跨文化商务谈判中的冲突管理

PAGEPAGEiiiAbstractWiththedevelopmentofglobalization,therehavebeenincreasingbusinesscommunications,whichgivesrisetomorebusinessnegotiationsintheinterculturalcontext.Intheinterculturalbusinessnegotiations,itisimportanttodealwithconflictsappropriately,andthesuccessofwhich,toalargeextent,dependsonagoodunderstandingoftheculturaldifferencesthatmaybeinvolvedinthenegotiationprocesses.Thisthesis,basedonabriefreviewontheconceptsrelatingtoconflictsininterculturalbusinessnegotiation,providesaninsightfulanalysisoftheimpactsofculturaldifferencesoninternationalbusinessnegotiations,andsuggestshowtodealwiththeseconflictseffectivelytoensurethesuccessofnegotiations.Keywords:businessnegotiation;conflict;intercultural;solutions摘要随着全球化的发展，商务往来日益频繁，从而导致了更多的跨文化商务谈判产生。在跨文化商务谈判中，对于冲突的妥善处理非常重要。在这一过程中，谈判的成功很大程度上有赖于对文化差异的充分了解。本文基于对国际商务谈判冲突的相关概念的讨论，分析了文化差异对国际商务谈判的影响，并对如何应对冲突以确保谈判成功提出了解决的建议。关键词：商务谈判冲突跨文化解决方案

AcknowledgementsMythesis“OnConflictManagementinInterculturalBusinessNegotiation”hasdrawnupontheadvice,encouragementandsupportfrommypeople.Firstandforemost,mysincerethanksshouldgotoXuYuan,whohasbeenprovidingmewithtechnicalguidanceandassistancestepbystepthroughoutthewholeprocessofthesiswriting.TheexistenceofthisthesisowesmuchtoXu’sselflessness,wisdom,timeandpatience.Iwouldalsoattributethecompletionofthisthesistomyteachers,colleaguesandclassmates,whoseinstructionsonthesiswritinghashelpedlayagoodfoundationfortheconstructionofthisthesis.I,too,owemygratitudetomyparents,whohavecontributedinsomewaytotherefinementandaccomplishmentofthisthesis.IalsofeelindebtedtotheauthorslistedintheReferences,fromwhoseworksIhavedrawnagreatdealofinspirationandideas.Finally,Iwouldliketorecognizethecontributionsofmanypeoplewhohavehelpedmebutnotbeenadequatelyacknowledgedhere.

ContentsAbstract…………………….iAcknowledgements………………………..iiContents…………………..iiiIntroduction…………..1BasicConcepts………………………..2ConflictandConflictManagementStyles……..2ConflictandBusinessNegotiation……………..3ConflictManagementintheInterculturalContext……………..4ImpactsofCulturalDifferencesonInterculturalBusinessNegotiation……………..4RelationshipsWithPeopleFromOtherCultures……………….4CommunicationStyles………….5DecisionMakingProcesses…………………….5SuggestionsforConflictManagementinInterculturalBusinessNegotiation………..6EnhancingInterculturalAwareness……………..7ToleratingCulturalDifferences………………..8GraspingCommunicationSkills………………..8Conclusion…………..10References………………..11OnConflictManagementinInterculturalBusinessNegotiationIntroductionWiththetrendofglobalization,businessesareinevitablyinvolvedintoallkindsofbusinessactivitiesworldwide.Asaresult,suchbusinessactivitiesasnegotiationandmarketingbetweencompaniesfromdifferentcultureshavebecomemoreandmorefrequent.Amongallofthoseactivities,businessnegotiationisundoubtedlythemostessentialone,fromatrainednegotiatoractingonbehalfofaparticularorganizationorpositioninaformalsetting,toaninformalnegotiationbetweenfriends.Justlikeanyothersituation,therulesforthepolitewaytohandleproblemsarespecifictoaparticularculture.Thewaythatdifferentculturesdealwithconflictislargelybasedonthecontextoftheculture.Whatanegotiationisdesignedtoaccomplishmaybeseendifferentlybydifferentgroupsofpeople.Duetotheculturalinfluencestothevalue,attitudeandbehaviorofthenegotiators,theinterculturalbusinessactivitiesareusuallymorecomplexanddifficultthanthedomesticones.Interculturalnegotiationinvolvesdiscussionsofcommonandconflictinginterestsbetweenpersonsofdifferentculturalbackgroundswhoworktoreachanagreementofmutualbenefit.Thatistosay,interculturalnegotiationsarenegotiationswherethenegotiatingpartiesbelongtodifferentculturesanddonotsharethesamewaysofthinking,speaking,feeling,andbehavior.Thenegotiationprocessisgenerallymorecomplexbecauseculturalnormsmayundermineeffectivecommunicationandevenconflicts.Besides,withtheprocessofeconomicglobalization,especiallytheincreasingofglobaltrade,itisunavoidablethatdifferentcultureswillmeet,conflict,andblendtogether.Thus,howtomakeeffectiveconflictmanagementininterculturalbusinessnegotiationisakeypointthatmanagersallaroundtheworldcareabout.Thisthesisfallsintothreeparts.PartOneputsforwardanoverviewofthebasicconceptsrelatingtoconflictsininterculturalbusinessnegotiation.PartTwoidentifiestheimpactsofculturaldifferencesoninterculturalbusinessnegotiation.PartThreeprovidessomesuggestionsondealingwithconflictsininterculturalbusinessnegotiation.BasicConceptsConflictandConflictManagementStylesTheterm“conflict”coversdifferentsituationsfromoneculturetoanother.Pruittdefinesitasa“perceiveddivergenceofinterestorabeliefthattheparties’currentaspirationscannotbeachievedsimultaneously(1986,p.32).”Thisdefinitionislabeledas“anysituationinwhichoneactorisperceivedasbeingunabletoreachhisorhergoalsbecauseofanother(Chew,2001,p.124).”TheChineseunderstandingofconflictconveysahighlevelofantagonismandthusisalreadyquitefarfromasituationwherethereisonlya“perceiveddivergence”.Themostcommonacceptationis“fighting”or“struggling”.Itisanencounterbetweencontraryelementsthatstronglyopposeeachother.AccordingtoTingToomey(2001,p.126),conflictstylereferstopatternedresponsestoconflictinavarietyofconflictsituations.Findingsinmanypreviousstudiesindicatethatpeopledisplayconsistentstylesacrossavarietyofconflictsituationsindifferentconditionsanddifferentcultures.Conflictstyleislearnedwithintheprimarysocializationprocessofone’sownculturalorone’sownethicgroup.Inanattempttobetterunderstandhowpeopledealwithconflict,ThomasandKilmanndevelopedtheConflictModeInstrumentin1974.Theirmodeldetailsthefivemajorwaysindividualsrespondtoconflict.Competing:Thosewhouseacompetingnegotiationstyleareoftenassertiveandunwillingtocooperate.Accommodating:Individualswhouseanaccommodatingnegotiationstyletendtobepassiveastheyseekcooperation.Avoiding:Avoidingisakindofstyleinwhichneitherassertivenessnorcooperationtakesplace.Collaborating:Thosewhocollaboratearebothassertiveandcooperative;theyaretheexactoppositeofavoiders.Compromising:Betweencompetingandaccommodatingisthecompromisingstyle.Eachofthefiveconflictstylesproducesdifferenteffectsonthenegotiationprocessanditsoutcomes.AccordingtoBaiYuan(2002)whocombineseachofthefivestyleswithanegotiationmode,competingstylenegotiatorstendtousehigh-pressuremethodsuchasdeadlines,ultimatumsandsanctions.Theyshowlittleconcerntoother’sinterestsandforcetheotherpartytosurrendertotheirdemands.Asforthosewhousethecollaboratingmethod,cooperationisanoutstandingfeatureintheirnegotiatingactivities.Theyshowconcernsandunderstandingstobothparties’interests,difficultiesandsatisfactions,whichexplainthereasonwhytheycanshareinformation,trustothersandofferassistancetoeachother;seekingmiddlegroundisthecompromisingstyle.Thosewhousethisstylecooperatewithothersonsomeitemsbutrefusetocollaborateonothers.Theytreatassistance,informationandtrustascommodities;hencetheylookforcompromisewithothers.“Iwon’tgiveyouanythingunlessyoucanprovidemewithwhatIwant”wouldbeatypicalstatementifusingacompromisingstyle.Thosewhoutilizetheavoidingstyleareneverwillingtocooperatewithothersnordotheystatetheirconsentorobjectionopenly.Insteadtheypassivelyresistoftenbyfindingexcuses,changingtopicsorleavingconflictunsolved.Peoplewhousetheaccommodatingstylearetheoppositeextremeofthosewhousethecompetingstyle.Theyhabituallycatertoother’sdesiresandrequests.Harmonyistheirmotto.Theyavoidhurtingfeelings,damagingrelationshipsanddisturbingapeacefulatmosphere,andtheytrytobeveryhelpfulandareconcernedabouttheothers’ideas.ConflictandBusinessNegotiationAccordingtoBaiYuaninInternationalBusinessNegotiationTheoryandCaseSimulation,theconceptionofconflictinthecontextofbusinessnegotiationconsistsofthreepoints.First,partiesinconflictsareinterdependent,whichmeansthereisarelationshipbetweenthepartiesdevelopedbyinterrelatedinterestsandconcerns.Therewouldbenoconflictifthepartieswerenotinterrelatedandhadnothingtodowitheachother.Second,bothdifferentandcommoninterestscoexist,becauseiftherewereonlycontradictionsandnocommoninterests,negotiationswouldbegroundlessandhopeless.Third,partiesinaconflictwillnaturallyfightfortheirowninterestsandmakeeveryefforttogainmorefromtheotherside;asaresultitwouldblockeachother’sabilitytosatisfytheirinterests(2002,p.4).”ConflictManagementintheInterculturalContextCultureusuallyisseenasmanners,traditionsandcustoms.Generalizedspeaking,cultureisthetotalofbothmaterialwealthandmentalwealthduringtheprocessofhumansocietypractice.Whilebusinesscultureemergesandformedfromlongtimelineoperationpractice,whichadmittedandcompliedbythewholestaff,itisthesoulofenterprise,pushforwardtheenterprisecontinueddeveloping.Withtherapiddevelopmentofeconomicglobalization,theabilitytocommunicate,negotiateandeffectivelyworkwithpeoplefromotherculturesisvitaltointerculturalbusiness.Beinganidealinterculturalbusinessnegotiatorinvolveslearningthenorms,customs,valuesandbeliefsofanotherculture.Thereisnoone“right”cultureandbecauseofthisthereshouldn’tbeexpectationsforoneculturetocompletelyconformtoanother.Differentcountrieshavedifferentcustoms,values,beliefsandhabits.Interculturalbusinessesisexpanding,Manycompaniesaregoingglobal.Employment,sales,management,marketingexploitandnegotiate,atthesametimeitisunavoidabletocontactingwithvariousculturesanddealingwithdifferentproblemsacrossinterculturalenvironment.Misunderstandingscanoccurwhenemployeesarenotknowledgeableoninterculturaldifferences.Thesemisunderstandingscanresultinpooremployeemoral,lowworkefficiencyandevenbogdown.ImpactsofCulturalDifferencesonInterculturalBusinessNegotiationRelationshipsWithPeopleFromOtherCulturesRelationshipsarepowerful.Ourone-to-oneconnectionswitheachotherarethefoundationforcooperation.Buildingrelationshipswithpeoplefromdifferentculturesisakeyinbuildingdiversecommunitiesthatarepowerfulenoughtoachievesignificantgoals.Whetheryouwanttobringqualityhealthcareintoyourcommunitiesorpromotenegotiationdevelopment,thereisagoodchanceyouwillneedtoworkwithpeoplefromseveraldifferentracial,language,ethnic,oreconomicgroups.AmericanscholarEBTylorthink,cultureisakindofcomplexintegration.Interculturaldifferencesarethekeyfactorwhichinfluencedculturalcommunication.Atthesametime,astheinterculturalcommunicationbarrierscausesomeconflicts;letmoreexpertstopayattentiontothestudyofculturaldifferences.Culturaldifferencesmainlyexpressedin:Language;Thinkingway;Values;Custom;Legalnorms,etc.Inordertoworkwithpeoplefromdifferentculturalgroupseffectively,youwillneedtobuildsturdyandcaringrelationshipsbasedontrust,understanding,andsharedgoals.Trustingrelationshipsarethegluethatholdspeopletogetherastheyworkonacommonproblem.Aspeopleworkonchallengingproblems,theywillhavetohangintheretogetherwhennegotiationgetshard.CommunicationStylesDifferentcultureshavedifferentnormsaboutcommunicationstylesinnegotiation.Broadlyspeaking,insomeculturesthenormsfavordirectcommunicationwhereasinothercultures,peoplecommunicateinanindirect,discreetfashion.Theindirect-directcommunicationdimensionhasadirectimplicationforhowmuchpeopleshouldrelyoncontextualcues.Culturesthatvaluegettingtothepointquicklywithoutmincingwordsaredirectcommunicators.Inthistypeofinteraction,thetruthishighlyvaluedwithaconcernforpeople'sfeelingstakingabacksettotheconveyanceofinformation.Whileindirectcommunicatorsvaluetheideaofsavingfaceandmaintainingharmony,directcommunicatorsarenotafraidtousecriticismandconfrontationallanguage.AfricanAmericans,NorthernEuropeansandEuropeanAmericansaredirectcommunicators.Indirectcommunicatorsrelyonimplicationandsuggestiontoexplainideas,withanemphasisplacedonsavingface.Instarkcontrasttodirectcommunicators,silenceinaconversationiscommonandappreciated.Culturesthatembraceindirectcommunicationbelievethatinterruptinganotherspeakershouldbeavoided.NativeAmericansandAsianculturesconsideradirectcommunicationstyleinappropriateandevenrude.DecisionMakingProcessesTherearemanydifferentwaysinwhichindividualscometoadecision,buttherearealsodifferencesindecisionstylesbetweencultures.Companies,managerialsystemsandgovernmentsmakedecisionsdifferentlyindifferentcultures.Itisimportanttounderstandandrespecttheseculturaldifferencesindecisionstylesinordertofosterpositivecross-culturalcommunication.IntheUnitedStates,peopleoftenmakedecisionsbytakingavote,andthemajorityrules.Onthesmallestlevels,Americancultureoperatesondebateanddiscussionbetweenopposingpartiesthatleadstodemocraticdecision-making.Evenschoolchildrenareoftenaskedtovoteonanidea,makingadecisionbymajority.Americansalsotendtoutilizeahierarchy,wherebysomeoneinamanagementpositioncanoccasionallyoverrulethevoteormakeadecisionwithoutconsultingateam.InChina,managerstendtobemorehierarchicalintheirdecision-makingprocesses.Theytendnottoaskemployeesfortheirideas,buttomakethedecisionsthemselves.AstudybyMarisG.Martinsons(2007)showedthatthepowerdistancebetweenemployerandemployeeissignificantlylargerinChinathanitisineitherAmericanorJapanesemanagerialsystems.TheresearchersfoundthatChinesemanagersvaluediscretionandautonomyindecisionmaking,choosingtodisregardadvicefromothersinlightoftheirknowledgeandpersonalexperience.AccordingtoMartinsonsandDavison(2007,p.291),“TheChinesetypicallyseektomaintainsocialorderthroughaharmony-within-hierarchyarrangement.”SuggestionsforConflictManagementinInterculturalBusinessNegotiationEnhancingInterculturalAwarenessInterculturalawarenessincludestheknowledgeofvalue,beliefsandworldviewsofone’sownandother’scultures.Peopleunderstandnotonlythedifferencebetweenonecultureandanotherbutalsoshowthesinceritytoacknowledge,respect,andacceptdiscovereddifferences.Negotiatorsareeasilyledintoattitudesofculturalbias.Theonlywaytoovercomethatbiasistocreateawarenessofone’sownculturalsystembyunderstandinghowotherpeoplebehaveinanothersystem.Remember:Membersofcollectivistic,high-contextcultureshaveconcernsformutualfaceandinclusionthatleadthemtomanageconflictwithanotherpersonbyavoiding,obliging,orcompromising.Becauseofconcernsforself-faceandautonomy,peoplefromindividualistic,low-contextculturesmanagesconflictbydominatingorthroughproblemsolving.Tobecomeaqualifiedandeffectiveinterculturalnegotiator,peoplemayutilizebooks,newspapers,TVorinternettolearnmoreabouttheotherside’sculture.Moviesandvideosarealsosuitablemediaforthemtoaccumulatemoreculturalknowledge.Duringanegotiatingprocess,theyshoulduseflexiblepersuasiontechniques.Inaword,everyinterculturalnegotiatorshouldrememberthathavingafundofknowledgeaboutanotherculturecanhelphimorherbetterdecidewhatisappropriateandinappropriatebehavior.JustlikeConfuciussays:“Theessenceofknowledgeis,havingit,toapplyit”.Theinterculturalnegotiatorsshoulddoboth:haveaccurateknowledgeandapplyit.UnderstandingCulturalDifferencesSinceculturedoesmattermuchininterculturalnegotiations,thefirststepistohaveagoodunderstandingofcultures,notonlyyourownbutalsoyouropponent’s.Preparethatbystudyingyouropponent’sculture,includinghistory,politics,economicenvironment,andcustomortaboos.Recognizethatculturaldifferencesdoexistandthenlearntoacceptthat.Differentculturesemploydifferentwaysofdoingbusiness.Fromgiftgivingtolawyerusedinnegotiation,eachculturehasitsuniquemeasurethatguidesthenegotiatingprocess.Keepanopenmindtoit.Therefore,tobeaneffectivenegotiator,oneshouldrecognizeandacceptthedifferences,andrespecttheopponent’sculture.Toknow,bewareof,respectandacceptthecultureoftheothersidewillgreatlycontributetoasmoothnegotiationprocess.ToleratingCulturalDifferencesAsnotedearlier,negotiatingdomesticallyisnoteasy,needlesstosayinterculturalnegotiationthatinvolvespeoplefromdifferentcultures.Beingpatientisoneofthecharacteristicsforagoodnegotiator.Duringthenegotiationprocess,negotiatorsneedtopracticepatienceinmanyaspects.Firstofall,preparationbeforetheface-to-facenegotiationwillbecriticalifonewantstogosmoothlyinnegotiation.Goodpreparationmaybehalfdone.Thus,beingpatientisneededevenbeforetherealnegotiationstarts.Besides,peoplefromdifferentculturesconductbusinessatdifferentpace.Forinstance,Americansalwaysseemtobeinahurryintheeyesofforeigners.Theyprefertogetdowntobusinessdirectlyatthebeginningofnegotiation.Somecultures,likeJapaneseandChinese,relymoreonharmoniousrelationship,soconsiderabletimeisspentinbuildingrelationshipswiththeopponent,notdiscussingbusinessatfirst.ItisnotsurprisedthatJapaneseflexiblyusestallingstrategies,suchassilence,longpauseandlittleresponse.Donottrytoreachanagreementregardlessofthevalueofconcessions.Donotcreateanyself-imposeddeadlinesonlytotakehomeasignedcontract.Furthermore,someculturesregardsingingacontractasnottheterminationofnegotiationbutabeginningofalong-termbusinessrelationship.Theydonotmindresumingthenegotiationifanyproblemsoccurafteracontractissigned.Inanycase,negotiationshouldnotberushed,anythingthatreflectsimpatience,likelossoftemper,expressingcriticisminpublicwilllikelytobeasourceoftrouble.Therefore,trytobetolerantforalong-term,painstakingnegotiationwhenmeetingpeoplefromdifferentcultures.GraspingCommunicationSkillsEnglishisthelanguageofinterculturalbusinessnegotiation.AnexcellentnegotiatorshouldhaveagoodmasterofEnglish,expressinghimselfwellanddoingwellinlisteningtoothers.IfEnglishisyoursecondlanguage,youcanaskyounegotiatingpartnertospeakslowlyandrepeatthepointsyouwanttoknowclearly.Whencommunicatingwithpeoplefromanotherculture,makesurethatyourmessageiswellunderstoodbyavoidingcolloquialexpressions,slangandidioms.Ontheotherhand,negotiatorsshouldbesensitivetonon-verbalbehaviorsthatplayanimportantroleinsendingmessage.InSomecultures,suchasChineseandJapaneseputalotofweightonsilence,longpause,facialexpressions,eyecontactandthelike.Learningthesebehaviorswillhelpyoureadbetweenthelinesandcatchwhatyouropponentimplies.Finally,agoodnegotiatorneedstotoleratedirectorindirectcommunication.Knowinghowtoadjusttothedifferencecanbeproductivetoasuccessfulnegotiation.Successfulinterculturalnegotiatorsarealwayscognizantofthefactthatpeopledo,indeed,feel,thinkandbehavedifferently,whileatthesametime,theyareequallylogicalandrational.Stateddifferently,competentinterculturalnegotiatorsrecognizethedifferencesbetweenpeoplewhilesimultaneouslyappreciatingtheintrinsicrationalitybehindsuchdivergentfeelingsthoughtsandbehaviors.Thatistosay,individuals,groups,communities,organizationsandevennationstatespossessdiversevalues,beliefsandassumptionsthatmakesensefromtheirownperspective.Thus,effectiveinterculturalnegotiatorsaresensitivetothefactthateachpersonperceives,discovers,andconstructsreality—theinternalandexternalworld—invariedyetmeaningfulways.Theyunderstandthatdifferenceisnotthreatening;indeed,itispositive,solongasthedifferencesaremanagedproperly.Fornegotiatorsengagedininterculturalnegotiations,fiveskillsareexpectedasfollows.1.Empathy.Tobeabletoseetheworldasotherpeopleseeit.Tounderstandthebehaviorofothersfromtheirperspectives.2.Abilitytodemonstrateadvantagesofwhatoneproposessothatcounterpartsinthenegotiationwillbewillingtocha