Chapter11InterculturalNegotiationComponentsCopyright?2014PearsonEducation,Inc.2ObjectivesUnderstandtheelementsofcross-culturalnegotiationConsiderstereotypesthataffectinterculturalnegotiationsTakeintoconsiderationcomparativenegotiationstylesIdentifycharacteristicsofeffectivenegotiatorsUnderstandtheimportanceofprotocolininterculturalnegotiationsUnderstandhowgroupandindividualorientation,face-to-facestrategies,andthemediaaffectnegotiationsUnderstandhowpersonalconstructsaffectnegotiationsCopyright?2014PearsonEducation,Inc.3Cross-CulturalNegotiationComponentsTheplayersandsituationCulturalnoiseNationalculturePowerandauthorityPerceptionInterpretersandtranslatorsWomenasinternationalnegotiatorsEnvironmentRelationshipandsubstantiveconflictsCopyright?2014PearsonEducation,Inc.4ThePlayersandtheSituationDeterminebackgroundoftheplayersAscertainexpectationsofnegotiatorsDeterminenegotiatingstyleDeterminerolenegotiatorshaveplayedinthepastProvideanenvironmentfreeoftension,conducivetoexchangeofideas,andproblemresolutionCopyright?2014PearsonEducation,Inc.5CulturalNoiseAnythingthatdistractsorinterfereswiththemessageLow-orhigh-contextArguments-emotionalorlogicalTrustbasedonlawsorfriendshipHighorlowrisktakersViewoftimeAuthoritativeorconsensualdecision-makingstyleAgreement-oralorwrittenCopyright?2014PearsonEducation,Inc.6NationalCulturePatternsofpersonalityGovernancestructureIntegratenegotiators’interestsNationalcultureisonlyoneoftheculturesweallcarrywithinourselves;otherculturesinclude:professional,socialclass,ethnic,regional,gender,andorganizationalCopyright?2014PearsonEducation,Inc.7PowerandAuthorityPoweristheabilitytoinfluenceothers.Powerhastobeacceptedtobemeaningful.Authorityisthepowertogivecommands.Balancedauthority–allowseachpartnertosharethedecision-makingrole.Authorityadvantage–onepartnerclaimssuperiorresourcesorsuperiorposition.Copyright?2014PearsonEducation,Inc.8PerceptionProcessusedtoascribemeaningtotheenvironment.Perceptionisculturallybased.Stimulihavebothaphysicalsizeandsocioenvironmentalmeaningthatcanbedifferentforeachindividualwithinandacrosscultures.Copyright?2014PearsonEducation,Inc.9InterpretersandTranslatorsLanguageisakeyfactorinnegotiations.Usinginterpretersandtranslatorscanbebothpositiveandnegative.Interpretersandtranslatorstendtoslowdownnegotiations.Conveyingtheintendedmessageisoftendifficult.Copyright?2014PearsonEducation,Inc.10WomenasInternationalNegotiatorsWomenarevieweddifferentlyaroundtheworld–asequalsoraswindowdressing.Researchconfirmsthatwomenhaveanadvantageovermenduringinternationalnegotiations,especiallywhenitcomestoreadingnonverbalmessages.Womenareoftenviewedaslessthreaten-ingandlesscompetitivethanmen–anadvantageinproblem-solvingsituations.Womenmakesuccessfulnegotiatorsbecauseoftheirpatience,socialskills,understanding,andinterpersonalskills.SuggestionsforWomenNegotiatorsDressprofessionally;simpleeleganceinattireintraditional,conservativecolorsandstylesisrecommended.Becomeknowledgeableaboutissuestobediscussed.Expandyourknowledgeofthelanguageofyourforeigncounterparts.Researchcustomsofthecountrywithwhichyouplantoconductbusiness.Behaveprofessionally,bepatient,showrespectforthehostcultureanditscustoms,demonstrateacooperativeattitude,andhaveasenseofhumor(Axtell,Briggs,Corcoran,&Lamb,1997).Copyright?2014PearsonEducation,Inc.11Copyright?2014PearsonEducation,Inc.12EnvironmentHomecourtadvantage–havingaccesstoinformationandhumanresourcesandtheknowledgethatvisitorswillbemorepoliteandlessassertiveonsomeoneelse’sturf.Detailstoconsiderwhenselectingthenegotiationlocationincludeformalorinformalatmosphereandphysicalarrangementoftheroom.Seatingarrangementisaconsideration;titleandrankareimportantinsomecultures.Copyright?2014PearsonEducation,Inc.13RelationshipandSubstantiveConflictsRelationshipconflicts-issuesoflong-termfriendshipsorpartnershipsSubstantiveissues-useandcontrolofresourcesCognitivedissonance-mentalconceptualizationdifferencesGestures,toneofvoice,andcadencecomplicatetranslationsituationsCopyright?2014PearsonEducation,Inc.14StereotypesThatAffectInterculturalNegotiationsDisparitiesexistbetweenthewayU.S.peopleviewthemselvesandthewaytheyareviewedbyforeigners.U.S.peopleviewthemselvesasinformal,friendly,egalitarian,direct,efficient,goaloriented,resourceful,individualistic,andenthusiastic.ForeignersviewU.S.peopleastoofamiliar,insensitivetostatus,blunt,obsessedwithtime,workoriented,self-absorbed,driven,anddeceptive.Copyright?2014PearsonEducation,Inc.15ComparativeNegotiationStylesAsuccessfulnegotiatorwithinaculturemaynotbesuccessfulinanotherculture.Asuccessfulnegotiatorneedstobeabletoascertaintheviewpointoftheopposition.Successfulnegotiatorsneedtobeabletoadjusttheirbehaviorappropriately.ComparativeNegotiationStylesU.S.Americans–2to3ontheteam,competitive,getdirectlytothetask.Japanese–4to7ontheteam,valueharmoniousrelationships,andtakelongertogettothetask.Arabians–4to6ontheteam,valuerelationships,andtakealongperiodtoestablishrapport.Mexicans–2to3ontheteam,emphasisonrelationships,lessemphasisontechnology.16Copyright?2014PearsonEducation,Inc.Copyright?2014PearsonEducation,Inc.17CharacteristicsofEffectiveNegotiatorsEffectivenegotiatorsareobservant,patient,andadaptablementallysharpgoodlisteners;thinkbeforetheyspeakdotheircountryhomeworkpraisewhatispraiseworthyandrefrainfromcriticizingtheothersidekeeptheirpromisesandnegotiateingoodfaithCopyright?2014PearsonEducation,Inc.18ImportanceofProtocolinInterculturalNegotiationsThreeprotocoltypes:TribalCollectivePluralistAllculturessharetheneedforhonesty,courage,respectforhumandignity,fairness,andlove;however,thesehavedifferentmeaningsindifferentcultures.Realityisnotalwaysthesameineveryculture.Copyright?2014PearsonEducation,Inc.19Groupvs.IndividualOrientationGrouporientationYouridentitybelongstothegroupDecisionsreachedbyconsensusContractsareflexibleIndividualorientationYouridentitybelongstoyouDecisionscanbemadebyindividualsContractsareinflexibleCopyright?2014PearsonEducation,Inc.20Face-to-FaceStrategiesNegotiatinginpersonratherthanthroughthemail,fax,telephone,telegraph,lawyers,orotherintermediariesFace-to-facenegotiators’behaviorsIrritatorsCounterproposalsArgumentdilutionReviewingthenegotiationCopyright?2014PearsonEducation,Inc.21RoleofMediaMediamaysupportorteardown.Mediaisaculturewithculturalbiases.Mediamemberstendtohaveastereotypicalviewofbusiness.MediaseeotherculturesthroughthebiasoftheU.S.perceptualgrid.Advertisersusemediatogetdollars.Moviespromotestereotypes.Copyright?2014PearsonEducation,Inc.22PersonalConstructsAnindividual’sbeliefsystemandattitudesDifferswithinacultureaswellasbetweenculturesExpectationsbasedonlearnedlifeexperiencesAdaptabilityisimportanttosuccessAdages“Birdsofafeatherflocktogether”“WheninRome,doastheRomansdo”Copyright?2014PearsonEducation,Inc.23NegotiationtakesplacewithinthecontextoftheFourC’s:Common

Interest—eachpartyhassomethingtheotherwantsConflictingInterests--includepayment,distribution,profits,contractualresponsibilities,andqualityCompromise—areasofdisagreementCriteria—conditionsunderwhichthenegotiationstakeplaceCopyright?2014PearsonEducation,Inc.24MindsetsMindsetsarecontrolledbylanguageandculture.Acknowledgethattheothersideisalsohavingmindsetdifficultiesinthenegotiation.Peoplecanaltertheirstrategiesbasedupontheirfirst-handknowledgeandadaptability.Copyright?2014PearsonEducation,Inc.25U.S.NegotiatorsFocusedoncompletingthedealProfitorientedanddirectPersonalrelationshipswiththosewithwhomtheyarenegotiatingareunimportantWorkduringmeals,golf,atanytimeTendtobeinformalIndividuallyorientedBrazilBraziliansareratheremotional;theyareanonconfrontationalandface-savingculture.Theirnegotiationstyleisindirect.Braziliansarearisk-averseculture;theymayrevealaplay-it-safeattitudeduringnegotiations.Braziliansareflexiblewhenitcomestosolvingproblemsandlookforwaystoreacharesolution.Copyright?2014PearsonEducation,Inc.26Copyright?2014PearsonEducation,Inc.27CanadaTwogroups:theAnglophonesandtheFrancophonesWellinformedandanalyticalSenseofself-determinationTrustisanimportantcomponentIndividuallyorientedMixtureoftribalandpluralisticCopyright?2014PearsonEducation,Inc.28ChinaChinesewantawin-winstrategy.Harmonyisimportant.Neutralsiteispreferred.Teammembersneedtobematchedonbothsides.Relationshipbuildingisessential.TheChinesearegrouporientedandpreferface-to-facenegotiations.Copyright?2014PearsonEducation,Inc.29UnitedKingdomObjective,matteroffactaboutnegotiationsTendtounderstatetheirpositionIndividualisticbutcompanypolicyfollowedwithoutquestionRelationshipsnotnecessaryVerydeadlineorientedCopyright?2014PearsonEducation,Inc.30FranceFrenchwouldexpectnegotiatorstohavethecorrectsocialandeducationalbackgroundandtheauthoritytomakedecisions.Arelationshipwillhelpnegotiations.Frenchenjoydebates,theyareindirect.Qualityismoreimportantthanspeed.TheFrenchareindividualisticandpreferface-to-facenegotiations.Mealtimeisnotatimetotalkbusiness.Copyright?2014PearsonEducation,Inc.31GermanyPermanentandstringentcontractsNo-nonsensenegotiatorsRelationshipsnotnecessaryIndividualisticandpreferface-to-facenegotiation