CHAPTER 6
The Function of Bias PERCEPTION
VERSUS
REALITY
can be both a weapon to avoid and a shield to hide behind. The dividing line between weapon and shield is that between unfavorable and favorable stereotypes. Negotiators must learn to use their counterparts’ biases to achieve the most favorable result. Every culture is perceived by other cultures as having both bad and good features, and these are usually based on some kernels of truth. The Japanese are seen as intelligent but uncreative. The British are snobbish but polite. The Germans are precise but rigid. Americans are self-centered but clever. Sometimes these characteristics are linked to national borders and sometimes to ethnicity (Asian values demand . . . ), religion (Muslims always . . . ), geography (Westerners consider . . . ), or politics (Socialists insist on . . . ). However, human nature makes it easy for both whole cultures and individuals to believe the positive about themselves and discount the negative. Any self-respecting Japanese will staunchly defend national intelligence while quietly rationalizing the lack of Nobel Prize winners. Germans will likewise extol their engineering prowess while downplaying the inflexibility of their legal system.
CULTURAL BIASES
Using Your Counterpart’s Bias to Your Advantage Negotiators rarely have the time to address the problem of biases head-on, and besides, to do so means running the risk of offending a potential business partner. The most efficient technique is to play to the positive stereotypes and defy the negatives. This method will keep the counterpart off balance and in a constant state of trying to figure out the other side. Meanwhile, the negotiator maintains only a positive image in the mind of their counterpart. This requires a good bit of research, coupled with the ability to quickly pick up on the individual biases of counterparts. Don’t attempt this technique until you are clearly aware of the counterpart’s biases. Otherwise, you may waste a lot of energy dispelling stereotypes that don’t exist. WARNING:
Finding Achilles’ Heel Negotiators must make a resolute effort to clear their own minds of prejudice, if for no other reason than that prejudices stand in the way of efficiency. Assuming that counterparts are intelligent, reasonable, insightful, honest, forthright, precise, clever, punctual, or sophisticated is just as bad as assuming they’re not. Skilled
44
