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Components

This document discusses components of intercultural negotiation from a chapter in Intercultural Business Communication. It identifies key factors in cross-cultural negotiations including cultural noise, national culture, power and authority, perception, and relationships. It also compares negotiation styles across different cultures such as the U.S., China, Japan, and others; and identifies characteristics of effective negotiators which include being observant, adaptable, and keeping promises. National cultural influences and the importance of relationships, protocol, and understanding stereotypes are emphasized throughout.

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Shafqat Malik
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© © All Rights Reserved
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Download as PPT, PDF, TXT or read online on Scribd
192 views

Components

This document discusses components of intercultural negotiation from a chapter in Intercultural Business Communication. It identifies key factors in cross-cultural negotiations including cultural noise, national culture, power and authority, perception, and relationships. It also compares negotiation styles across different cultures such as the U.S., China, Japan, and others; and identifies characteristics of effective negotiators which include being observant, adaptable, and keeping promises. National cultural influences and the importance of relationships, protocol, and understanding stereotypes are emphasized throughout.

Uploaded by

Shafqat Malik
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 11

Intercultural Negotiation
Components
Intercultural Business Communication, 4th ed., Chaney & Martin

Topics

Cross-cultural Negotiation Components


Stereotypes that affect Intercultural

Negotiations
Comparative Negotiation Styles
Characteristics of Effective Negotiators
Importance of Protocol in Intercultural
Negotiations
Group vs. Individual Orientation
Face-to-face Strategies
Role of the Media
Personal Constructs
Intercultural Business Communication, 4th ed., Chaney & Martin

Cross-Cultural Negotiation Components

The players and situation


Cultural noise
National culture
Power and authority
Perception
Interpreters and translators
Gender
Environment
Relationship and substantive conflicts
Intercultural Business Communication, 4th ed., Chaney & Martin

The Players and the Situation

Learn the background of the players


Determine expectations of negotiators
Determine negotiating style
Determine role negotiators have played in the
past
Provide an environment free of tension,
conducive to exchange of ideas, and problem
resolution
Intercultural Business Communication, 4th ed., Chaney & Martin

Cultural Noise
Anything that distracts or interferes with the
message

Low- or high- context


Arguments emotional or logical
Trust based on laws or friendship
High or low risk takers
View of time
Authoritative or consensual decision-making
style
Oral or written agreement

Intercultural Business Communication, 4th ed., Chaney & Martin

National Culture
Patterns of personality
Governance structure
Integrate negotiators interests
Other cultures include: professional, social
class, ethnic, regional, gender, and
organizational

Intercultural Business Communication, 4th ed., Chaney & Martin

Power and Authority

Power is the ability to influence others


Authority is the power to give commands
Power has to be accepted to be meaningful
Balanced authority is shared decisionmaking
Authority advantage one partner claims
superior resources or superior position
Intercultural Business Communication, 4th ed., Chaney & Martin

Perception
Process used to ascribe meaning to the
environment
Is culturally based
Stimuli have both physical size and socioenvironmental meaning; our experiences
determine to what stimuli we are sensitive

Intercultural Business Communication, 4th ed., Chaney & Martin

Interpreters and Translators


Language issues are key in negotiations
Interpreters and translators slow down
negotiations
Using interpreters and translators can
have both positive and negative impacts

Intercultural Business Communication, 4th ed., Chaney & Martin

Gender

Use of women as negotiators; viewed


as window dressing in some
countries viewed as equals in
others.

Intercultural Business Communication, 4th ed., Chaney & Martin

Environment

Home court advantage


The room and furniture arrangement
Seating arrangement

Intercultural Business Communication, 4th ed., Chaney & Martin

Relationship and Substantive Conflicts


Relationship conflicts are issues of longterm friendships or partnerships
Substantive issues are use and control of
resources
Cognitive dissonance - the psychological
conflict or anxiety that results from
inconsistencies between what one does
and what one believes

Intercultural Business Communication, 4th ed., Chaney & Martin

Stereotypes That Affect Intercultural


Negotiations

How we view ourselves is probably not


how the other team views us.
Find out how others view your culture,
gender, and organization.

