Intercultural Business Communication, 4th ed., Chaney & Martin
Chapter 11Chapter 11
Intercultural Negotiation Intercultural Negotiation ComponentsComponents
Intercultural Business Communication, 4th ed., Chaney & Martin
TopicsTopics Cross-cultural Negotiation ComponentsCross-cultural Negotiation Components Stereotypes that affect Intercultural Stereotypes that affect Intercultural
NegotiationsNegotiations Comparative Negotiation StylesComparative Negotiation Styles Characteristics of Effective NegotiatorsCharacteristics of Effective Negotiators Importance of Protocol in Intercultural Importance of Protocol in Intercultural
NegotiationsNegotiations Group vs. Individual OrientationGroup vs. Individual Orientation Face-to-face Strategies Face-to-face Strategies Role of the Media Role of the Media Personal ConstructsPersonal Constructs
Intercultural Business Communication, 4th ed., Chaney & Martin
Cross-Cultural Negotiation ComponentsCross-Cultural Negotiation Components
The players and situationThe players and situation Cultural noiseCultural noise National cultureNational culture Power and authorityPower and authority PerceptionPerception Interpreters and translatorsInterpreters and translators GenderGender EnvironmentEnvironment Relationship and substantive conflictsRelationship and substantive conflicts
Intercultural Business Communication, 4th ed., Chaney & Martin
The Players and the SituationThe Players and the Situation
Learn the background of the playersLearn the background of the players Determine expectations of negotiatorsDetermine expectations of negotiators Determine negotiating styleDetermine negotiating style Determine role negotiators have played in the Determine role negotiators have played in the
pastpast Provide an environment free of tension, Provide an environment free of tension,
conducive to exchange of ideas, and problem conducive to exchange of ideas, and problem resolutionresolution
Intercultural Business Communication, 4th ed., Chaney & Martin
Cultural NoiseCultural Noise
Anything that distracts or interferes with Anything that distracts or interferes with the messagethe message Low- or high- contextLow- or high- context Arguments emotional or logicalArguments emotional or logical Trust based on laws or friendshipTrust based on laws or friendship High or low risk takersHigh or low risk takers View of timeView of time Authoritative or consensual decision-making Authoritative or consensual decision-making
stylestyle Oral or written agreementOral or written agreement
Intercultural Business Communication, 4th ed., Chaney & Martin
National CultureNational Culture
Patterns of personalityPatterns of personality Governance structureGovernance structure Integrate negotiators’ interestsIntegrate negotiators’ interests Other cultures include: professional, social Other cultures include: professional, social
class, ethnic, regional, gender, and class, ethnic, regional, gender, and organizationalorganizational
Intercultural Business Communication, 4th ed., Chaney & Martin
Power and AuthorityPower and Authority
PowerPower is the ability to influence others is the ability to influence others AuthorityAuthority is the power to give commands is the power to give commands PowerPower has to be accepted to be meaningful has to be accepted to be meaningful Balanced authorityBalanced authority – is shared decision- – is shared decision-
makingmaking Authority advantageAuthority advantage – one partner claims – one partner claims
superior resources or superior positionsuperior resources or superior position
Intercultural Business Communication, 4th ed., Chaney & Martin
PerceptionPerception
Process used to ascribe meaning to the Process used to ascribe meaning to the environmentenvironment
Is culturally basedIs culturally based Stimuli have both physical size and socio-Stimuli have both physical size and socio-
environmental meaning; our experiences environmental meaning; our experiences determine to what stimuli we are sensitivedetermine to what stimuli we are sensitive
Intercultural Business Communication, 4th ed., Chaney & Martin
Interpreters and TranslatorsInterpreters and Translators
Language issues are key in negotiationsLanguage issues are key in negotiations Interpreters and translators slow down Interpreters and translators slow down
negotiationsnegotiations Using interpreters and translators can Using interpreters and translators can
have both positive and negative impactshave both positive and negative impacts
Intercultural Business Communication, 4th ed., Chaney & Martin
GenderGender
Use of women as negotiators; viewed Use of women as negotiators; viewed as “window dressing” in some as “window dressing” in some countries – viewed as equals in countries – viewed as equals in others.others.
Intercultural Business Communication, 4th ed., Chaney & Martin
EnvironmentEnvironment
““Home court” advantageHome court” advantage The room and furniture arrangementThe room and furniture arrangement Seating arrangementSeating arrangement
Intercultural Business Communication, 4th ed., Chaney & Martin
Relationship and Substantive ConflictsRelationship and Substantive Conflicts
Relationship conflictsRelationship conflicts are issues of long- are issues of long-term friendships or partnershipsterm friendships or partnerships
Substantive issuesSubstantive issues are use and control of are use and control of resourcesresources
Cognitive dissonanceCognitive dissonance - the psychological - the psychological conflict or anxiety that results from conflict or anxiety that results from inconsistencies between what one does inconsistencies between what one does and what one believesand what one believes
Intercultural Business Communication, 4th ed., Chaney & Martin
Stereotypes That Affect Intercultural Stereotypes That Affect Intercultural NegotiationsNegotiations
How we view ourselves is probably not How we view ourselves is probably not how the other team views us.how the other team views us.
