During an online CCBC event, professor William Falcão highlights that understanding the other party and respecting cultural differences is the first step toward building successful bilateral relationships
By Pedro Augusto
Although Brazilian and Canadian companies share many similarities—such as their corporate structures, a strong focus on investment in innovation, and the desire to expand bilateral relations—there are still many barriers between professionals from the two countries that need to be overcome. To succeed in business relationships, Brazilians must understand the cultural context in which people operate and how they perceive workplace relations. This is the starting point for entering negotiations, especially in what is often an unfamiliar environment.
And negotiation is not a battle; it is a process of construction. This was the main message delivered by William Falcão, PhD, a professor and consultant specializing in negotiation and people management, to participants of the event Careers and Business Talk – How to Negotiate in Canada. The online event was promoted by the Chamber of Commerce Brazil-Canada, through the Chambre in Canada and the Brazil Hub, and recently brought together individuals interested in doing business in Canada.
According to Falcão, who teaches the subject at the John Molson School of Business at Concordia University in Montreal, negotiation goes far beyond discussing prices or contractual terms. It is a human act grounded in empathy and purpose. He notes that it is still common to view negotiation as a dispute, but true success lies in treating it as a joint problem-solving process. “When we realize that negotiation is a way to build relationships, the chances of success increase significantly,” he said.
The expert also explained that there are two main types of negotiation. The first is distributive negotiation, which is more competitive in nature. This occurs when parties compete over limited resources—such as deciding who gets the largest slice of a pizza. The second is integrative negotiation, which seeks collaboration and mutual gain. “It’s when we stretch the pizza dough, creating more slices for everyone,” he illustrated.
The key to this more constructive model lies in effective communication and active listening. Instead of asking only “what do you want?”, Falcão recommends asking “why do you want this?”. According to him, this simple shift “opens doors to understanding people’s real motivations and finding creative solutions that satisfy both sides.”
The professor also addressed the delicate balance between honesty and trust in any negotiation. Revealing too much can create vulnerability; revealing too little can hinder dialogue. He compares the process to building a friendship. “Trust is formed gradually, through balanced exchanges. You share a little, observe the response, and if there is reciprocity, you share more.”
Canadian culture
The first step Brazilians should take before negotiating with Canadians is to understand how workplace relationships function in the North American country. “While in Brazil there is still a greater distance of power, in Canada managers and subordinates interact almost as equals,” Falcão said.
Another striking difference lies in the perception of time. While Brazilians often seek quick results, Canadians value planning and long-term gains. “It is common for a Brazilian company to want to close a contract within a few weeks, while a Canadian partner is thinking about building a relationship that may take months,” he explained.
More than teaching techniques, the professor encourages people to rethink the very meaning of negotiation. “Negotiation is not something we are born knowing how to do; it is a skill that is refined through practice, reflection, and sensitivity,” he concluded.
