARRIS

5. C. BE AN ADULT, TREAT OTHERS AS
ADULTS

6. D. MAINTAIN A FAIR BALANCE OF CORE &
FLEX

7. B. HAVE A WORKING FORMULA TO WORK
WITH OTHERS…

8. E. HAVE CULTURAL COMPETENCE
Let
CHs
Go
For
CU
& IC
Being in communion with the other
is the crux of cultural competence,
for that we may have to challenge
our shared history & personalized

9. F. DEVELOP DESIGN THINKING HABITS
Design thinking refers to the cognitive, strategic
and practical processes by which design concepts

10. empathy allows design thinkers to set aside their own
assumptions about the world in order to gain insight into users
and their needs.

11. Putting together the information you have created and
gathered during the Empathise stage

12. Brainstorm
Brainwrite,
Worst Possible
Idea, and
SCAMPER.
identify new solutions to the problem statement you’ve created, and you can
start to look for alternative ways of viewing the problem

13. SCAMPER?
Substitute
Combine
Adapt
Modify (Also Magnify and Minify)
Put to another use
Eliminate
Reverse

14. identify the best possible solution for each of the
problems identified during the first three stages

15. rigorously test the complete product using the best
solutions identified during the prototyping phase.

17. G. CULTIVATE PARALLEL THINKING

18. Traditional thinking is concerned
with search and discovery;
parallel thinking is concerned
with design and creation.

19. Sequential thinking demands
certainty and absolutes.
Parallel thinking, as we shall
see later, does not.

21. allow the contradictory views
to exist in parallel and then
to design a way forward.

22. In contrast to the great readiness of
traditional thinking to throw out one side of
the contradiction, in the design process we
seek to extract maximum value from both
sides of any contradiction.

24. Having to be correct at
every step makes creativity
virtually impossible.

25. If you believe that action springs directly
from 'what is' then you are not concerned
with the design of action. If you believe that
'what can be' has to be designed then you
apply the design process to action itself.

26. • Go to p 120

27. PRINCIPLES OF DESIGN
•Go to P.123

29. It is the concept through which
we perceive the information
that gives it any value.

30. The analysis of information will
allow us to select an idea from
our repertoire of standard ideas
but not to find a new idea.

32. Parallel thinking is action-
oriented.We move from
possibilities to the direct
design of action.

34. It is not enough to judge.You
cannot grow a garden just by
wielding the shears.You do have
to plant things from time to time.

35. Values are determined
by systems, contexts and
circumstances.

39. In traditional adversarial thinking the
justification for each statement is
sought when that statement is made. In
parallel thinking, any 'possibility' is
accepted as such.

40. We cannot thrive on judgement
alone. Judgement may just be
enough to resist change but not
enough to benefit from change.

43. At its most powerful a belief is a
perception that forces us to look
at the world in such a way that
the perception is validated.

46. The brain works directly with fuzzy overlap.
Activity in one region sensitizes other regions.
The excellence of the brain does not arise
from its organization as a filing system of
discrete pigeonholes but from its organization
as a system of multiple overlaps.

48. Wisdom is a way of thinking,
not just an accumulation of
experience.

53. It is in the inner world of perception
that we run our thought experiments,
which may look forward into the
future or backwards into the past.

54. SIX HATS THINKING!

57. INFORMATION

58. EMOTIONS

59. CREATIVITY

60. Creativity involves a willingness to
challenge, a willingness to take risks, a
willingness to be provocative, and a
willingness to step outside the judgements
that are a summary of past experience.

61. BENEFITS

64. The intention is that from the 'field'
enriched with parallel possibilities
an outcome will 'organize itself' or
be consciously 'designed'.

66. In parallel thinking,
contradictions are fully
accepted.