Find out how others view your culture, Find out how others view your culture, gender, and organization.gender, and organization.
Intercultural Business Communication, 4th ed., Chaney & Martin
Comparative Negotiation StylesComparative Negotiation Styles
A successful negotiator within a culture A successful negotiator within a culture may not be successful in another culture.may not be successful in another culture.
A successful negotiator needs to be able A successful negotiator needs to be able to ascertain where the opposition is to ascertain where the opposition is coming from.coming from.
Successful negotiators need to be able to Successful negotiators need to be able to adjust their behavior appropriately.adjust their behavior appropriately.
Intercultural Business Communication, 4th ed., Chaney & Martin
Characteristics of Effective NegotiatorsCharacteristics of Effective Negotiators
Effective negotiators are Effective negotiators are observant, patient, adaptable, and good observant, patient, adaptable, and good
listenerslisteners mentally sharpmentally sharp think before they speakthink before they speak do their country homeworkdo their country homework praise what is praiseworthy and refrain from praise what is praiseworthy and refrain from
criticizing the other sidecriticizing the other side keep their promises and negotiate in good keep their promises and negotiate in good
faithfaith
Intercultural Business Communication, 4th ed., Chaney & Martin
Importance of Protocol in Intercultural Importance of Protocol in Intercultural NegotiationsNegotiations
Three protocol typesThree protocol types TribalTribal CollectiveCollective PluralistPluralist
All cultures share the need for honesty, courage, All cultures share the need for honesty, courage, respect for human dignity, fairness, and love; respect for human dignity, fairness, and love; however, these have different meanings in however, these have different meanings in different cultures.different cultures.
Reality is not always the same in every culture.Reality is not always the same in every culture.
Intercultural Business Communication, 4th ed., Chaney & Martin
Group vs. Individual OrientationGroup vs. Individual Orientation
Group orientationGroup orientation Your identity belongs to the groupYour identity belongs to the group Decisions reached by consensusDecisions reached by consensus Contracts are flexibleContracts are flexible
Individual orientationIndividual orientation Your identity belongs to youYour identity belongs to you Decisions can be made by individualsDecisions can be made by individuals Contracts are inflexibleContracts are inflexible
Intercultural Business Communication, 4th ed., Chaney & Martin
Face-to-Face StrategiesFace-to-Face Strategies
Negotiating in person rather than through Negotiating in person rather than through the mail, fax, telephone, lawyers, or other the mail, fax, telephone, lawyers, or other intermediariesintermediaries
Face-to-face negotiators’ behaviorsFace-to-face negotiators’ behaviors IrritatorsIrritators CounterproposalsCounterproposals Argument dilutionArgument dilution Reviewing the negotiationReviewing the negotiation
Intercultural Business Communication, 4th ed., Chaney & Martin
Role of the MediaRole of the Media
Media may support or tear downMedia may support or tear down Media is a culture with cultural biasesMedia is a culture with cultural biases Tend to have a stereotypical view of Tend to have a stereotypical view of
businessbusiness See other cultures through the bias of the See other cultures through the bias of the
U.S. perceptual gridU.S. perceptual grid Movies promote stereotypesMovies promote stereotypes
Intercultural Business Communication, 4th ed., Chaney & Martin
Personal ConstructsPersonal Constructs
An individual’s belief system and attitudesAn individual’s belief system and attitudes Can differ within a culture as well as between Can differ within a culture as well as between
culturescultures Expectations are based on learned life Expectations are based on learned life
experiencesexperiences Adaptability is important to successAdaptability is important to success AdagesAdages
Birds of a feather flock togetherBirds of a feather flock together They’re in America; they should act like AmericansThey’re in America; they should act like Americans When in Rome, do as the Romans doWhen in Rome, do as the Romans do
Intercultural Business Communication, 4th ed., Chaney & Martin
Negotiations - The Four CsNegotiations - The Four Cs
CommonCommon InterestInterest - each has something - each has something the other wantsthe other wants
Conflicting InterestsConflicting Interests - include payment, - include payment, distribution, profits, contractual distribution, profits, contractual responsibilities, and qualityresponsibilities, and quality
CompromiseCompromise - areas of disagreement- areas of disagreement CriteriaCriteria - conditions under which the - conditions under which the
negotiations take placenegotiations take place
Intercultural Business Communication, 4th ed., Chaney & Martin
MindsetsMindsets
Mindsets are controlled by language and Mindsets are controlled by language and culture.culture.
