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Most helpful customer reviews
10 of 11 people found the following review helpful.
Two-foot Canadian Rule
By John W. Pearson
Oops. A few years ago, I offended a colleague from another country. Before I visited that country--or hosted a guest from that country in my home--I had meant to learn more about his culture, his behavior styles, his business practices, even his negotiating techniques. But I didn't.
If you travel outside of your country, work in a multi-cultural office, worship with people from other cultures, email colleagues in other countries, or participate (or even lead) church short-term mission trips, I have a book for you.
Kiss, Bow, or Shake Hands: The Bestselling Guide to Doing Business in More than 60 Countries provides a snapshot look at nations where you may be traveling. Example: I visited Turkey this year. If you relied on the prevalent loud speaker calls to prayer, you would think that Turkey is a Muslim country. But this helpful book pointed out that Turkey has no official religion, even though 90 percent of the Turkish population is Sunni Muslim.
Did you know it's best to keep both feet flat on the floor in Turkey? 'Displaying the soles of your shoes (or feet) to someone is rude.' And, 'it is rude to cross your arms while facing someone.' Americans and Turks indicate 'yes' by nodding their heads up and down, but Turks say no with their eyebrows. (You'll need to study that section before your next trip.)
What's the point? Cross-cultural travel is ripe with opportunities to embarrass yourself and demean others. Advance preparation will help. In Australia, for example, men 'should not be too demonstrative with other men.' Contrast that with the 2005 photo of U.S. President George W. Bush and Saudi Crown Prince Abdullah--and their hand-holding stroll at Bush's ranch in Crawford, Texas!
Each country profile includes the country background, business practices, cultural orientation and protocol. Example: in India, don't pat a child's hair. 'The head is considered the seat of the soul by many Indians.' In Canada (per the authors), 'the standard space between you and your conversation partner should be two feet.' But French Canadians may stand closer. (Memo to my Canadian clients: should I bring a yardstick next time, or will you provide it?)
Other books, such as the The CIA World Factbook 2010, cover every country, but this one focuses on just over 60, including England, Indonesia, South Korea, Pakistan, Mexico, Sweden, Columbia, Brazil, China and Russia. Globalization is here. This book will help you understand contexts, cultures and customs.
3 of 3 people found the following review helpful.
A Great Global Negotiation Tool
By gpijal1
Kiss, Bow, or Shake Hands (KBSH) is a great guide to international business and negotiation. Even though this book is directed to people who are inexperienced in global business; all enthusiast to international commerce can easily find value in this book. KBSH prepares readers on what to expect when doing business in different regions of the world. This book presents a macro glimpse of socio, cultural, and business principles for each of the 60 countries evaluated. Also presented is brief history on each country that in some cases is relevant to the countries socio and business environment.
Below are the sections that the book covers on each country with inserts (in italics) from random countries.
* What's your Cultural IQ - This section examines the reader's general knowledge of a country by presenting three questions and answers. These questions are based on general culture, history, and geography.
T or F: Although Colombia is named after Christopher Columbus; he never set foot on Colombian soil. Answer: TRUE. The first Europeans to reach Colombia were led by Alonso de Ojeda in 1499.
* Tips on Doing Business in Country - As the header explains, this section presents guidelines for doing business in the country.
Finland is the closest Nordic nation to the former USSR which makes it ideally located to conduct business with Russia and the Baltic States.
* Country Background - This section presents common background knowledge on a country such as History, Government, and Language. Also included is a section that examines the countries domestic point-of-view on important social issues the effect the country.
In 1941, Peru invaded Ecuador and annexed almost half of Ecuador's land. The two countries still dispute their borders. Ecuadoreans are still bidder about this loss, and it is advised not to mention this conflict when doing business in Ecuador.
* Cultural Orientation - This section presents the following items
o Cognitive Styles: How [Indians] Organize and Process Information - In India, information is accepted openly as long as it does not challenge religious and social order
o Negotiation Strategies: What [Kuwaitis] Accept as Evidence - In Kuwait, truth is found in Islamic law, therefore faith in its ideologies permeates all discussions.
o Value Systems: The Basis for Behavior - In Italy and Ireland, the ideologies of the Catholic Church exert the most influence
* Business Practices - This section presents the following items
o Punctuality, Appointments, and Local Time - The French are always punctual in appointments for both business and social occasions. French in the south are more relaxed about time.
o Negotiating - The pace of business negotiations in Singapore may be slower when compared to the West. It would be unusual to complete a complicated business deal in only one trip.
o Business Entertaining - In the Philippines, celebrate a business deal by inviting your Filipino partners to a restaurant. The person who issues the invitation pays, unless if it is a woman.
* Protocol - This section presents the following items
o Greetings - In Japan bowing is the traditional greeting. However, the Japanese are very aware of Western habits and will often greet with a handshake.
o Titles/Forms of Address - In South Africa professional titles are important, and traditionally only family members and close friends address each other by their first names.
o Gestures - In Pakistan gesturing with a closed fist is considered obscene and using individual fingers to make gestures is considered impolite. Women should never wink.
o Gifts - In Indonesia, gift giving is traditional. It is not customary to unwrap a gift in the presence of the giver; doing so would suggest that the recipient is greedy and impatient.
o Dress - Egyptians may find it offensive to see foreigners dressed in their traditional clothes. Men should avoid wearing visible jewelry, especially around the neck.
One of elements that stood out the most after reading this book is the leverage that religious beliefs have on a number of societies, typically in developing nations. 'A code of ethics by most definitions is a written distinct, formal document which consists of moral standards which help guide employee or corporate behavior'. [Code of Ethics - p.83] In many countries religious law dictates society and business behavior. In the Philippines, for example, negotiating the distribution of contraceptives in a country with a high birth rate and growing poverty would go against the strong influence from the Catholic Churches ideology. Similarly, Islamic religious ideology has a strong influence in Pakistan and Kuwait, and Hinduism in India. Religion is a sensitive subject that is heavily based on faith instead of facts. Negotiation terms that contradict religious beliefs can easily fall in a conflict trap where beliefs and expectations are firmly in place.
Another realization from this book is variance of negotiation preparation amongst different cultures. The Three-Stage Model of the Negotiation Process, 'prenegotiation, preparation, and negotiation all suffer from multiple interpretations and uses' [Rethinking Preparation in Negotiation - p.3]. For example, the Danes typically go right to business, with a minimum of small talk. Danes are also punctual to meets and social engagement, and orderly. Someone negotiating in Denmark should enter a negotiation expecting a Negotiation Process and schedule to be honored. On the other hand, negotiation planning is less predictable in Belize. For starters, 'A Belizean must like you to do business with you.' [KBSH - p.68] Delays can also be expected in Belize; it is important to be flexible with deadlines and completion dates.
The probability of a productive negotiation is improved when all parties involved are willing to listen and understand each other's point-of-view. Doing business in countries such as Brazil, where facts are acceptable as evidence, negotiators can expect techniques such as the Loop of Understanding, 'a technique that helps focus the dialogue and develop understanding throughout the mediation' [Challenging Conflict - p.68], to be a means to resolve conflict traps. Brazilians find aggressive negotiators offensive, and expect to discuss all aspects of a contract. Win-win negotiations are more possible in these environments.
KBSH is a great book that presents different business attributes from all over the world. I found this book, guide, relevant to my current and past relations with individuals from different cultures. My past work experience in Latin American, I learned the hard way that it is not acceptable to openly joke about a coworker's performance and that 'maybe' actually means 'no'; attributes such as these are mentioned in this book. This book has won its place in my arsenal of global negotiation guides.
5 of 6 people found the following review helpful.
Avoiding the cultural faux pas..
By Thomas Duff
Today's business world is such that you are very likely to have working relationships with global business partners. And you *should* know that 'when in Rome, do as the Romans do'. But what exactly is that? Terry Morrison and Wayne A Conaway bridge some of that information gap with the book Kiss, Bow, or Shake Hands. This is one of those books that could help you close a big deal (or avoid killing one).
The book covers a large number of countries, one chapter per, and gives you the basics of culture, history, language, and what-not. The chapter starts with a quick culture note (some small and interesting fact) followed by a Cultural IQ test (a few quick questions to see how much you know about the country). There are then tips on doing business there, a very brief historical background, the type of government that is practiced, and what languages are common. The Cultural Orientation section attempts to delve a bit into the general mindset of how they think, make decisions, and regard each other in terms of equality. Probably the most practical sections are the Business Practices and Protocol areas, where you learn what is expected when doing business over there. For instance, there are different speeds in which negotiations occur. Some countries get right to the point, while others will engage in social talk for an extended time before starting business. In some places, being on time is critically important, whereas in other countries, the other party may be an hour late with no explanation. There is also extensive coverage on what to wear and what is expected socially once you're outside of the normal workday.
Overall, I found the book pretty interesting. I read it from cover to cover, which isn't the best way to digest this book. Since countries in neighboring areas might be similar in culture, I found large sections of information that were identical to something I read a few pages before. It's better to use the book as reference, paying particular attention to the countries where you have interests. There are also websites included in the material that point you to additional references on history, culture, and the like. I would recommend using those, as you can only cover so much information in four or five pages.
While not an exhaustive reference for any particular area, it *will* keep you from making the obvious cultural faux pas. A book that would be worth reading before your next trip out of the States..
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