跨文化交际导论课件 第4章

Approaching negotiations
Formal negotiations: In formal negotiations business people talk about unit price, the conditions for a timely delivery and the clauses for compensations, or the investment proportions for a joint venture. Informal negotiations: e.g. you talk to your boss about the pay raise or the holidays, you contact your debtor about the overdue payment, you claim compensation to the supplier for a wrong dispatch of merchandise, you ask your subordinates to finish the work according to the scheduled timetable, etc. All these events are a test of your communication skills.
Ikle’ Ikle’s definition of negotiation (1)
Ikle (1964) defines highlights some essential, seemingly intercultural aspects of interaction, the parties’ common and conflicting interests, and the ostensible goal of reaching an agreement, but the emphasis on explicit proposals may be culturally bound. Although there is no agreed conceptualization of negotiation, Ikle’s two elements of negotiation are widely cited:
I. Defining Intercultural Negotiation
The word “negotiation” stems from the Roman word negotiari meaning “to acrry on business” and is derived from the Latin root words neg (not) and otium (ease or leisure). Obviously it was as true for ancient Romans as it is for most businesspersons of today that negotiations and business involve hard work.
Definition of Negotiation Varies
The very definition of negotiation can vary from culture to culture. - what a negotiation is designed to accomplish (purpose, process, defining the process, etc.) - in low context cultures, negotiation usually means achieving a good outcome for both parties through a discussion of the reasons and facts involved. - in a high context culture, negotiation has as its core element the relationship between the two parties.
The four C’s C’
Common interest considers that both parties in the negotiation share, have, or want something that the other party has or does. Areas of conflicting interests include payment, distribution, profits, contractual responsibilities, and quality. Compromise includes areas of disagreement. Although a win-win negotiated settlement would be best for both parties, the compromises that are negotiated may not produce that result. The criteria include the conditions under which the negotiations take place.
Ikle’ Ikle’s definition of negotiation (2)
To begin with, two elements must normally be present for negotiation to take place: There must be both common interests and issues of conflict. Without common interests there is nothing to Fra Baidu bibliotekegotiate for, without conflicting issues, nothing to negotiate about. (Ikle, 1964) Therefore, a modern definition of negotiation is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit).
MonoMono-cultural vs. intercultural environment
In a mono-cultural environment, the negotiation process is more predictable and accurate, as the negotiators do not have to be concerned with challenges of language and cultural differences. There are many more challenges in an intercultural environment than in a mono-cultural setting. Intercultural negotiations are negotiations where the negotiating parties belong to different cultures and do not share the same ways of thinking, feeling and behavior.
Intercultural negotiation
According to Moran & Stripp (1991), intercultural negotiation involves discussions of common and conflicting interests between reasons of different cultural backgrounds who work to reach an agreement of mutual benefit. They further explain that negotiations take place within the context of the four C’s: common interest, conflicting interests, compromise and criteria.
Stephen Weiss’ variables of Weiss’ negotiation
Many scholars have identified variables affecting intercultural negotiations. Among them, Stephen Weiss had done significant studies on culture’s effects on the negotiation process proper. Weiss (1988) proposes twelve variables of negotiation as foci for intercultural comparisons and presents corresponding propositions for these variables in each of the seven cultural groups – Americans, Chinese, French, Japanese, Mexicans, Nigerians, and Saudis. For ease of use, the form consists of 5 “blocks” of the 12 points. Each of them represents a focal point in identifying a cultural impact:
Chapter 8
Cultural Differences in Business Negotiation
Outlines
I. Defining Intercultural Negotiation II. Intercultural Negotiation Variables
General model Role of the individual Interaction: dispositions Interaction: process Outcome
II. Intercultural Negotiation Variables
It is generally agreed that a knowledge of the other side’s culture allows a negotiator to communicate, to understand, to plan, and to anticipate more effectively. In addition to the conventional preparation for any negotiation, the need for extensive study of the culture(s) cannot be overstressed. The focus of these preparations should be on the culture, not the language.
III. Intercultural Negotiation Guidelines
A win-win strategy Understanding your counterparts Being an effective negotiator 20 rules for intercultural negotiation