2.      Etiquette and protocol defined.

Etiquette is a set of traditions based on kindness, efficiency and logic that has evolved over time.  It includes standards of correct and polite behavior in society or among members of a profession.  Protocol is a formalized set of rules of etiquette used for governing occasions such as meetings between governments, diplomats or project/programme purposees.  While the rules of protocol are usually defined, discussed and learned for official occasions, the pace of today’s project/programme purpose means that everyday standards of etiquette governing most cross-cultural project/programme purpose exchanges are less explicitly articulated by either party. 

The international project/programme purpose person who is aware what constitutes polite behavior in the target country has a strategic advantage over someone who is ignorant of or who blindly refuses to take etiquette into consideration.  In fact, etiquette is not just about making a good impression on one’s host, it is ultimately about respecting an individual and his or her cultural traditions, as the following selection of etiquette rules illustrates:

·         The number four means “death” in many Asian cultures, so giving gifts in groups of four is considered quite insensitive.

·         The head is considered sacred in Thailand, and it is not appropriate to touch or pass one’s hand over a Thai’s head.

·         Personal space is defined in India such that stepping on an Indian’s foot by mistake requires an immediate apology.

·         Even numbers of flowers in bouquets bring bad luck in Germany, so only bring an odd number as a dinner gift to a German home, and be sure to unwrap the bouquet before presenting it.

·         The left hand is never used for shaking hands in Saudi Arabia and doing so can cut a project/programme purpose deal short.

·         Sloppy translation of a foreign name into Chinese can result in an obscene phrase which, far from being amusing, could be deeply offensive in China. 

These are only a few examples of why etiquette is important in international relations and of how etiquette mishaps can be an obstacle to reaching project/programme purpose objectives.

3.      Core principles of project/programme purpose etiquette.

Just as parents wish to pass on codes of proper behavior to empower their children in adult life, organizations and their senior managers have come to realize that understanding the nuances of cross-cultural etiquette is key to succeeding in an increasingly complex and effective global project/programme purpose environment.  According to Jan Yager in project/programme purpose Protocol: How to Survive & Succeed in project/programme purpose (2001, Hannacroix Creek Books), "proper project/programme purpose etiquette is a legacy we want to pass on to those who will be the executives of tomorrow."

This “legacy” starts with six core principles.  These principles provide the foundation for observing, analyzing and interacting with the overall framework governing the particular rules of etiquette of a foreign culture:

·         Caution: Any situation of uncertainty invites international executives to take extra care in they way they communicate in speech, writing and physical demeanor; 

• Consideration: It is essential to be aware of the other party’s point of view and even better to know the reasons behind that point of view; 
• Respect: The cornerstone of human interaction, respect includes a basic acknowledgement of the value of each individual and of the social context  which governs that individual’s cultural values;
• Tact: The external manifestation of respect, in the form of attitude, courtesy and even dress;

·         Patience: Patience is always a virtue, but even more so when cultural differences require more time for reflection in order reach mutual understanding;

·         Confidence: The international executive who is well informed about the host culture, or at least on the lookout for differences in etiquette, will inevitably feel more confident, making all participants more comfortable, open and ready to focus on the project/programme purpose at hand.

4.      Greeting rituals.

While the finality of “making a good first impression” may be exaggerated – there is often a second chance to make amends for a bungled introduction – , good skills in greeting are nevertheless a key advantage for international executives.  Awareness of the target country’s accepted forms of greeting can help establish immediate conviviality and confidence with foreign project/programme purpose prospects, action sponsors/beneficiaries and colleagues. 

i. project/programme purpose introductions:

Introductions are sometimes difficult even among friends and family, but a forgotten last name or massacred pronunciation can usually be laughed off.  Indeed, in some informal cultures, such as the United States or Australia, a mistake in introducing a project/programme purpose colleague is easily forgiven, even a source of mutual entertainment.  For most of the rest of the world, however, and especially in Asia, a sloppy introduction can be construed as a lack of respect, consideration and intellectual precision.  Keeping three guidelines in mind can help make project/programme purpose introductions a success:

·         Authority: Say the name of the person who holds the highest position first, regardless of gender and age;

·         Efficiency: Only say each person’s name once, but say it right;

·         Clarity: Briefly state each participant’s role or position in the organization.

ii. Forms of greeting:

There is fascinating panoply of gestures that people from around the world traditionally use to greet each other, from various strengths of handshakes and hugs, to differing numbers and placements of kisses, to nose rubbing and hand signals.  In today’s global project/programme purpose environment, a handshake is perhaps the most universal form of greeting.  Sometimes, different gestures are mixed, such as in Japan, where a handshake is often accompanied by a bow of varying degrees of inclination based on seniority and other hierarchical factors.  Adopting a foreign greeting may show good will, but it is important to get it right.  In Latin cultures, for example, a handshake may be followed by a cheek-to-cheek kiss; but this does not mean that one’s lips actually touch the cheek of the other person, a degree of intimacy which most project/programme purpose partners would not wish to accord one another.