Realize the other side is having mindset Realize the other side is having mindset difficulties in the negotiation also.difficulties in the negotiation also.
People can alter their strategies based People can alter their strategies based upon their first-hand knowledge and upon their first-hand knowledge and adaptability. adaptability.
Intercultural Business Communication, 4th ed., Chaney & Martin
U.S. NegotiatorsU.S. Negotiators
Focused on completing the dealFocused on completing the deal Profit oriented and directProfit oriented and direct Do not need personal relationships with Do not need personal relationships with
other negotiatorsother negotiators Work during meals, golf, at any timeWork during meals, golf, at any time Tend to be informalTend to be informal Individually orientedIndividually oriented
Intercultural Business Communication, 4th ed., Chaney & Martin
CanadaCanada
Two groups: the Anglophones and the Two groups: the Anglophones and the FrancophonesFrancophones
Well informed and analyticalWell informed and analytical Sense of self-determinationSense of self-determination Trust is an important componentTrust is an important component Individually orientedIndividually oriented Mixture of tribal and pluralisticMixture of tribal and pluralistic
Intercultural Business Communication, 4th ed., Chaney & Martin
ChinaChina
The Chinese want a win-win strategyThe Chinese want a win-win strategy Harmony is importantHarmony is important Neutral site is importantNeutral site is important Team members need to be matched on Team members need to be matched on
both sidesboth sides Relationship building is importantRelationship building is important Group oriented and prefer face-to-face Group oriented and prefer face-to-face
negotiationsnegotiations
Intercultural Business Communication, 4th ed., Chaney & Martin
EnglandEngland
Objective, matter-of-fact about Objective, matter-of-fact about negotiationsnegotiations
Tend to understate their positionTend to understate their position Individualistic but company policy followed Individualistic but company policy followed
without questionwithout question Relationships not necessaryRelationships not necessary Very deadline orientedVery deadline oriented
Intercultural Business Communication, 4th ed., Chaney & Martin
FranceFrance
Negotiators should have the correct social Negotiators should have the correct social and education background and authority to and education background and authority to make decisionsmake decisions
A relationship will help negotiationsA relationship will help negotiations Enjoy debates; are indirectEnjoy debates; are indirect Quality more important than speedQuality more important than speed Individualistic and prefer face-to-face Individualistic and prefer face-to-face
negotiationsnegotiations Mealtime is not a time to talk businessMealtime is not a time to talk business
Intercultural Business Communication, 4th ed., Chaney & Martin
GermanyGermany
Permanent and stringent contractsPermanent and stringent contracts No-nonsense negotiatorsNo-nonsense negotiators Relationships not necessaryRelationships not necessary Individualistic and prefer face-to-face Individualistic and prefer face-to-face
negotiationsnegotiations
Intercultural Business Communication, 4th ed., Chaney & Martin
JapanJapan
The Japanese want a win-win situationThe Japanese want a win-win situation Negotiation takes place away from the Negotiation takes place away from the
negotiation tablenegotiation table Relationships are importantRelationships are important Group and consensus orientedGroup and consensus oriented Prefer face-to-face negotiationsPrefer face-to-face negotiations
Intercultural Business Communication, 4th ed., Chaney & Martin
MexicoMexico
Relationships and connections very Relationships and connections very importantimportant
Senior executives make the decisionsSenior executives make the decisions Time is fluidTime is fluid Emotional arguments are considered to be Emotional arguments are considered to be
persuasive argumentspersuasive arguments Strategies are more win-winStrategies are more win-win Neutral sites are preferredNeutral sites are preferred Leave room to bargainLeave room to bargain
Intercultural Business Communication, 4th ed., Chaney & Martin
The NetherlandsThe Netherlands
Averse to chaos; very organizedAverse to chaos; very organized The Dutch are direct and pragmaticThe Dutch are direct and pragmatic Decision is based on consensusDecision is based on consensus Will tend to move fast and expect you to Will tend to move fast and expect you to
also move fastalso move fast
Intercultural Business Communication, 4th ed., Chaney & Martin
South KoreaSouth Korea
Rank/status very importantRank/status very important Harmony is importantHarmony is important Can be direct, express emotion, and use Can be direct, express emotion, and use
aggressionaggression Need to be introduced and develop a Need to be introduced and develop a
relationshiprelationship South Korea is a collective cultureSouth Korea is a collective culture
Intercultural Business Communication, 4th ed., Chaney & Martin
TaiwanTaiwan
Relationships need to be developedRelationships need to be developed Seating protocol is important as is Seating protocol is important as is
matching team membersmatching team members Self-control and harmony are very Self-control and harmony are very
importantimportant Taiwanese are collectivisticTaiwanese are collectivistic