Cultural Impact in Urban Areas Quiz

Communication that involves gestures, facial expressions, body language, and other unspoken cues.

The way a person's face expresses emotions like happiness, anger, or surprise. It can convey a lot without words.

Hand movements, arm gestures, or body postures used to emphasize a point or convey meaning.

Maintaining eye contact shows interest and engagement. Avoiding it might imply nervousness or dishonesty.

The way a person stands, sits, or moves can reveal their emotions and attitudes. It includes things like posture and body language.

How individuals use space to communicate. It includes personal space, distance between people, and how they arrange their surroundings.

Physical touch used to communicate. It can include handshakes, pats on the back, hugs, or other forms of contact.

The non-verbal aspects of speech, like tone, pitch, and volume. It helps communicate emotions and emphasize parts of the verbal message.

A person`s clothing, grooming, and physical appearance can communicate non-verbal messages about them. It can make a first impression and affect how others perceive them.

Culture refers to the shared values, beliefs, customs, behaviors, and traditions of a group of people. It encompasses everything from language and religion to food and art. Culture is learned and passed down through generations.

A society's culture can be influenced by a variety of factors, including geography, history, religion, and ethnicity. For example, a society's proximity to the sea might result in a culture that revolves around fishing and maritime traditions.

Cultural stereotyping is the process of assigning generalized beliefs and characteristics to an entire group of people based solely on their culture.

Prejudice is a negative and harmful form of stereotyping that involves judging an individual or group based on preconceived notions and biases, often leading to discrimination and social injustice.

The acculturation curve describes the emotional stages individuals typically experience when moving to a new culture. It involves phases of initial excitement (euphoria), followed by frustration (culture shock), adjustment (adaptation), and eventually, integration (acceptance).

Hofstede's cultural dimensions are a framework used to understand how different cultures perceive and value concepts such as power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long-term orientation.

Cultural shock is the feeling of disorientation and anxiety that individuals experience when they encounter a culture drastically different from their own. It involves challenges adapting to unfamiliar customs, behaviors, and values.

Cultural differences can be overcome through effective communication, empathy, and a willingness to learn and understand different perspectives. By actively listening, respecting different views, and being open-minded, individuals can bridge cultural gaps and build meaningful relationships.

The feeling of confusion and disorientation experienced when entering a new culture.

The process of adapting to a new culture by adopting some of its customs and values.

A model representing the different layers of culture, from visible symbols to deep-rooted values.

The stable stage in acculturation, reached when you feel comfortable with the new culture and environment.

The first stage of acculturation, characterized by excitement and fascination with the new culture.

The stage after the honeymoon stage, where negativity and problems associated with the new culture become apparent.

A simplistic and often inaccurate generalization about a group of people based on their culture.

The choice of language or dialect when communicating.

Conveying emotions and attitude through voice.

Using clear and concise language to avoid ambiguity.

Varying speech speed and incorporating pauses for emphasis or understanding.

Adjusting the volume of your voice to the context.

Understanding how communication is influenced by different cultures.

Recognizing the situation and adjusting communication style accordingly.

Cultures that prioritize the present or immediate future, valuing traditions, social obligations, and quick results.

Cultures that emphasize persistence, perseverance, and long-term planning, focusing on saving, investing, and preparing for the future.

A view of time as linear, where tasks are approached sequentially, valuing punctuality, schedules, and deadlines.

A view of time as fluid and flexible, where individuals manage multiple tasks simultaneously and prioritize personal relationships.

Planning or decision-making that focuses on the near future, usually ranging from days to a few years.

Planning or decision-making that stretches over a long period, typically more than 10 years and sometimes spanning decades or even generations.

Non-verbal cues like attire, handshake firmness, and eye contact that create a professional impression in a business setting.

Gestures like nodding, open body language, and maintaining eye contact that encourage positive interactions in business meetings.

Using non-verbal cues like gestures, eye contact, and confident posture to engage the audience and emphasize key points in a presentation.

Nervous behaviours like pacing or fidgeting that can distract the audience and detract from the presentation's message.

Maintaining calm, controlled body language to project confidence and avoid appearing anxious in high-stakes negotiations.

Reading others' non-verbal cues like discomfort or agreement to gain insight into their thoughts without direct communication.