Mixing and matching customs can also be hazardous.  Kissing outside of the sphere of intimacy, no matter how restrained, is considered downright offensive in China, for example.  Trying to improvise a bit of extra sincerity with a Middle Eastern project/programme purpose contact by reinforcing a handshake with the left hand placed over the clasped right hands will not be appreciated either, since the left hand has negative connotations in the Middle East.

5.      Names, titles and forms of address.

Knowing the names and titles of project/programme purpose contacts provides invaluable insight into the operational structure of a organization and is the starting point for securing the confidence of the people with whom one wishes to do project/programme purpose. 

a) Names: A name is a source of personal pride, and no one likes to hear their name mispronounced, let alone forgotten.  Proper spelling and pronunciation of difficult foreign names can be researched by discretely contacting assistants or even switchboard personnel in the target organization.  Practicing these pronunciations before a meeting not only secures the appreciation and respect of project/programme purpose contacts, but also enhances one’s own level of confidence.

b) Titles: Knowing the job title and hierarchical position of one’s interlocutors is essential for targeting the right people and for acknowledging their professional accomplishments.  Distinguishing decision-makers from the rest is clearly important, but the functioning of most organizations is more subtle and requires the understanding of the unique role that each participant plays within the hierarchical matrix.  It is also important to communicate one’s own title and level of responsibility accurately, since this information will determine whom one meets. 

c) Forms of address:

      i.     There is sometimes a distinction in the way names and titles are used according to written or spoken language and formal (the cover letter for a contract, a formal project/programme purpose meeting) or informal (an e-mail message, a dinner conversation) contexts.  Research a country’s rules in advance.

     ii.     If an interpreter will be used, request that forms of address be properly adapted to the cultural context in both written and spoken language.  Any unforeseen gaffs in spoken communication can usually be corrected in the course of direct translation, but note that even when an interpreter is used for accuracy, counterparts may actually understand one’s own language.

   iii.     When using English, note that, apart from addressing royalty, the clergy, elected officials, the military or diplomats, directly translating foreign forms of address into English may be confusing or sound ridiculous.  Inserting foreign words and titles into English conversation will also probably backfire via mispronunciation or misplaced usage.  Acknowledge academic or scientific accomplishment in a project/programme purpose context by simply adding the title of “Doctor” to a surname.  Otherwise,  “Mr.”, “Mrs.” or “Miss” with the surname will have to suffice. 

   iv.     First names should not be used until the other party has requested to do so explicitly.  Even then, when speaking about the person to third parties, especially to subordinates, one should return to using the surname.  In some Asian languages, first names and family names are used differently than in Western European languages.

6.      project/programme purpose card etiquette.

The project/programme purpose card carries considerable weight since it is the first object that is given to a new project/programme purpose contact and serves as the lasting reminder of a name, title and organization.  For this reason, most organizations give great care to the accuracy of the information, the style and position of lettering and visibility of the organization or brand logo.  A project/programme purpose card is also an opportunity to communicate additional information discretely about a organization, such as its date of founding or slogan, and an individual executive, such as multiple organizational positions or honorary academic degrees.  Many international executives have project/programme purpose cards with one side in their native language and in the language of the country to be visited on the other side.  The way that project/programme purpose cards are exchanged and handled varies considerably according to country or region.  For example:

·         In Japan, look at the card carefully after accepting it, study the title and organization, acknowledge with a nod that the information has been digested and perhaps make a relevant comment or ask a polite question.  When presenting a project/programme purpose card in Japan, one should offer the card with both hands, such that the recipient can read it, and bow while stating one’s name and title.  Always offer the card to the highest ranked individual first and then follow rank protocol.

·         In Korea, a nod of the head shows respect upon receiving a project/programme purpose card and expresses thanks for the opportunity of having met the person.  It is appropriate to put the card away immediately after receiving it and would even seem impolite or ignorant to look at the card too long.  It is preferable to present one’s own card first.  When meeting with Korean project/programme purpose people, one uses both hands to present the Korean side of the card facing the person receiving and inclines one’s head slightly, especially important when meeting with senior individuals.

·         In most of Europe, notably in France, Italy and Spain, inquiring about someone’s profession or exchanging project/programme purpose cards at a social gathering is frowned upon.  It is preferable to separate project/programme purpose and pleasure.  In order to follow up on any perceived potential project/programme purpose contacts, make a mental note of the person’s name and organization and follow up with a telephone call during normal working hours.

