Iran: Cultural Values, Self images and Negotiation Behavior

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Iran: Cultural Values, Self-images and Negotiating BehaviorPolitical satire is also prevalent in modern Iranian humor. The daily Iranian(Reformist) press articulates its skepticism of the regime’s version of reality on aregular basis through cartoons and oblique circuitous tongue-in-cheek headlines. Theongoing duel between the Conservative and Reformist press is frequently expressedby humoristic retorts of the latter on the attacks of the former. 104A favorite character in Iranian humor is the popular hero Mullah Nasseradin,. He isa lover of the good life who grapples with hopeless situations, and trumps blind fateand human contumely with an ostensible naiveté that conceals a superior intellect andshrewd insight. The classic ills of Iranian society are also widely treated in popularhumor: arbitrariness and caprice of the rulers, oppression of the poor and thedisadvantaged, and the moral hypocrisy of the clerics. In much popular humor theoppressed succeed in averting danger through shrewdness, but the rulers-oppressors,being no less Iranian, appreciate the skill of their subjects and reward them.104 For example, on the day of the fall of Baghdad to American troops, the Reformist newspaper Iranreported the event (16 April 2003) with a headline “American Tanks in Baghdad.” In the wake ofconservative criticism (Kayhan, 17 April) that the newspaper was supportive of the American enemy,the paper published a “correction” (18 April): instead of “American tanks in Baghdad, the headlineshould have read “Iraqi Tanks in Los Angeles.”26
Communication and NegotiationOverviewCultures are frequently categorized as “high-context” or “low-context.” 105 Thisparadigm was developed mainly out of observation of the differences between highcontext East Asian (particularly Chinese and Japanese) culture and low contextWestern culture (particularly American, being the epitome of that type). In terms ofcommunication, the East Asian cultures are said to be highly language-oriented, butmarked by linguistic ambiguity and therefore dependent on extra-linguistic devices totransmit the true meaning of messages. The Western cultures, on the other hand, aresaid to use more explicit "WYSIWYG" (“What You See Is What You Get”) languageas the main carrier of messages, avoiding ambiguous extra-linguistic devices. EastAsian cultures are also often identified as "shame cultures" in which outwardappearances, personal standing, reputation, and honor are paramount.This model is useful in understanding certain elements of the predominant Iraniancommunication paradigm. Ostensibly, Iran is an example of a high contextcommunication culture. Iranian use of flowery language and linguistic ambiguityplaces Iranian culture in this category. Moreover, Iranians accord great import to thecontext of communication. This is not only true in communication with each other,but in communicating with foreigners who arguably may not be sensitive to many ofthe contextual implications that are being communicated. Furthermore, in theirinteraction with foreign low context interlocutors, Iranians frequently tend to readcontextual non-verbal connotations that their interlocutors had no intention oftransmitting .From many other aspects, however, Iranian culture is closer to the low contextWest than to the cultures of East Asia, or even its neighboring Arab cultures. It ispragmatic and considerate of “force ratios,” honor plays a role but not one thatsupersedes rational considerations and considerations of confidence building andfuture credibility rarely bow to the practical and “here and now” goal.Iranian negotiating techniques are best understood in contrast with those of EastAsian and Western societies. Classic Western negotiation techniques are based ondynamics in which anything can happen. The underlying premise is that as long asthere is a common denominator (both sides want the interaction to succeed),incremental give and take will produce the inherent compromise and a mutuallyacceptable solution. Western negotiation techniques are, therefore, not averse tocreating crises as part of the negotiation process. Such a crisis is not seen as impairingthe confidence between the two sides, but a device in the interactive process. Bluffingand disinformation are legitimate tools, though they should be used with caution,105 This paradigm was first proposed by Edward Hall, in 1976. Since then, it has (usually) served as atool to analyze differences between Western and Eastern societies, while also defining a challenge andpossible solutions for those involved in various intercultural connections, especially business. EdwardT. Hall. Beyond Cultures (New York: Anchor Press-Doubleday, 1976).27
Page 1: The Interdisciplinary Center Herzli
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Page 9 and 10: TABLE OF CONTENTSINTRODUCTION .....
Page 11 and 12: IntroductionIran holds a unique pla
Page 13 and 14: IntroductionCharacter,” “Minds,
Page 15 and 16: Self-Images and StereotypesNational
Page 17 and 18: Self-Images and StereotypesPriests,
Page 19 and 20: Self-Images and Stereotypesmythical
Page 21 and 22: Self-Images and Stereotypespersonal
Page 23 and 24: Self-Images and Stereotypescoalitio
Page 25 and 26: Self-Images and Stereotypeswhen he
Page 27 and 28: Self-Images and StereotypesChivalry
Page 29 and 30: Self-Images and StereotypesBaqara w
Page 31 and 32: Self-Images and StereotypesThe Shah
Page 33 and 34: Self-Images and Stereotypesorder to
Page 35: Self-Images and Stereotypes(connect
Page 39 and 40: Communication and Negotiationor del
Page 41 and 42: Speaking up, down and across status
Page 43 and 44: Communication and Negotiationorigin
Page 45 and 46: Communication and NegotiationAmbigu
Page 47 and 48: Negotiating BehaviorThe Role of the
Page 49 and 50: Communication and NegotiationPre-Ne
Page 51 and 52: Communication and NegotiationIt was
Page 53 and 54: Communication and NegotiationImplau
Page 55 and 56: SummaryIranian negotiating culture
Page 57 and 58: Reference ListCurzon, George N. Per
Page 59 and 60: Reference ListWestwood, Andrew. “
Page 61: post-negotiations, 44procrastinatio

Iran: Cultural Values, Self images and Negotiation Behavior

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