A feedback method that involves sandwiching constructive criticism between two layers of positive feedback, making the feedback more palatable.

The opening compliment or acknowledgment of something the person has done well in the Sandwich Method.

The constructive criticism delivered in detail in the Sandwich Method.

The positive reinforcement at the end of the Sandwich Method.

A non-confrontational question used to prepare the recipient for feedback in the 4 Steps to Spoken Feedback.

Specific examples or observations used to ground feedback in facts in the 4 Steps to Spoken Feedback.

Explaining the impact of the behavior or issue to help the recipient understand its significance in the 4 Steps to Spoken Feedback.

An open-ended question used to encourage dialogue and collaboration in the 4 Steps to Spoken Feedback.

The visible, tangible aspects of a culture like food, dress, language, architecture, technology, and arts.

The invisible, intangible aspects of culture like values, beliefs, norms, and attitudes.

The general way people interpret the world and their place in it.

Cultural elements that are not physically visible, but shape a culture's beliefs and attitudes. Examples include values, beliefs, and worldviews.

Observable aspects of a culture, such as artifacts, behaviors, and traditions. Examples include tools, clothing, and celebrations.

The degree to which individuals in a society accept and expect unequal power distribution.

Cultures with high PDI have a strong hierarchical structure. People accept power inequalities and defer to authority.

Cultures with low PDI emphasize equality and minimal hierarchy. Individuals feel comfortable challenging authority.

The degree to which individuals prioritize personal achievement and independence versus group harmony and collective well-being.

Cultures with high IDV emphasize individual goals, self-reliance, and personal achievement.

Cultures with low IDV prioritize group harmony, collective goals, and loyalty to in-groups.

The level of mental programming shared by all humans, including basic emotions and instincts.

The level of mental programming learned through socialization within a specific culture, including values, norms, and beliefs.

The unique level of mental programming shaped by genetics and individual experiences, including personality and personal beliefs.

Negotiations where both parties feel they gained something of value, leaving both satisfied and open for future collaboration.

Negotiations where one party wins at the expense of the other, leading to potential resentment and damage to the relationship.

A negotiation where one party sacrifices their interests to allow the other to win, leaving the losing party feeling dissatisfaction or regret.

Negotiations ending in a dissatisfying outcome for both parties, potentially resulting in missed opportunities and a weakened position for both.

A negotiation ending without an agreement, with both parties preserving their resources and potential for future opportunities.

Negotiations where both parties agree to either a mutually beneficial outcome (win-win) or walk away without a deal (no deal), fostering trust and collaboration.

A negotiation where one party achieves their desired outcome at the expense of the other.

A situation where one party sacrifices their interests to allow the other party to succeed.

A negotiation where both parties end up dissatisfied with the outcome.

A negotiation where no agreement is reached, but neither party is worse off.

A scenario where both parties agree to a mutually beneficial outcome, a win-win, or they agree to walk away without a deal.

The most crucial phase of a negotiation where parties gather information, research, and plan their strategy to achieve their desired outcomes.

The initial phase of a negotiation where both parties come together and establish ground rules, tone, and rapport, introducing their initial offers or positions.

A clear understanding of your best available alternative if a negotiation fails, empowering you to avoid unnecessary concessions and make informed decisions.

A powerful approach that emphasizes gaining something of value for both parties, fostering trust and collaboration for long-term relationships.

A society's tolerance for uncertainty and ambiguity. High UAI means stricter rules and less tolerance for risk. Low UAI means more relaxed rules and a higher tolerance for ambiguity.

A measure of how a society balances the need for immediate gratification with the need for self-control and delayed gratification. High IVR emphasizes enjoying life and personal happiness. Low IVR focuses on self-control and strict social norms.

A cultural dimension that describes a society's distribution of emotional roles between genders. High MAS values competition, achievement, and assertiveness. Low MAS values cooperation, quality of life, and care.

Emphasizes future rewards, perseverance, and adapting to change over time. Cultures with high LTO focus on long-term planning, saving, and achieving results that may take longer to manifest.

Societies where people feel comfortable with uncertainty and ambiguity. They are more open to innovation, change, and flexible guidelines.

Societies that emphasize strict rules, laws, and control to minimize uncertainty. They value planning, precision, and punctuality.

