Chapter 10: Taking Negotiation Talents Global

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During socialization, individuals pickup knowledge, ideas, values, beliefs, phobias, and anxieties of their society

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Nội dung Text: Chapter 10: Taking Negotiation Talents Global

Taking Negotiation Talents Global Chapter 10
Outline Importance of Culture  Global MindSet  Establishing Trust  Collectivism vs. Individualism  Cultural Dimensions  Importance of Manners – Etiquette  Role of Emotion  Familiarity of Culture  Rules for CrossCultural Negotiation 
Importance of Culture  Patterns of personality exist for groups sharing a common culture  During socialization, individuals pickup knowledge, ideas, values, beliefs, phobias, and anxieties of their society  Most cultural norms are absorbed subconsciously  Crosscultural negotiations require extensive intelligence gathering and flexibility
Global Mind-Set  Importance of Patience • Crosscultural agreements typically take longer • Time may not be linear – but polychronic or circular with no beginning nor end  Identify types of strategies or tactics that may be utilized in various cultures
Establishing Trust Negotiation Processes Nontask Task-related Persuasion, Concession & Sounding Information compromise Agreement (rapport) Exchange
Collectivist vs. Individualist  Collectivism – group solidarity, loyalty and interdependence among members (e.g. Asian & Latin American cultures)  Individualism – independence is valued along with attention to detail and control (e.g. US, UK)
Cultural Dimensions  Cultural dimensions may impinge on the decision processes of negotiators Masculinityfemininity • Uncertainty avoidance • Power distance • Individualism •
Masculinity - Femininity  Masculine cultures value assertiveness, independence, task orientation and self achievement  Feminine cultures value cooperation, nurturing, relationships and quality of life  More masculine cultures (e.g. Japan, Latin America, Austria) may pursue a winlose negotiating approach
Uncertainty Avoidance  Level of discomfort felt in the face of risk and ambiguous, uncertain situations  Cultures who are comfortable with risk require less information, have fewer people involved in decision making and act more quickly (e.g. US)
Power Distance  Acceptance of authority differences among people • High power distance cultures are status conscious and respectful of age and seniority  Lower powerdistance orientations greater tendency to make decisions in a consultative style
Individualistic Cultures  Value independence of thinking and focus on task issues over relationship • Goals of selfactualization and self motivation are valued • People speak for themselves  Collectivist cultures value saving face, protecting their groups
Importance of Manners - Etiquette  Engage in intelligence gathering to uncover the required or expected etiquette of your negotiation counterpart as dictated by social norms or culture • Gift giving • Presenting business cards • Learn phrases or words in their language
Role of Emotion  Emotional states affect how we interpret actions of others and how we process information  Nonverbal cues or responses may not be interpreted similarly in all cultures
Familiarity of Culture  Low cultural familiarity – employ an agent, advisor or mediator  Moderate cultural familiarity – adapt to another’s culture and arrange a blend of both  High cultural familiarity – negotiator can unilaterally adopt the other side’s culture (do as the Roman’s do) • Transcend cultural boundaries • Act more as individuals • Create effect symphony
Rules for Cross-Cultural Negotiation  Gather intelligence – learn  Establish credibility but do as much as possible not boast  Prepare for differences  Be patient about time, punctuality, and  Prepare, prepare, prepare logical process  If misunderstandings occur,  Relationships are important slow down. Seek to find  Don’t seek compromise as common ground and utilize the answer to impasse framing automatically  Utilize the various  Hire a skilled interpreter and negotiation strategies to practice with them achieve winwin outcomes