TAILIEUCHUNG - Chapter 10: Taking Negotiation Talents Global
During socialization, individuals pickup knowledge, ideas, values, beliefs, phobias, and anxieties of their society | Taking Negotiation Talents Global Chapter 10 Outline Importance of Culture Global Mind-Set Establishing Trust Collectivism vs. Individualism Cultural Dimensions Importance of Manners – Etiquette Role of Emotion Familiarity of Culture Rules for Cross-Cultural Negotiation Importance of Culture Patterns of personality exist for groups sharing a common culture During socialization, individuals pick-up knowledge, ideas, values, beliefs, phobias, and anxieties of their society Most cultural norms are absorbed subconsciously Cross-cultural negotiations require extensive intelligence gathering and flexibility Global Mind-Set Importance of Patience Cross-cultural agreements typically take longer Time may not be linear – but polychronic or circular with no beginning nor end Identify types of strategies or tactics that may be utilized in various cultures Establishing Trust Negotiation Processes Nontask Sounding (rapport) Task-related Information Exchange Persuasion, compromise Concession & Agreement Collectivist vs. Individualist Collectivism – group solidarity, loyalty and interdependence among members (. Asian & Latin American cultures) Individualism – independence is valued along with attention to detail and control (. US, UK) Cultural Dimensions Cultural dimensions may impinge on the decision processes of negotiators Masculinity-femininity Uncertainty avoidance Power distance Individualism Masculinity - Femininity Masculine cultures value assertiveness, independence, task orientation and self-achievement Feminine cultures value cooperation, nurturing, relationships and quality of life More masculine cultures (. Japan, Latin America, Austria) may pursue a win-lose negotiating approach Uncertainty Avoidance Level of discomfort felt in the face of risk and ambiguous, uncertain situations Cultures who are comfortable with risk require less information, have fewer people involved in decision making and act more quickly (. US) Power Distance Acceptance of authority differences among people High power distance cultures are status conscious and respectful of age and seniority Lower power-distance orientations greater tendency to make decisions in a consultative style Individualistic Cultures Value independence of thinking and focus on task issues over relationship Goals of self-actualization and self-motivation are valued People speak for themselves Collectivist cultures value saving face, protecting their groups Importance of Manners - Etiquette Engage in intelligence gathering to uncover the required or expected etiquette of your negotiation counterpart as dictated by social norms or culture Gift giving Presenting business cards Learn phrases or words in their language Role of Emotion Emotional states affect how we interpret actions of others and how we process information Non-verbal cues or responses may not be interpreted similarly in all cultures Familiarity of Culture Low cultural familiarity – employ an agent, advisor or mediator Moderate cultural familiarity – adapt to another’s culture and arrange a blend of both High cultural familiarity – negotiator can unilaterally adopt the other side’s culture (do as the Roman’s do) Transcend cultural boundaries Act more as individuals Create effect symphony Rules for Cross-Cultural Negotiation Gather intelligence – learn as much as possible Prepare for differences about time, punctuality, and logical process Relationships are important Don’t seek compromise as the answer to impasse automatically Hire a skilled interpreter and practice with them Establish credibility but do not boast Be patient Prepare, prepare, prepare If misunderstandings occur, slow down. Seek to find common ground and utilize framing Utilize the various negotiation strategies to achieve win-win outcomes
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