Encourages personal enjoyment, leisure activities, and a focus on individual happiness. People feel a higher degree of control over their own lives.

Prioritizes social order, self-control, and delayed gratification. People often feel that their actions are restricted by external factors, and emotions are less openly expressed.

Focuses on achievement, success, and assertiveness, valuing competition and material success. Gender roles tend to be distinct, with men expected to be ambitious and women more nurturing.

Prioritizes quality of life, caring for others, and social cooperation. Gender roles are less defined, with both men and women having more fluid roles in society and the workplace.

A dimension of cultural values that describes a society's preference for taking risks and exploring new ideas, leading to a more relaxed attitude towards rules and social norms.

A dimension of cultural values that describes a society's preference for avoiding uncertainty and ambiguity, leading to stricter rules and more emphasis on control.

A cultural dimension that measures a society's emphasis on enjoyment and personal happiness versus their need for self-control and restraint.

A cultural dimension that describes the importance a society places on long-term planning and rewards versus immediate gratification. It reflects how a society values tradition, perseverance, and adapting to change over time.

The phase of negotiation where both sides thoroughly investigate each other's needs, priorities, and perspectives.

The key phase where offers, counteroffers, and concessions are made to reach an agreement.

The final stage where both sides finalize the agreement, review terms, and ensure clear understanding.

The phase where the agreed upon solution is implemented, monitored, and a long-term relationship is established.

This tactic aims to establish a starting point for negotiation by making the first offer, influencing subsequent discussion.

This strategy counters the effect of the other party's anchor by setting a new starting point that is more realistic.

This tactic involves creating a sense of urgency to make the other party rush into decisions.

These tactics aim to influence or pressure the other party to make decisions favoring the negotiator.

This refers to the ability to influence or control outcomes in negotiations.

Used to influence the perception of something by framing information in a specific way.

A strategy of making concessions to gain something in return.

Focusing on satisfying both parties' needs and interests to ensure a mutually beneficial outcome.

Negotiation tactics that involve psychological manipulation or pressure.

The initial stage where parties set the tone for negotiations by establishing rapport and trust, building a positive foundation for the process.

The stage where parties agree on the structure, rules, and agenda for the negotiation, ensuring a clear and organized framework for the discussion.

The stage where each party deeply investigates the other's needs, priorities, and motivations to understand their underlying interests and goals.

The core stage of the negotiation where parties exchange offers and counteroffers, make concessions, and work towards a mutually beneficial agreement.

The stage after reaching the final deal, where parties ensure mutual satisfaction, address any remaining details, and build a positive foundation for ongoing relationships and potential future collaboration.

Cultures where people tend to agree or say "yes" during negotiations, even if they may not fully agree, prioritizing harmony and relationship-building over direct disagreement.

Cultures that rely heavily on implicit cues, non-verbal signals, relationships, and context to communicate, conveying much of the message through tone, body language, and shared understanding.

Cultures that rely on explicit communication, clear language, and direct statements, where the meaning is primarily conveyed through words.

The negotiating style in high context cultures, characterized by indirect communication, subtle cues, and a focus on long-term relationships and trust-building.

The negotiating style in low context cultures, characterized by direct communication, clear expectations, and a focus on achieving immediate goals.

A negotiation tactic involving making concessions or compromises to reach a mutually acceptable agreement, demonstrating flexibility and willingness to cooperate.

The process of building a foundation for future negotiations and potential long-term partnerships by fostering positive relationships, ensuring mutual satisfaction after reaching an agreement, and setting the stage for further collaboration.

The way cultures relate to different time periods (past, present, and future) and how they see the relationship between them. It considers whether cultures see time as linear or cyclical.

Cultures that view time as linear and segmented into distinct past, present, and future. Time moves forward in a straight line.

Cultures that see time as circular or interconnected, with the past, present, and future happening simultaneously. Time is more fluid and flexible.

This refers to how much value each party can claim from the deal. It's often seen in competitive negotiations where both parties aim for the largest share of a limited resource.

Clearly defining the benefits your offer provides is essential for influencing the negotiation. It includes tangible (measurable) and intangible (emotional) benefits.

Negotiations involve not just the actual value but also how much value each party perceives. A negotiator's job is to communicate the value effectively.

