Whilst Middle East negotiations fill our newsfeeds at present, I am not about to comment on them. But it is worth considering the lessons for international business communications and negotiations we could learn from the Middle East. At a recent negotiation skills course, we talked about where to hold negotiations – the choice of your place, my place or neutral territory. And it would be remiss of me not to mention the Majalis in this regard.
What is a Majlis?
Majalis (singular Majlis) were originally tents as they were for nomadic people. Now they are more likely to be built structures.
These spaces embody the bridge between the personal and the public. A Majlis is a space of hospitality that preserves tradition and nurtures the sprouts of new communality. They are like a comfortable sitting room within an office.
Navigating difference and decision-making in Majalis
During change management workshops I’ve mentioned Campbell MacPherson’s experiences on multi-cultural working. There’s a great story in his book (see Change management – Change Catalyst book review by Kim Tasso) about Sheik Zayed in United Arab Emirates (UAE).
MacPherson reports his observations about decision-making. In the Majlis, discussion groups would fragment and come back together to discuss the same matter from different angles. In modern negotiation practice we talk about the importance of obtaining perspectives from all participants and finding alternative ways of looking at things. He notes that discussions would continue – sometimes for days – until a consensus and a decision would finally “percolate to the surface”.
This has echoes of the practice of shuttle mediation although in a Majlis there isn’t a “neutral” third party moving between the break out groups.
This was the way tribal elders made decisions for centuries. It has distinct advantage in that everyone genuinely has input to a decision. So when a decision is declared, the opposition to it has been significantly diminished. There is, of course, the risk of GroupThink but this can be managed. What Is Groupthink and How Can Leaders Avoid It? | Psychology Today United Kingdom
The idea of wide involvement of stakeholders is something I recommend for achieving engagement and buy-in during organisational change programmes.
Being in a Majlis
I have a family member who is a business owner in Doha, Qatar. I – a British woman – have spent time in his Majlis. (Labour force participation rates of Qatari women are above the world average and among the highest in the Arab World Labor force participation rate, female (% of female population ages 15+) (modeled ILO estimate) | Data)
There is a large comfortable, open seating area as well as a kitchen and a variety of private rooms – some of which are used as offices and others for accommodation. There’s also an outside courtyard area, enough space for dozens of cars to park and even an enclosure for sheep and goats.
Whilst it’s challenging to get used to the subtle balance of personal and business discussions and the exceptionally long hours, the food and hospitality are wonderful.
There’s plenty of research that shows the value of sharing food in negotiations. For example:
- “Personalise situations by sharing food and drink” Consulting skills 3 – Book review: Humble Consulting by Edgar h Schein
- “The food, the setting and the quality time of a sit-down meal all play on the strong subconscious connections between belly, heart and mind to turn acquaintances into allies and proposals into agreements…Business lunches are fertile ground for the ‘association principle’ – when people enjoy themselves, they subconsciously associate that enjoyment with the circumstances they are in – even when there is no logical connection between their circumstances and the source” Dynamic Business Women
- “There are various benefits to ordering the same food as the person you are trying to impress…People who are served the same food are more likely to trust each other, smooth out problems and make deals” Gastrodiplomacy: Assessing the role of food in decision-making | Flavour | Full Text
- “The hungrier we are, the more risk we are willing to take with money. Men in the study who were purposefully starved made riskier choices about a financial gamble. Well-fed subjects made much less riskier choices” The Risk of Hunger: It Makes You Take More Risks! | Psychology Today United Kingdom
Majlis in climate negotiations
I recently came across this article The Majlis Dialogue – Meetings International (May 2024)
It explains how, during 28th UN Climate Change Conference (COP28) in Dubai, Sultan Al Jabar took all the ministers, heads of delegation and negotiators to a different setting – the Majlis. Everyone was included and no one was undervalued or underestimated. Although no prepared speeches were allowed. By gathering the delegates in a room, in a circle, they could talk openly and have a person-to-person conversation. That’s what they do in the UAE when there are questions or problems to address.
“Through observing elders in the Majlis, young people learn the manners and ethics of their community, dialogue and listening skills, and respect for the opinion of others,” says Mohammed Al Jasmi. So, the Majlis is also a training vehicle to impart knowledge and skills – as well as being a different approach to negotiation.
Note: The United Arab Emirates, Saudi Arabia, Sultanate of Oman, and Qatar were able to include the Majlis on UNESCO’s Representative List of the Intangible Cultural Heritage of Humanity through a joint international report that these countries submitted because it enjoys these social values and is considered a significant aspect of heritage. It has been integral to these peoples’ human heritage since December 2015.
A different approach to negotiation?
So I wonder whether we could adopt some of Majlis practice to modern business communication and negotiation. To avoid the formal and sometimes adversarial dynamics that can arise and hinder the early development of possible solutions and decisions.
Cross-cultural communication
I’ve written before about cultural differences in business communications. Some models are described here: How can I improve my cross cultural communication. And I recommend the use of the Hofstede (Cultural Factor) tool for country comparisons Country comparison tool.
I found the following diagram (mapping attributes of emotional expression with confrontation from “Getting to Si, Ja, Oui, Hai and Da” (Erin Meyer, 2015) helpful:
Related links on culture, conflict resolution and negotiation
How can I improve my cross cultural communication January 2013
Book review: “Now we’re talking” by Sarah Rozenthuler January 2025
fixed views and closed to new ideas (dealing with stubbornness) July 2024
Confidence – How to get a word in when people keep talking July 2024
You’re not listening – What you’re missing Kate Murphy June 2024
Negotiating skills – Balancing task and relationship April 2024
Why are questions so important? (Questioning skills) February 2024
Mediation and dispute resolution – Contemporary issues by Tony Whatling June 2022
Dealing with “difficult” people – Nine strategies for dealing with arrogance June 2021
Managing client complaints – Process, anger and apologies June 2021
Book review: Digital Body Language – How to build trust by Erica Dhawan June 2021
Never split the difference: Negotiating by Chris Voss May 2021
Book review – Persuasion: The art of influencing people by James Borg March 2021
Resources to help you deal with difficult interactions February 2021
Mediation skills and strategies – A practical guide by Tony Whatling October 2020
Soft skills – Dealing with difficult conversations September 2020
the parent, adult, child (PAC) model helps with difficult interactions September 2020
Change management – Change Catalyst book review by Kim Tasso September 2018
Critical Thinking and Problem Solving – Some tips December 2016
leader’s guide to negotiation – book review Simon Horton September 2016
Seven tips for conflict management and negotiation May 2016
Small changes that spark big influence (persuasion science) November 2014
10 practical tips for fee and price negotiations – Kim Tasso June 2014
Nine ideas for better conflict management July 2013
Creating meaning from conflict (Conflict management) April 2012