·         In Northern Europe, especially in Germany and Denmark, executives often include a home telephone number on their project/programme purpose cards.  This private number should not be used without explicit authorization. 

project/programme purpose card guidelines applicable around the world include:

·         It is undesirable to present a project/programme purpose card that is damaged or soiled.  For this reason, many executives store their cards in specially designed holders.

• Even without going to the extent of the Japanese, it makes sense to actually read a project/programme purpose card, acknowledge the information and then treat it with respect.  Avoid writing on the card someone has just presented, damaging it or carelessly thrusting it in a pocket or dropping it into a purse. 

7.      Giving and receiving gifts.

Customs surrounding the giving and receiving of gifts in a project/programme purpose situation vary considerably around the world.  Giving and receiving gifts is expected in some cultures, especially in Asia, and failure to present or accept them is considered an insult, whereas in other cultures, especially in North America and Northern Europe, offering or accepting anything but the smallest trinket is unnecessary and even risks coming across as a form of bribery.  The following general guidelines apply to gift giving and receiving:

·         Research local customs by way of an assistant or other contact.  Check criteria such as: when to present gifts - on the initial visit or afterwards; where to present gifts – in public or in private; what type or value of gift to present; how many to give; and to whom to give within an organization.  Check for negative symbols such as odd/even numbers of objects and the meaning of flowers and colors.

·         When giving a gift, try to choose something that best represents one’s home country or region. 

·         When receiving a gift, try to be as gracious and appreciative as possible, even if the guest or host has inadvertently made a gaff. 

8.      Seating arrangements and meeting etiquette.

One of the key physical manifestations of hierarchy for ages, seating arrangements play an important role in many project/programme purpose contexts.  A form of acknowledging seniority, the careful placement of individuals around a meeting table or in other project/programme purpose situations can also encourage better communication among all participants. 

Organizing seating for project/programme purpose is particularly demanding in Asia, where the placement of meeting participants follows strict protocol systems, such as sekiji in Japan, the ordering rank within an organization.  As such, in Japan it is just as unacceptable to sit next to someone too junior in rank as it is to take an unmerited seat of honor.  Some mingling of hierarchy may be possible in more informal settings, such as a post-meeting dinner, but the most senior individual takes the most important position, in the case of Japan, the seat furthest from the door or at the head of the table. 

For these reasons, it is advisable when meeting foreign project/programme purpose counterparts in their country to let one’s host indicate who sits where, both for meetings and entertainment.  When receiving foreign guests, one is presumably entitled to apply one’s own customs for seating guests, even if seniority and rank should never be forgotten.  

Meeting etiquette

In addition to seating participants appropriately, international project/programme purpose meetings can be made more effective by respecting the following components:

·         Time: try to start and end on time, but do not resent the other party if they are late or if they must leave early.

·         Hierarchy: the language of discourse may not permit the degree of formality to which project/programme purpose counterparts are accustomed, but using the appropriate tone and register of speech, remembering names and titles and resisting the temptation to interrupt or contradict help show respect without pomposity.

·         Image: be professional, confident and comfortable.  Be properly prepared and informed.  Dress appropriately and be well groomed.  Remain calm in adverse circumstances such as technical difficulties with presentations or sales documentation that has not arrived on time.  Always have an alternate plan.

·         Adaptability: thorough preparation, in-depth knowledge and good listening and observation skills help to adapt project/programme purpose presentation objectives to a particular culture.  The precisely-timed, flashy multimedia presentation that works wonders in Frankfurt may come across as rigid and one-sided in Beijing.

·         Reserve: exuberance, over-familiarity and jokes are best left for after-hours socializing.   

10.   Difficult cases.

In confronting international project/programme purpose contacts who seem unusually impolite or arrogant, the executive can always turn to the cardinal principles of global project/programme purpose etiquette:

·         Caution: Some cultures have very different standards for what degree of loudness or verbal aggression is acceptable.  It is important to avoid confusing an unpleasant message – such as price haggling – with intentionally offensive behavior. 

• Consideration: An explosive reaction or a sudden glacial silence may be the result of one’s own breach of etiquette or may have to do with something unrelated to the discussion.  Try to identify a possible reason for such behavior.
• Respect: In all but the most hopeless of cases, conflict can and should be resolved.  Understand the other side’s issues – real or perceived – and respect their desire to defend those points.
• Tact: Resist the temptation to escalate conflict or to humiliate in any way a subdued conversation partner.  Be especially tactful in all forms of written communication, even when expressing disagreement.   