Creating value means finding opportunities that benefit both sides (win-win). It involves understanding the needs of the other party.

Being well-prepared is key. You should know your own needs and the other party's values.

The circle showing the ongoing moment. Actions are made considering past knowledge and future aspirations.

The circle representing how traditions and history influence decisions and behaviors.

The circle representing the forward-thinking part of decision-making, where long-term consequences are considered.

Cultures with a strong attachment to history, traditions, and ancestors.

Cultures focused on immediate experience, gratification, or practical outcomes.

Cultures focused on long-term plans, sustainability, and futuristic thinking.

The "Salami technique" works by making small, seemingly reasonable requests that, when added together, lead to a substantial concession. It's like slicing a salami into thin pieces; each slice alone is small, but the whole thing adds up.

This tactic uses two negotiators, one acting tough ('bad cop') and the other appearing reasonable ('good cop'). The 'good cop' seems like the better choice, and the other party is pressured to agree to avoid dealing with the 'bad cop'.

Competence-based tactics focus on demonstrating expertise, knowledge, or authority to gain advantage. The idea is to make the other party feel less confident in their position and more likely to agree.

One party intentionally brings more negotiators than the other, creating an imbalance of power. The sheer number of people makes the other party feel outnumbered and pressured to give in.

This involves presenting a decision as already finalized, leaving the other party with limited ability to negotiate. It's like saying, "This is done, accept it."

The initial phase where the mood and tone of the negotiation are set. It's crucial for building trust and having a productive conversation.

This phase is about agreeing on how the negotiation will proceed, including rules, timelines, and structure. It ensures both sides know what to expect.

This is the exploration phase where both parties understand each other's needs and interests. It helps find common ground and potential areas of conflict.

In this phase, both parties present their offers and counteroffers. The aim is to find a mutually acceptable agreement.

This final phase involves closing the deal and establishing the agreement. It can include signing contracts, reviewing terms, and setting deadlines.

This is the stage of conflict where both parties try to reach an agreement, although the process can be challenging.

It's the final step where both parties understand and accept the outcome. It ensures no lingering misunderstandings.

This approach involves strategically sharing information to influence the other party's perception of the situation.

This is where both sides actively listen to each other's perspectives, opinions, and concerns.

This tactic involves using emotions to influence the other party's decision-making. It can be subtle or overt, but it aims to create a sense of pressure or urgency.

In low context cultures, communication is direct and explicit. People say what they mean using clear language, relying less on unspoken cues.

Negotiators in low context cultures are straightforward and transparent. They expect clear offers, counteroffers, and open discussions about facts and data.

When negotiating with high context cultures, low context negotiators might seem too blunt or aggressive. Relationship building is less important to them, so they may miss subtle cues.

People in yes cultures, particularly with high context communication, may say "yes" to avoid conflict and show respect, even if they don't agree. The real negotiation might happen later.

Active listening involves fully engaging with the speaker to deeply understand their message. It goes beyond just hearing, showing you value their input.

Use verbal cues like "I see" or "Could you elaborate?" to show you're listening. Reflect back key points and summarize to confirm understanding.

Maintain eye contact, nod to show agreement, lean forward slightly with open body language, and match your facial expressions to the conversation.

Avoid distractions, keep an open posture, maintain an alert posture, and use brief verbal affirmations to show you're focused on the speaker.

Acknowledge the speaker's points, thank them for their input, and use respectful language to make them feel valued.

The goal of active listening is to build trust, create a positive atmosphere, and foster better communication for better negotiation outcomes.

Saying "yes" doesn't always mean agreement in yes cultures. It's often a way to show respect and avoid conflict. Negotiators need to pay attention to cues and be aware of this.

In low context cultures, saying "yes" usually signals agreement. However, negotiators from low context cultures need to be cautious, as a "yes" in a yes culture doesn't always mean commitment.

Negotiators from low context cultures need to be aware of the implied meanings and non-verbal cues used in high context cultures. Understanding cultural differences is crucial for successful negotiations.

High context cultures rely heavily on non-verbal cues, relationships, and implied meanings for communication. Negotiations focus on building trust and understanding.

Clear and direct communication is valued in low context cultures. Negotiations are straightforward and focused on reaching an agreement based on facts and terms.