跨文化商务沟通(第十一章人大英文版

Chapter11,InterculturalNegotiationComponents,11-2,Copyright2014PearsonEducation,Inc.,2,Objectives,Understandtheelementsofcross-culturalnegotiationConsiderstereotypesthataffectinterculturalnegotiationsTakeintoconsiderationcomparativenegotiationstylesIdentifycharacteristicsofeffectivenegotiatorsUnderstandtheimportanceofprotocolininterculturalnegotiationsUnderstandhowgroupandindividualorientation,face-to-facestrategies,andthemediaaffectnegotiationsUnderstandhowpersonalconstructsaffectnegotiations,11-3,Copyright2014PearsonEducation,Inc.,3,Cross-CulturalNegotiationComponents,TheplayersandsituationCulturalnoiseNationalculturePowerandauthorityPerceptionInterpretersandtranslatorsWomenasinternationalnegotiatorsEnvironmentRelationshipandsubstantiveconflicts,11-4,Copyright2014PearsonEducation,Inc.,4,ThePlayersandtheSituation,DeterminebackgroundoftheplayersAscertainexpectationsofnegotiatorsDeterminenegotiatingstyleDeterminerolenegotiatorshaveplayedinthepastProvideanenvironmentfreeoftension,conducivetoexchangeofideas,andproblemresolution,11-5,Copyright2014PearsonEducation,Inc.,5,CulturalNoise,AnythingthatdistractsorinterfereswiththemessageLow-orhigh-contextArguments-emotionalorlogicalTrustbasedonlawsorfriendshipHighorlowrisktakersViewoftimeAuthoritativeorconsensualdecision-makingstyleAgreement-oralorwritten,11-6,Copyright2014PearsonEducation,Inc.,6,NationalCulture,PatternsofpersonalityGovernancestructureIntegratenegotiatorsinterestsNationalcultureisonlyoneoftheculturesweallcarrywithinourselves;otherculturesinclude:professional,socialclass,ethnic,regional,gender,andorganizational,11-7,Copyright2014PearsonEducation,Inc.,7,PowerandAuthority,Poweristheabilitytoinfluenceothers.Powerhastobeacceptedtobemeaningful.Authorityisthepowertogivecommands.Balancedauthorityallowseachpartnertosharethedecision-makingrole.Authorityadvantageonepartnerclaimssuperiorresourcesorsuperiorposition.,11-8,Copyright2014PearsonEducation,Inc.,8,Perception,Processusedtoascribemeaningtotheenvironment.Perceptionisculturallybased.Stimulihavebothaphysicalsizeandsocioenvironmentalmeaningthatcanbedifferentforeachindividualwithinandacrosscultures.,11-9,Copyright2014PearsonEducation,Inc.,9,InterpretersandTranslators,Languageisakeyfactorinnegotiations.Usinginterpretersandtranslatorscanbebothpositiveandnegative.Interpretersandtranslatorstendtoslowdownnegotiations.Conveyingtheintendedmessageisoftendifficult.,11-10,Copyright2014PearsonEducation,Inc.,10,WomenasInternationalNegotiators,Womenarevieweddifferentlyaroundtheworldasequalsoraswindowdressing.Researchconfirmsthatwomenhaveanadvantageovermenduringinternationalnegotiations,especiallywhenitcomestoreadingnonverbalmessages.Womenareoftenviewedaslessthreaten-ingandlesscompetitivethanmenanadvantageinproblem-solvingsituations.Womenmakesuccessfulnegotiatorsbecauseoftheirpatience,socialskills,understanding,andinterpersonalskills.,11-11,SuggestionsforWomenNegotiators,Dressprofessionally;simpleeleganceinattireintraditional,conservativecolorsandstylesisrecommended.Becomeknowledgeableaboutissuestobediscussed.Expandyourknowledgeofthelanguageofyourforeigncounterparts.Researchcustomsofthecountrywithwhichyouplantoconductbusiness.Behaveprofessionally,bepatient,showrespectforthehostcultureanditscustoms,demonstrateacooperativeattitude,andhaveasenseofhumor(Axtell,Briggs,Corcoran,titleandrankareimportantinsomecultures.,11-13,Copyright2014PearsonEducation,Inc.,13,RelationshipandSubstantiveConflicts,Relationshipconflicts-issuesoflong-termfriendshipsorpartnershipsSubstantiveissues-useandcontrolofresourcesCognitivedissonance-mentalconceptualizationdifferencesGestures,toneofvoice,andcadencecomplicatetranslationsituations,11-14,Copyright2014PearsonEducation,Inc.,14,StereotypesThatAffectInterculturalNegotiations,DisparitiesexistbetweenthewayU.S.peopleviewthemselvesandthewaytheyareviewedbyforeigners.U.S.peopleviewthemselvesasinformal,friendly,egalitarian,direct,efficient,goaloriented,resourceful,individualistic,andenthusiastic.ForeignersviewU.S.peopleastoofamiliar,insensitivetostatus,blunt,obsessedwithtime,workoriented,self-absorbed,driven,anddeceptive.,11-15,Copyright2014PearsonEducation,Inc.,15,ComparativeNegotiationStyles,Asuccessfulnegotiatorwithinaculturemaynotbesuccessfulinanotherculture.Asuccessfulnegotiatorneedstobeabletoascertaintheviewpointoftheopposition.Successfulnegotiatorsneedtobeabletoadjusttheirbehaviorappropriately.,11-16,ComparativeNegotiationStyles,U.S.Americans