Juggling Cultures

Juggling Cultures Leadership and Cultures It is true; women in Saudi Arabia can not or are not permitted to drive vehicles and although this is the case, women are the key players when it comes to business and education in Saudi Arabia. According to Princess Dima Bint Turki Bin Abdul Aziz in Dar al Hayat, speaking at a World Forum in Sweden, women account for 56 percent of all the university graduates in the kingdom, 31 per cent of all managers and directors in Saudi Arabia are women, and 40 per cent of Saudi wealth is in the hands of females. It is not true that women do not participate in business or own businesses. More and more opportunities are opening up to women and young women are competing with their male counterparts. The catalyst was the first gulf war. The economic reconstruction began and it continues today and the roles of women are constantly being redefined. I also would like to point out that people in key positions such as King Abdullah, king of Saudi Arabia, and the Saudi government are committed to the welfare and equal treatment of women. As the leader of Saudi Arabia, he recognizes and is committed to the support and respect of women because they have something important to contribute to the Saudi society. King Abdullah is leading the wave of change in his country. As the CEO of the company, if the CEO is insisting on sending the female executive to Saudi Arabia, the leader must make the decision based on the skill set of the negotiator or the team lead, not on the gender. Based on what I’ve learned about the business culture in Saudi Arabia, the sex of the negotiator will have no bearing on the success or failure of the deal. If the female team lead is chosen to head the team, then most likely she will be dealing with another female.

Of course who ever the American negotiator is, he or she should thoroughly research the culture, the nature of the business, and the company itself and be skilled in the art of negotiation. According to Nahavandi (2006) Saudi Arabia is a high context culture and therefore requires a certain communication style when it comes to interaction and communication. Since this is a high context environment, it is important to negotiate with results and relationships in mind. Building a personal relationship is a big factor and must be kept in mind. If I were the CEO of this particular company, I would send the person who understood that it’s not only about getting what you want out of the negotiation, but it’s mainly about the relationship that will be forged. I would send the female executive because she has a solid track record in successful negotiations. I would send someone who skilled and diligent when it came to building relationships. I would send the person that was not just interested in a win-win situation, but someone who understood both party’s interest, values, and wanted a mutually satisfying solution. The message I would send as a leader due to the choice I made in sending the female executive would be we are interested in establishing a lasting relationship and not solely interested in the deal that result. Our choice will signify that we are more concerned with a mutual solution rather than short term advantage. The purpose of negotiation is too build relationships and resolve conflicts, Daniel (1995). Parties come together to resolve conflicts and hopefully find a mutual solution to an issue. During the negotiation process relationships of trust are built.

References Princess Dima Bint Turki Bin Abdul Aziz (2007). The Changing Role of Women in Saudi Arabia. Retrieved July 7, 2007 from http://www.daralhayat.net/actions/print2.php

Nahavandi, A. (2006). The Art and Science of Leadership (4th ed.) Pearson Prentice Hall Gilbert Jr., D (1995). Management (6th ed.) Prentice Hall, Inc.