Unit-7-Cultural-Variations-in-Negotiation-Styles---副本.ppt

1、Unit 7 Cultural Variations in Negotiation Styles,Live together like brothers and do business like strangers.,Concept: may apply to the idea formed after consideration to any widely accepted of what a thing ought to be Conception: often interchangeable with concept, stresses the process of imagining

2、or formulating and often applies to a peculiar or individual idea rather than to a widely held one 构思，构想；概念，,摘自 The Merriam-Webster Dictionary of Synonyms and Antonyms,Beware of Greeks bearing gifts,Meaning Dont trust your enemies. Origin An allusion to the story of the wooden horse of Troy, used by

3、 the Greeks to trick their way into the city. It is recorded in Virgils Aeneid, Book 2, 19 BC: Do not trust the horse, Trojans. Whatever it is, I fear the Greeks even when they bring gifts.,埃涅阿斯纪（古罗马诗人维吉尔写的史诗，叙述埃涅阿斯在特洛伊沦陷后到意大利建新国的经过）,Latin American “ to a hurried demand, a leisurely reply.” personal

4、 relationship are important expressive, often involve loud exchanges, enjoy bargaining and tend to make concession slowly,Cases,Low context culture VS High context culture George Bush Lee Iacocca explicit and direct demands damaging the negotiations hard to give direct and confrontive feedback to po

5、or performance,In his book Beyond Cultures (published in 1976 by Anchor Press/Doubleday, in New York ), Hall distinguishes among cultures on the basis of the role of context in communication and classify culture patterns into high-context culture and low-context culture.,High-context Culture it may

6、be explicit or implicit; it may be general or specific.,Cultures that emphasize communication as a tool for articulating specific goals in order to accomplish them tend to look upon negotiations as a series of points to settle. Their language in negotiations is explicit and zeroes in on what has yet

7、 to be agreed.,E.g. Americans: direct like the sun and moon they end but to begin again; like the four seasons, they pass away but to return once more. 故善出奇者，无穷如天地，不竭如江河。终而复始，日月是也；死而复生，四时是也。,用兵作战，总是以正兵当敌，以奇兵取胜。所以，善于出奇制胜的人，其战术变化，就像天地万物那样无穷无尽，像江河之水那样通流不竭.,Honor,Group membership, when it is highly valu

8、ed, can impact negotiations in a number of ways. E.g. Arab countries and Korea may be motivated to gain the best advantage for the honor of their group.,Collectivist cultures very much related to a teams decision-making process (consensus-based process) lengthy discussions of the group before the ne

9、gotiationsless able to change Individualist cultures Individuals have authority to make decisions flexible and open to change,Emotion,In some high-context cultures, public display of emotion is a sign of immaturity and a potential cause of shame to the group.,Japanese negotiators will close their ey

10、es, or look down, or rest their head against their hand and shade their eyes in order to conceal an emotion such as anger. Similarly, Thais keep potentially disruptive (引起混乱的破坏性的) emotions from showing in their faces.,Koreans, Chinese, and other Asians along with Japanese and Thais have earned the d

11、escriptor inscrutable” (难以了解的, 不能预测的) from Westerners because of their learned cultural practice of avoiding a facial display of strong and disruptive emotion.,High-context cultures value harmony in human encounters, and members avoid sending any nonverbal messages that could destroy harmony.,Yet ot

12、her high-context cultures, for example in the Middle East, put a high priority on displays of emotion (although not anger) to emphasize the sincerity of the position being put forward.,In low-context cultures, a deliberate concealment of emotion is considered to be insincere or poker-faced. Members

13、of low-context cultures have learned and habitually use a large vocabulary of facial expressions that signal the emotion a speaker feels.,Silence,Silence as a nonverbal communication tool can be very effective in negotiations. In low-context cultures where ideas are explicitly encoded into words and

14、 unspoken ideas are more difficult to respond to, silence makes low-context negotiators uneasy. And it indicates a rupture has occurred, a break in the process of communicating.,Silence often means unhappiness in low-context cultures. Even when no message about unhappiness is intended, silence in lo

15、w-context cultures indicates a rupture (割裂) has occurred, a break in the process of communicating.,Negotiators from low-context cultures generally are uncomfortable with silence. They often feel responsible for starting conversation or keeping it going. They also use silence as a tactic.,High-contex

16、t cultures are comfortable with silence. e.g. Japanese speakers are comfortable with silence in negotiations and do not hurry to fill it up with speech.,2. Cultural Variations in Conducting Business,2.1 Negotiation atmosphere Americans-an attitude of economic gain, expect others to display “American

