Theimportanceoftheculturefactorsinbusinessnegotiation文化因素在商务谈判中的重要性

1、The importance of the culture factors in business negotiation 文化因素在商务谈判中的重要性【摘 要】随着经济全球化的趋势、国际商务活动的日益频繁，越来越显示出对多元文化 理解的必要性和跨文化谈判能力的重要性。 商务谈判中的文化因素引起了人们越来越多的关 注。无庸置疑，在跨文化的商务谈判中，除了基本的谈判技巧、理解不同地区的文化因素、 认识文化差异外， 还要采取相应的策略和不断调整自己的谈判风格， 这样将对成功的商务谈 判起到至关重要的作用。【关键词】文化 因素 商务谈判I.IntroductionWith the emergence

2、 of economic globalization and China esn try into WTO, international business becomes increasingly intercultural. As international business relations grow, so does the frequency of business negotiations among people from different countries and cultures that can create considerable challenges for bu

3、siness representatives unfamiliar with the cultures of different groups. So the intercultural approach to international business negotiation has attracted increasing academic attention. Negotiations can easily break down because of a lack of understanding of the cultural component in the negotiation

4、 process. Therefore, to the successful negotiations, the two sides must first understand the cultural differences. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators.

5、Thus in an intercultural negotiation, in addition to the basic negotiation skills, it is important to understand the cultural differences, and to modify the negotiation style accordingly. This paper focus on the four dimensions of culture and different negotiating styles to illustrate the importance

6、 of the culture factors in business negotiation.II.Negotiation and CultureThe very definition of negotiation, in its modern sense, can vary from culture to culture. What a negotiation is designed to accomplish is seen differently by different groups of people. Before one even comes to the table, suc

7、h differences in the meaning or purpose of the negotiation affect the negotiation, as how one defines the process of negotiating is culturally determined. Some cultures see it only as an opportunity to bargain, others as the establishment of a lifetime relationship that goes beyond the occasional me

8、eting, still others as an opportunity to demonstrate their capacity for eloquence and debate. Some do not see negotiation as a process at all. For instance, Americans and Europeans tend to see negotiations as a competitive process; the Chinese and the Japanese see it as a collaborative endeavor. So

9、there are many more challenges in an intercultural environment than in a mono-cultural setting. Intercultural negotiations are negotiation where the negotiating parties belong to different cultures and do not share the same ways of thinking, feeling, and behavior. The negotiation process is generall

10、y more complex because cultural norms may undermine effective communication.III.Some Culture Factors in Business NegotiationLanguage goes beyond the spoken word, encompassing nonverbal actions and behaviors that reveal hidden clues to culture. In the negotiation process, interpersonal communication

11、is the key activity that takes place at the verbal, nonverbal, situational contextual level, and a totalcommunication system can assist the negotiator to bridge the gap between utterance and felt meaning. Three key topics-time, space, body language-offer a starting point from which negotiators can b

12、egin to acquire the understanding necessary to do business in foreign countries. Time Two different orientations to time exist across the world: monochromic and polychromic. Monochromic approaches to time are linear, sequential and involve focusing on one thing at a time. These approaches are most c

13、ommon in the European-influenced cultures of the United States, Germany, Switzerland, and the Scandinavia. Japanese people also tend toward this end of the time continuum. Polychromic orientations to time involve working on several activities simultaneously. The time it takes to complete an interact

14、ion is elastic, and more important than any schedule. This orientation is most common in Mediterranean and Latin cultures including France, Italy, Greece, and Mexico, as well as some Eastern and African cultures. Space orientations differ across cultures. They have to do with territory, divisions be

15、tween private and public, comfortable personal distance, comfort or lack of comfort with physical touch and contact, and expectations about where and how contact will take place. For example, an American etiquette manual advises this about personal space: “ Wheny ou meet someone, don st tand too clo

16、se. An uncomfortable closeness is very annoying to the other person, so keep your physical distance, or he ll have tokeep backing off from you. A minimum of two feet away from the other person will do it. are large differences in spatial preferences according to gender, age, generation, socioeconomi

17、c class, and context. These differences vary by group, but should be considered in any exploration of space as a variable in negotiations. Body Language Body Language can be telling as it can help one determine the exact meaning of what the other side is saying and also can help you get your own mes

18、sage across. Likes and dislikes, tensions, and assessing an argument are shown by numerous signs such as blushing, contraction of facial muscles, giggling, strained laughter or simply silence. Wherever a party negotiates, the negotiator must watch and observe the other party. People will seated, lea

19、n forward if they like what you are saying or are interested in listening. They sit back with crossed arms if they do not like the message. Nervousness can manifest itself through nonverbal behavior, and blinking can be related to feeling of guilt or fear.IV.Four Dimensions of CultureAny analysis of

20、 culture is incomplete without the basic recognition of cultural differences. It has been argued that differences among cultures can be explained according to four dimensions of culture. Individualism-Collectivism In individualistic cultures the focus of one s behavior can beunashamedly self-centere

21、d. The individual can make objections, state his feelings and be openly judgmental. Success or failure is left to the individual and does not cause the same degree of shame among the group. In individualistic cultures, people tend to put tasks before relationships and to value independence highly. P

22、eople in these cultures are expected to take care of themselves and to value the needs of the individual over those of the groups, community, or society. Individualistic cultures prefer linear logic and tend to value open conflict. Members from individualistic societies expect the other side s negot

23、iators to have the ability to make decisionsunilaterally. Collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. Collectivist societies show more concern for the needs of the other party and focus more on group goals than individualistic

24、societies. Members of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations. Power Differential The idea of power differential describes the degree of deference and acceptance of unequal power between people. Cultures where

25、 there is a comfort with high power differential are those where some people are considered superior to others because of their social status, gender, race, age, education, birthright, personal achievements, family background or other factors. Cultures with low power differential tend to assume equa

26、lity among people, and focus more on earned status than ascribed status. Generally speaking, the more unequally wealth is distributed, the bigger will be the power differential in any national setting. National cultures with a high power differential include Arabian countries, Malaysia, the Philippi

27、nes, Mexico, Indonesia, and India. Negotiators from these countries tend to be comfortable with: hierarchical structures; clear authority figures; the right to use power with discretion. Countries with a low power differential include U.S., Austria, Denmark, Israel, New Zealand, Ireland, Sweden, Nor

28、way, Finland, Switzerland, Britain, and Germany. Negotiators from these countries tend to be comfortable with ： democratic structures and flat organizational hierarchies; shared authority; the right to use power only in limited circumstances and for legitimate purposes. The idea of uncertainty avoid

29、ance has to do with the way cultures relate to uncertainty and ambiguity, and, how well they may adapt to changes. In general, countries that show the most discomfort with ambiguity and uncertainty include Muslim countries and traditional African countries, where high value is placed on conformity a

30、nd safety, risk avoidance, and reliance on formal rules and rituals. Trust tends to be vested only in family and close friends. It may be difficult for outside negotiators to establish relationships of confidence and trust with members of these cultures. The United States, Scandinavia, and Singapore

31、 are identified as having a higher tolerance for uncertainty. Members of these cultures tend to value risk-taking, problem-solving, flat organizational structures, and tolerance for ambiguity. It may be easier for outsiders to establish trusting relationships with negotiating partners in these cultu

32、ral contexts. Masculinity-Femininity The terms masculinity and femininity are used to refer to the degree to which a culture values assertiveness or nurturing and social support. The terms also refer to the degree to which socially prescribed roles operate for men and women. Countries and regions su

33、ch as Japan and Latin America are rated as preferring values of assertiveness, task-orientation, and achievement. In these cultures, there tend to be more rigid gender roles and “ livet o work ” orientations. In countries and regions rated feminine, such as Scandinavia, Thailand, and Portugal, value

34、s of cooperation, nurturing, relationship and solidarity with those less fortunate prevail, and the moral belief is more one of “work to live ”O.f course, it is important to remember that associations with gender vary greatly across cultures, so that elements considered masculine in one culture migh

35、t be considered feminine in another. Negotiators may find it useful to consider the way gender roles play out in the cultural contexts of their negotiating partners.V.Negotiating StyleIt must be emphasized that there is no one right approach to negotiations. There are only effective and less effecti

36、ve approaches and these vary according to many contextual factors. As negotiators understand that their counterparts may be seeing things very differently,they will be less likely to make negative judgments and more likely to make progress in negotiations. The research and observations by most schol

37、ars indicate fairly clearly that negotiation practices differ from culture to culture and that culture can influence“-tnheg woatiay tpinegr ssotynlse from ”different cultures conduct themselves in negotiating sessions. For example, U.S. negotiators tend to rely on individualist values, imagining sel

38、f and other as autonomous, independent, and self-reliant. This does not mean that they dont consult, but the tendency to see self as separaterather than as a member of a web or network means that more independent initiatives may betaken. American negotiators tend to be competitive in their approach

39、to negotiations, including coming to the table with a fallback position but beginning with an unrealistic offer. Therefore，American negotiators often act in an impersonal way- “ businessis business ”is their maxim. Besides, American negotiators are always mission-driven-anxious to bring parties conc

40、erned into agreement, and they have little interest in building up any relationship. Furthermore, American negotiators like to be openly challenged for the negotiation, and they think it is quite normal if they run into any conflict with any party concerned. Chinese negotiators also look forward to

41、long-term partnership. Unlike America negotiators, they are not in a hurry to push for an agreement. Generally there is a slow start to “warm up ”, and then it is followed by some tentative suggestions. Like their Japanese counterparts, Chinese negotiators do not expect any open conflict for whateve

42、r reasons, and they are trying to“sav sei dfaecse. Th”e C fhoirn beoseth are reservedand known for their hospitality and good manners. The Chinese consider mutual relationships and trust very important. Therefore, time will be spent in the beginning enjoying tea and social talk.However, they are som

43、e of the toughest negotiators in the eyes of foreign negotiators. Technical competence of negotiators is necessary, and a non-condescending attitude is important because the Chinese research their opponents thoroughly to gain a competitive advantage during negotiation. Nothing is final until it is s

