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Home - Cross Cultural Interaction
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International Negotiation

Cultural differences between different national cultures at the bargaining table.


Understanding the perspective of the other person

Global Sales

Selling to organizations around the world requires an understanding of cultural differences.

Inter Departmental

Organizational entities usually have different cultures that must be addressed for success.

Process Stress Test

Organizations under stress exhibit base behaviors focus that must be understood.

Contractor Management

Addresses the differences between organizational cultures across the ecosystem.

Performance Improvement

Assess the interaction of individuals of different cultures and their perspective on success

Operational Excellence

The myriad of cultures in the organizational ecosystem must work as one.

Mergers & Acquisitions

Cultural differences must be understood and managed if mergers are to accretive.


Cultural differences must be incorporated into collaborative processes.


Multi Cultural Teams

Multi cultural teams develop their cultural dynamics which must be understood.

Difficult Situations

How do individuals from different culture react when the 'chips are down'


The discipline of selling products and solutions to other organizational cultures.

Safety Culture

Critical infrastructure sectors are challenged with transformation to a safety culture.

Emergency Response / Business Continuity

Cultural differences must be understood and addressed in times of crisis.

Cross Cultural Interactions

In 1996, Dr. Shemwell published his doctoral dissertation, Cross Cultural Negotiations between Japanese and American Businessmen: A Systems Analysis, (Exploratory Study).  This two-person game between Japanese and American business executive was conducted at the University of Houston’s Behavioral Science Lab.

Since this cross-cultural interaction model was originally developed for geographic and ethnic cultural differences, it has been extended (qualitatively) to include the cultural differences that exist within an industry segment and even within organizational boundaries.  It is believed that the quantitative component of the model does not change regardless of the scenario.  This makes the game a very powerful learning tool.

It has been used as a cross culture training tool for over two decades.  Additional uses have been found the original game extended.

Group of business people congratulating their colleagues with striking grand deal

Safety Culture Transformation

Currently, the oil and gas industry is undergoing a “desired” transformation to a Culture of Safety as well as High Reliability Management.  This suggests that over 3,500 companies will need to transform their cultures.  This also suggests that the upstream sector will have 3,500 Cultures of Safety, not the singular that is often touted.

This version of the game was first envisioned after the Deepwater Horizon incident in 2010.  The first scenario addressed the issue of a Culture of Safety at sector is addressing.  For example, a major oil company has a difference culture than it major service/engineering companies.  Manufacturers have different cultures than professional service providers and so forth and so on.


Relationships, Behaviors, Conditions

The RELATIONSHIPS, BEHAVIORS, and CONDITIONS (RBC) model was originally developed to address issues around cross cultural (international) negotiation processes.   As shown in the figure, Relationships are the focal point of this perspective, reflecting commonality of interest, balance of power and trust as well as intensity of expressed conflict.

Behavior in this model is defined as a broad term including multi-dimensions and intentional as well as unintentional.  Finally, Conditions are defined as active and including circumstances, capabilities and skills of the parties, culture, and the environment.  Of course, time is a variable in this model as well.

One key feature of the R B C Framework is its emphasis on interactive relationships while providing an environment for multiple levels of behavioral analysis.   This makes it a useful tool to better understand the new regulatory processes currently unfolding.  As we will see later, the number of constituents now engaged belays the use of simplistic linear decision models.


Next Steps...

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