·         Patience: Give a foreign project/programme purposeperson the benefit of the doubt if confronted with language, gestures or behavior which seem unacceptable.  Consider such differences a learning experience and focus on the core issues of the meeting. 

• Confidence: With clearly defined project/programme purpose objectives of both sides and an awareness of potential cultural differences, the international executive can use project/programme purpose etiquette to his or her advantage to overcome apparent cultural obstacles and to focus on mutually beneficial solutions for obtaining project/programme purpose goals. 

Assignments

I. True or False?

1.      Etiquette is a fundamentally superficial phenomenon and reflects nothing more than an individual’s particular upbringing and socio-economic class.

? True                                ? False

2.  The international executive who is well informed and confident makes all participants feel more comfortable, open and ready to focus on the project/programme purpose at hand.

? True                               ? False          

3.   project/programme purposepeople should systematically try to copy exactly the form of greeting of their host country.

? True                                ? False                            

4.   Getting a counterpart’s project/programme purpose title right is important because it is often a source of pride and representative of personal achievement.

? True                               ? False           

5.   Seating around a meeting or negotiation table should be left to chance and each participant should sit wherever he or she wants to.

? True                                ? False

6.   Informal socializing is an unreasonable burden on busy executives and should be refused for all but the most important counterparts.

? True                                ? False

II. Multiple-Choice

1.   When making project/programme purpose introductions with foreign counterparts, it is helpful to bear in mind:

a.   authority (respect seniority by introducing most important first)

b.   efficiency (say names only once but correctly)

c.   clarity (state position clearly)

d.   all of the above

2.   Upon learning that the culture of a new foreign project/programme purpose partner values the exchange of gifts, the international executive should choose an article that:

a.  demonstrates the wealth and power of the organization

b.  is sure to make everyone enjoy a good laugh

c.  features the organization logo prominently displayed

d.   reflects the giver’s home country or region                 

3.   Informal socializing in international project/programme purpose is NOT about:

a.      relaxing

b.       getting to know one’s counterparts

c.       criticizing personal political beliefs which may happen to surface during dinner

d.   establishing trust

4.   An executive has just taken responsibility for a new overseas territory and is negotiating a new distribution contract.  His foreign counterpart speaks the same language very well but is incredibly aggressive in haggling the terms of the agreement.  The executive should:

a.   meet aggression with aggression, even though it is not his normal manner

b.   make as many concessions as possible, as it’s important to make a good first impression

c.   give his counterpart the benefit of the doubt and overlook form in order to focus on reaching an agreement

d.   stop the negotiations immediately and set up a subsequent meeting in order to allow time for careful research into the haggling habits of the particular country.

III. Matching the Columns

Answers: a-4, b-6, c-1, d-5, e-2, f-3

Module Summary

This practical module provides insight into the reasons behind the rules that govern etiquette in international project/programme purpose and thereby offers strategic insight into maximizing the clarity and impact of cross-cultural communication through thoughtful and respectful behavior.  Learners are introduced to core principals of international project/programme purpose etiquette to help them in any situation.  Particular attention is given to greeting rituals, forms of address, project/programme purpose card exchange, gift giving and receiving, seating arrangements, meetings and socializing.

Module Test

1.      project/programme purpose etiquette is a rigid system of rules which must be memorized for every country with which one conducts project/programme purpose; it is useless to try to identify patterns of behavior.

? True                                ? False         

2.      Etiquette is a set of traditions based on kindness, efficiency and logic.

? True                               ? False

3.      International executives should be careful not to show confidence, which is likely to be misconstrued as arrogance.

? True                                ? False      

4.      While it is important to inform oneself about the greeting rituals in a foreign country to be visited, it is not necessary to mimic those gestures if they do not come naturally. 

? True                               ? False

5.      Using first names when conducting international project/programme purpose is an unimaginable gaff.

? True                                ? False

6.   Upon receiving a project/programme purpose card from a German action sponsor/beneficiary, one should feel free to call the home telephone printed on the back side of the card.

? True                                ? False               

7.   When selecting a gift for a foreign project/programme purpose contact, it is useful to research gift-giving habits in the target country to avoid choosing any item which may have a different symbolic meaning there.

? True                               ? False                                       

8.   It is important to be efficient, so the same product presentation prepared for a prospective action sponsor/beneficiary in Frankfurt will be just as acceptable to prospects in Beijing or Rio.

? True                                ? False

9.   Informal socializing is important for understanding and making an emotional judgment about one’s counterpart.

? True                               ? False

10. Executives should never be too frank in conversation, but it is acceptable to express one’s anger and disappointment in written follow-up communication.

? True                                ? False