17、 professionalism”; not interested in long-term relationship; efficiency, compromise; ability; trust counterparts at the onset French-distrust counterparts in the beginning; see themselves as experienced; formal hospitality,Japanesesocialization, establish long-term relationship; rely on trust betwee

18、n the parties and implicit understanding Chinesemutual interests and friendships, socialization; expect favorable terms Middle Easterners, Brazilians and Mexicanspersonal relationship, hospitality; trust and respect; initiated with pre-negotiation social graces,2.2 Detail: Depth vs. Breadth American

19、simpersonal and mission-driven, openly challenged 1) I can handle it by myself. 2) Please call me Steve. 3) Pardon my French. 4) Lets get to the point. 5) Speak up; what do you think? 6) Lets put our cards on the table. 7) A deal is a deal.,Express individualism Make people feel relaxed by being inf

20、ormal To excuse profanity prfniti (沾污神圣不敬) To speed up decision To avoid silence To convey the expectation of honesty To indicate that the agreement will be honored,Chinese: Tea and social talk Slow start to warm up and followed by tentative suggestions Technical competence, large delegation, inadeq

21、uate interpreters, fewer lawyers Intermediary Delay, indecision,2.3 Communication style Americans: convey warmth, sincerity and confidence -ready to bargain the gender, age or social status of the negotiator can be incidental.,Chinese Large teams of varied composition tend to be used. They expect to

22、 deal with someone of authority and status. French Status is the major criterion, although ability is gaining in use. Similarity in personality and background is important.,Iranian Based on ageoldest: leader Saudis In government or business, negotiators tend to be males selected on the basis of stat

23、us (family and personal ties) and loyalty.,Japanese A team of individuals is selected on the basis status (sex, age, seniority) and knowledge. -leader: at 40, members: late 30, women rarely participating British The status and role of the negotiators are crucial.,Mexicans Negotiators are selected on

24、 the basis of status (political affiliation, relatives) and personal attributes. Middle Easterners Similar to Japanese,4. Cultural Variations in Decision-making,American Made by individuals Chinese Made authoritatively French Highly centralized,Japanese Consensus building is the norm. Mexicans Highl

25、y centralized Saudis Highly centralized but consultative,Problem-solving Process Americans view negotiations as problem-solving sessions preoccupied with the person who makes the decision and direct their proposals to him rely on rational thinking and concrete data persuasion is factual inductive,Fr

26、ench more debate than bargain less flexible long-range view conservative, safe decision maker,Japanese heavily on level expertise slow in producing conclusions, fast in implementation stick to decisions decisions based on detailed information rather than persuasion Middle Easterners intuitive-affect

27、ive, not based on reasoning,5. Form of Agreement,Negotiations are entered into only for the purpose of reaching an agreement. An agreement is an exchange of conditional promises in which each party declares that it will act in a certain way on condition that the other parties act in accordance with

28、their promises.,A win-win strategy The key to effective negotiating is to create new issues and thus increase the alternatives for each party to benefit, i.e. find a win-win alternative by which both sides can benefit.,The Example,There were two sisters arguing over the possession of an orange. One

29、sister wanted to drink the juice, the other, to use the peel in baking a cake. They agreed to cut it in half, and thereby overlooked the alternative by which both would double their benefits: one take all the peel and the other take all the juice.,Form of agreement varies from culture to culture. Th

30、ey seem to cluster around 2 categories: explicit and implicit forms. (general or specific) Explicit formsdetailed, written contracts that cover most contingencies and bind parties legally Implicit formsconsist of broad, general principles often agreed orally (See Table),Form of Agreement,6. Phases o

31、f Negotiation,Development of a relationship -openness and face ( self-respect, esteem in the west) Information exchange about the topic -ask questions and frame questions Persuasion -inclusiveness公平合理,包容 Concession and agreement -counter-concession using “if” language,III. Intercultural Negotiation

32、Guidelines,A win-win strategy The key to effective negotiating is to create new issues and thus increase the alternatives for each party to benefit, i.e. find a win-win alternative by which both sides can benefit. How a win-win solution helps both sides is exemplified in the following (Follet, 1940)

33、.,The Example,There were two sisters arguing over the possession of an orange. One sister wanted to drink the juice, the other, to use the peel in baking a cake. They agreed to cut it in half, and thereby overlooked the alternative by which both would double their benefits: one take all the peel and

34、 the other take all the juice.,This is a simple agreement without conflicting interests. Without common interests there is nothing to negotiate for, and without conflict there is nothing to negotiate about.,In short, Westerners negotiate a contract, most Orientals and Latins negotiate a relationship. The former is task-oriented, direct and to the point, emphasizing the sh