Mediators have stories about when a party refuses to take part in a mediation because they “know” they are right. Typically, these are the ones while in court who decline mediation because they’re believe “the judge will agree with me.”

Mediators refer to this as Overconfidence Bias when it’s clear a person’s unwavering belief in their own likelihood of success is greater than objective reality. Even if they agree to negotiate, they usually refuse to compromise as they view doing so as an admission of being wrong. Overconfidence Bias is seen on the playground, in business, and extends to international relations.

Some strategies useful to breakdown the resistance to meaningful negotiations are:

1.) To present “The Worst Alternative to a Negotiated Agreement” (WATNA) and challenge the party to consider the consequences of not negotiating a settlement and then considering the chances of that outcome.

2.) To ask them to take a third party position and critique their position. This often brings shortcomings to light and the possibility they will not prevail.

3.) To suggest they calculate all the potential and future costs of winning compared to the costs of a simple immediate compromise. A $50,000 claim might net significantly less after attorney and court costs, which might be further reduced by any future actions by the other party.

4.) To address the party that says “It’s the principle that’s at stake.” As a mediator my response is to challenge the party with the question, “How much is the principle worth to you in dollars?” Often times that question moves a party from refusing to negotiate to at least begin a conversation.

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Fred Jandt is the author of “How to Survive a Mediation,” available now at Amazon, Barnes & Noble, and wherever books are sold.

During intercultural disputes mediators make a point of being sensitive to cultural issues.

And there are several matters covered in the current U.S./Iran mediation that are potentially critical are:

Iran is a country of 93 million people, approximately half are of Persian ethnicity and a quarter of Azeri (Turkic ancestry). Persian and Turkic dialects predominant. Approximately 90% are Shia Muslim. (Shia Muslims also populate Iraq, Azerbaijan, and Bahrain). The country’s economy is based on state ownership of oil and other large enterprises.

Until 1935 Iran was known as Persia, one of the oldest world cultures often regarded as of the cradle of civilization and one of the most influential world cultures through art, literature, science and medicine. Modern day Iran does not affiliate with the Arab world, rather, its people have a distinctive Persian identity with a sense of pride and dignity. Individual social status comes from family heritage, education, and wealth.

Consistent with this history, Iranian negotiators are known for having a high risk tolerance, being methodical, and slow to maximize concessions and wear down opponents. Iranian negotiators are comfortable with bluffing and using deceptive tactics. Most importantly, compromise is seen as weakness and submission. It also brings shame, but forcing an opponent to compromise increases stature.

Western negotiators, particularly those with a transactional approach, are at a disadvantage if they expect Iranians to adhere to their rules.

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Fred Jandt is the author of a well known intercultural communication textbook, as well as his latest book, “How to Survive a Mediation.”