44、igned; and they prefer to use an intermediary. The Chinese delegation will be large. They rarely use lawyers, and interpreters may have inadequate language skills and experience. Although Chinese negotiators imply that there is no compromise or third choice, in reality there is ample room for compro

45、mise. Even as different approaches to negotiation across national cultures are identified, change is constant. International business culture tends to privilege Western approaches to negotiation, centering on problem-solving and linear communication, as do many settings. As Western norms are balance

46、d with Eastern values, and local traditions are balanced with regional and national approaches, negotiation practices continue their global evolution. Culture can influence the way in which persons perceive and approach certain key elements in the negotiating process. Knowledge of these cultural dif

47、ferences may help negotiators to better understand and interpret their counterpart negso tiating behavior and to find ways to bridge gaps created by cultural differences. Equally important, professional and occupational culture may be as important as national culture in shaping a person nse gotiatin

48、g style and attitudes toward the negotiation process. If true, negotiators should at least note two important implications. First, practitioners need to take into account professional culture, as well as national culture, in their studies and analysis of the impact of culture on negotiating table, n

49、egotiators from different cultures but with similar occupational or professional backgrounds might seek to the elements of their professional culture in trying to bridge the cultural gap between them.VI.ConclusionThere has been much research in the field of negotiation, and there is fortunately now

50、a good deal of information around that can guide us in our quest to become better negotiators. Most likely, as with many of the other skills mentioned in the paper, we have to learn how to negotiate through trial and error. Most likely, we have developed particular individual styles that we are comf

51、ortable with. However, research has shown that there are certain ways of negotiating that are simply more productive than others. Most important to us here, perhaps, is the fact that the research on effective versus less effective international negotiation styles seems to support certain aspects of

52、the way some cultures negotiate, while discouraging other aspects. Negotiators as members of society are led easily into attitudes of cultural bias. The only way to overcome that bias is to create awarenessHarvard Business Review, 61, 160-169 1William Stallings; with a communications M.Prentice Hall

53、, c2001.M.McGraw-Hill, c2003. 1 21 2 Uncertainty Avoidance 生命列车1. 不久以前，我读了一本 书。书中把人生比作一次 旅行。2. 人生一世， 就好比是一次 搭车旅行， 要经历无数次 上车、下车 ; 时常有事故 发生 ; 有时是意外惊喜， 有时却是刻骨铭心的悲 伤 3. 降生人世， 我们就坐上了 生命列车。 我们以为我们 最先见到的那两个人 -我们的父母，会在人 生旅途中一直陪伴着我 们。4. 很遗憾，事实并非如此。 他们会在某个车站下车， 留下我们，孤独无助。他of one s own cultural system by under

54、standing how other people behave in another system. T he negotiator, from his knowledge of his opponent cusl ture and his sensitivity to it, can adapt his behavior to the situation and serve the interests of the interaction. The more and better the communication, the greater the amount of informatio

55、n shared or extracted, and the greater the build-up of trust, the more likely is the possibility of creating the satisfaction that negotiators are exchanging at the end of the day. In order to be effective the negotiators operate as detectives searching for clues to the values and interests of their

56、 counterparts. They avoid assumptions about partner concerns： they look for what does matter to the partner rather than what should matter. In short, they must be careful not to allow cultural stereotypes to determine his or her relations with local businesspersons.Notes1Graham.J.& Herberger,R.(1983

57、). Negotiators Abroad Don t Shoot from the Hip. References】contribution by Richard Van Slyke.Business data2Behrouz A. Forouzan with Sophia Chung Fegan. Business data communicationsThe Train Of Life1.Not long ago, I read a book, in which a man sl ife was compared to a journey.2.The life of a man is j

58、ust like a hitchhiking ， during which many times we go up and down. Now and then things will happen accidently, some of which are to be unexpected excitement ， while some heart-breaking sorrows.3.When first embraced the world， we are already on the train of life. We take it for granted that the firs

59、t two persons, our parents, whom we are encountered with, will accompany us all the way.4.Sadly， things do not go on as we thought.Our parents will get off the train at a certain station，leaving us, bereft and helpless.Their love and们的爱、他们的情、他们 不可替代的陪伴， 再也无 从寻找。5.尽管如此， 还会有其他人 上车。 他们当中的一些人 将对我们有着特殊的意

60、 义。6.他们之中有我们的兄弟 姐 妹 , 有我们的亲朋好 友。我们还将会体验千古 不朽的爱情故事。7.坐同一班车的人当中， 有 的轻松旅行。8.有 的 却 带 着 深 深 的 悲 哀 还有的 , 在列 车上四处奔忙， 随时准备 帮助有需要的人 9.很多人下车后， 其他旅客 对他们的回忆历久弥 新 但是， 也有一些 人，当他们离开座位时， 却没有人察觉。10.有时候，对你来说情深义 重的旅伴却坐到了另一 节车厢。你只得远离他， 继续你的旅程。11.当然，在旅途中，你也可 以摇摇晃晃地穿过自己 的车厢，去别的车厢找 他 12.可惜，你再也无法坐在他 身旁，因为这个位置已经emotion to u