Brazilian Communication Style
http://www.worldbusinessculture.com/Brazilian-Business-Communication-Style.html 1. language： Brazilian Portuguese – proud of their uniqueness in South America as non-Spanish speakers – Translators? 2. More oral - When sending something in a written format it is usually a good idea to follow it up with a phone call or a visit. 3. Verbal communication - Overt signs of emotion definitely do not imply lack of conviction coould be taken as the deeply felt belief of the speaker. 4. Body language and eye contact - tactility, proximity and a steady gaze 5. Humor - Be careful when using humour in very serious situations as it can be viewed as lacking in gravitas.
http://onlinelibrary.wiley.com.eproxy1.lib.hku.hk/doi/10.1111/j.1571-9979.2004.00008.x/pdf
Adair, W., Brett, J., Lempereur, A., Okumura, T., Shikhirev, P., Tinsley, C. and Lytle, A. (2004), Culture and Negotiation Strategy. Negotiation Journal, 20: 87–111. doi: 10.1111/j.1571-9979.2004.00008.x
1. High-context culture – use indirect communication strategy – infer the other party’s priorities from contextual cues such as offers generated or entertained by the other party. 2. Hierarchy, class and status play an important roles in Brazilian society – figure out who is the big boss 3. U.S. approach has been characterized as interests-based and problem solving 4. US – high joint gain – used a lot of direct information exchange and asked numerous questions 5. Brazilian negotiators – shared information on preference and priorities 6. study the preference and priorities of the other party 7. The data may portray a Brazilian business culture, where low-context and low-power North American norms are becoming more prevalent （direct information exchange and avoided power-based influence）. - an negotiation simulated involved in 7 executives – more and more Brazilian senior management went US and European for further education. – good, easy to get information (direct
http://onlinelibrary.wiley.com.eproxy1.lib.hku.hk/doi/10.1111/j.1571-9979.2004.00008.x/pdf
Adair, W., Brett, J., Lempereur, A., Okumura, T., Shikhirev, P., Tinsley, C. and Lytle, A. (2004), Culture and Negotiation Strategy. Negotiation Journal, 20: 87–111. doi: 10.1111/j.1571-9979.2004.00008.x
1. High-context culture – use indirect communication strategy – infer the other party’s priorities from contextual cues such as offers generated or entertained by the other party. 2. Hierarchy, class and status play an important roles in Brazilian society – figure out who is the big boss 3. U.S. approach has been characterized as interests-based and problem solving 4. US – high joint gain – used a lot of direct information exchange and asked numerous questions 5. Brazilian negotiators – shared information on preference and priorities 6. study the preference and priorities of the other party 7. The data may portray a Brazilian business culture, where low-context and low-power North American norms are becoming more prevalent （direct information exchange and avoided power-based influence）. - an negotiation simulated involved in 7 executives – more and more Brazilian senior management went US and European for further education. – good, easy to get information (direct