Intercultural Business Communication, 4th ed., Chaney & Martin

Comparative Negotiation Styles


A successful negotiator within a culture
may not be successful in another culture.
A successful negotiator needs to be able
to ascertain where the opposition is
coming from.
Successful negotiators need to be able to
adjust their behavior appropriately.
Intercultural Business Communication, 4th ed., Chaney & Martin

Characteristics of Effective Negotiators


Effective negotiators are
observant, patient, adaptable, and good
listeners
mentally sharp
think before they speak
do their country homework
praise what is praiseworthy and refrain from
criticizing the other side
keep their promises and negotiate in good faith

Intercultural Business Communication, 4th ed., Chaney & Martin

Importance of Protocol in Intercultural


Negotiations
Three protocol types

Tribal
Collective
Pluralist

All cultures share the need for honesty, courage,


respect for human dignity, fairness, and love;
however, these have different meanings in
different cultures.
Reality is not always the same in every culture.
Intercultural Business Communication, 4th ed., Chaney & Martin

Group vs. Individual Orientation


Group orientation

Your identity belongs to the group


Decisions reached by consensus
Contracts are flexible

Individual orientation

Your identity belongs to you


Decisions can be made by individuals
Contracts are inflexible
Intercultural Business Communication, 4th ed., Chaney & Martin

Face-to-Face Strategies
Negotiating in person rather than through

the mail, fax, telephone, lawyers, or other


intermediaries
Face-to-face negotiators behaviors

Irritators
Counterproposals
Argument dilution
Reviewing the negotiation
Intercultural Business Communication, 4th ed., Chaney & Martin

Role of the Media


Media may support or tear down
Media is a culture with cultural biases
Tend to have a stereotypical view of
business
See other cultures through the bias of the
U.S. perceptual grid
Movies promote stereotypes
Intercultural Business Communication, 4th ed., Chaney & Martin

Personal Constructs
An individuals belief system and attitudes
Can differ within a culture as well as between
cultures
Expectations are based on learned life
experiences
Adaptability is important to success
Adages

Birds of a feather flock together


Theyre in America; they should act like Americans
When in Rome, do as the Romans do
Intercultural Business Communication, 4th ed., Chaney & Martin

Negotiations - The Four Cs


Common Interest - each has something
the other wants
Conflicting Interests - include payment,
distribution, profits, contractual
responsibilities, and quality
Compromise - areas of disagreement
Criteria - conditions under which the
negotiations take place
Intercultural Business Communication, 4th ed., Chaney & Martin

Mindsets
Mindsets are controlled by language and
culture.
Realize the other side is having mindset
difficulties in the negotiation also.
People can alter their strategies based
upon their first-hand knowledge and
adaptability.
Intercultural Business Communication, 4th ed., Chaney & Martin

U.S. Negotiators
Focused on completing the deal
Profit oriented and direct
Do not need personal relationships with
other negotiators
Work during meals, golf, at any time
Tend to be informal
Individually oriented
Intercultural Business Communication, 4th ed., Chaney & Martin

Canada
Two groups: the Anglophones and the

Francophones
Well informed and analytical
Sense of self-determination
Trust is an important component
Individually oriented
Mixture of tribal and pluralistic
Intercultural Business Communication, 4th ed., Chaney & Martin

China
The Chinese want a win-win strategy
Harmony is important
Neutral site is important
Team members need to be matched on
both sides
Relationship building is important
Group oriented and prefer face-to-face
negotiations
Intercultural Business Communication, 4th ed., Chaney & Martin

England
Objective, matter-of-fact about

negotiations
Tend to understate their position
Individualistic but company policy followed
without question
Relationships not necessary
Very deadline oriented
Intercultural Business Communication, 4th ed., Chaney & Martin

France
Negotiators should have the correct social

and education background and authority to


make decisions
A relationship will help negotiations
Enjoy debates; are indirect
Quality more important than speed
Individualistic and prefer face-to-face
negotiations
Mealtime is not a time to talk business
Intercultural Business Communication, 4th ed., Chaney & Martin

Germany
Permanent and stringent contracts
No-nonsense negotiators
Relationships not necessary
Individualistic and prefer face-to-face
negotiations

Intercultural Business Communication, 4th ed., Chaney & Martin

Japan
The Japanese want a win-win situation
Negotiation takes place away from the
negotiation table
Relationships are important
Group and consensus oriented
Prefer face-to-face negotiations
Intercultural Business Communication, 4th ed., Chaney & Martin

Mexico
Relationships and connections very

important
Senior executives make the decisions
Time is fluid
Emotional arguments are considered to be
persuasive arguments
Strategies are more win-win
Neutral sites are preferred
Leave room to bargain
Intercultural Business Communication, 4th ed., Chaney & Martin

The Netherlands
Averse to chaos; very organized
The Dutch are direct and pragmatic
Decision is based on consensus
Will tend to move fast and expect you to
also move fast

Intercultural Business Communication, 4th ed., Chaney & Martin

South Korea
Rank/status very important
Harmony is important
Can be direct, express emotion, and use
aggression
Need to be introduced and develop a
relationship
South Korea is a collective culture
Intercultural Business Communication, 4th ed., Chaney & Martin

Taiwan
Relationships need to be developed
Seating protocol is important as is
matching team members
Self-control and harmony are very
important
Taiwanese are collectivistic

Intercultural Business Communication, 4th ed., Chaney & Martin

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