2to3ontheteam,competitive,getdirectlytothetask.Japanese4to7ontheteam,valueharmoniousrelationships,andtakelongertogettothetask.Arabians4to6ontheteam,valuerelationships,andtakealongperiodtoestablishrapport.Mexicans2to3ontheteam,emphasisonrelationships,lessemphasisontechnology.,16,Copyright2014PearsonEducation,Inc.,11-17,Copyright2014PearsonEducation,Inc.,17,CharacteristicsofEffectiveNegotiators,Effectivenegotiatorsareobservant,patient,andadaptablementallysharpgoodlisteners;thinkbeforetheyspeakdotheircountryhomeworkpraisewhatispraiseworthyandrefrainfromcriticizingtheothersidekeeptheirpromisesandnegotiateingoodfaith,11-18,Copyright2014PearsonEducation,Inc.,18,ImportanceofProtocolinInterculturalNegotiations,Threeprotocoltypes:TribalCollectivePluralistAllculturessharetheneedforhonesty,courage,respectforhumandignity,fairness,andlove;however,thesehavedifferentmeaningsindifferentcultures.Realityisnotalwaysthesameineveryculture.,11-19,Copyright2014PearsonEducation,Inc.,19,Groupvs.IndividualOrientation,GrouporientationYouridentitybelongstothegroupDecisionsreachedbyconsensusContractsareflexibleIndividualorientationYouridentitybelongstoyouDecisionscanbemadebyindividualsContractsareinflexible,11-20,Copyright2014PearsonEducation,Inc.,20,Face-to-FaceStrategies,Negotiatinginpersonratherthanthroughthemail,fax,telephone,telegraph,lawyers,orotherintermediariesFace-to-facenegotiatorsbehaviorsIrritatorsCounterproposalsArgumentdilutionReviewingthenegotiation,11-21,Copyright2014PearsonEducation,Inc.,21,RoleofMedia,Mediamaysupportorteardown.Mediaisaculturewithculturalbiases.Mediamemberstendtohaveastereotypicalviewofbusiness.MediaseeotherculturesthroughthebiasoftheU.S.perceptualgrid.Advertisersusemediatogetdollars.Moviespromotestereotypes.,11-22,Copyright2014PearsonEducation,Inc.,22,PersonalConstructs,AnindividualsbeliefsystemandattitudesDifferswithinacultureaswellasbetweenculturesExpectationsbasedonlearnedlifeexperiencesAdaptabilityisimportanttosuccessAdages“Birdsofafeatherflocktogether”“WheninRome,doastheRomansdo”,11-23,Copyright2014PearsonEducation,Inc.,23,NegotiationtakesplacewithinthecontextoftheFourCs:,CommonInteresteachpartyhassomethingtheotherwantsConflictingInterests-includepayment,distribution,profits,contractualresponsibilities,andqualityCompromiseareasofdisagreementCriteriaconditionsunderwhichthenegotiationstakeplace,11-24,Copyright2014PearsonEducation,Inc.,24,Mindsets,Mindsetsarecontrolledbylanguageandculture.Acknowledgethattheothersideisalsohavingmindsetdifficultiesinthenegotiation.Peoplecanaltertheirstrategiesbasedupontheirfirst-handknowledgeandadaptability.,11-25,Copyright2014PearsonEducation,Inc.,25,U.S.Negotiators,FocusedoncompletingthedealProfitorientedanddirectPersonalrelationshipswiththosewithwhomtheyarenegotiatingareunimportantWorkduringmeals,golf,atanytimeTendtobeinformalIndividuallyoriented,11-26,Brazil,Braziliansareratheremotional;theyareanonconfrontationalandface-savingculture.Theirnegotiationstyleisindirect.Braziliansarearisk-averseculture;theymayrevealaplay-it-safeattitudeduringnegotiations.Braziliansareflexiblewhenitcomestosolvingproblemsandlookforwaystoreacharesolution.,Copyright2014PearsonEducation,Inc.,26,11-27,Copyright2014PearsonEducation,Inc.,27,Canada,Twogroups:theAnglophonesandtheFrancophonesWellinformedandanalyticalSenseofself-determinationTrustisanimportantcomponentIndividuallyorientedMixtureoftribalandpluralistic,11-28,Copyright2014PearsonEducation,Inc.,28,China,Chinesewantawin-winstrategy.Harmonyisimportant.Neutralsiteispreferred.Teammembersneedtobematchedonbothsides.Relationshipbuildingisessential.TheChinesearegrouporientedandpreferface-to-facenegotiations.,11-29,Copyright2014PearsonEducation,Inc.,29,UnitedKingdom,Objective,matteroffactaboutnegotiationsTendtounderstatetheirpositionIndividualisticbutcompanypolicyfollowedwithoutquestionRelationshipsnotnecessaryVerydeadlineoriented,11-30,Copyright2014PearsonEducation,Inc.,30,France,Frenchwouldexpectnegotiatorstohavethecorrectsocialandeducationalbackgroundandtheauthoritytomakedecisions.Arelationshipwillhelpnegotiations.Frenchenjoydebates,theyareindirect.Qualityismoreimportantthanspeed.TheFrenchareindividualisticandpreferface-to-facenegotiations.Mealtimeisnotatimetotalkbusiness.,11-31,Copyright2014PearsonEducation,Inc.,31,Germany,PermanentandstringentcontractsNo-nonsensenegotiatorsRelationshipsnotnecessaryIndividualisticandpreferface-to-facenegotiations,11-32,Copyright2014PearsonEducation,Inc.,32,Japan