Abstract
In this article, the author calls for a shift in training for international commercial negotiation, away from the standard Western linear, rational, fact‐oriented style toward training that makes room for “soul.” As used here, the term “soul” combines several concepts that integrate learning on human cognition, cultural intelligence, and effectiveness in international management. The article discusses soul in terms of three components: emotion and subjectivity, deep narratives rooted in faith and ethnic traditions, and cultural intelligence. The article presents three negotiation scenarios from around the globe, contrasting first‐generation training approaches to next‐generation training approaches that would value the unconscious processes of decision making.
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