跨文化交际导论课件8.pptx

1Chapter 8 I.Defining Intercultural NegotiationII.Intercultural Negotiation Variables General model Role of the individual Interaction:dispositions Interaction:process OutcomeIII.Intercultural Negotiation Guidelines A win-win strategy Understanding your counterparts Being an effective negotiator 20 rules for intercultural negotiation 第1页/共36页2Approaching 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.第2页/共36页3I.Defining Intercultural NegotiationThe word“negotiation”stems from the Roman word negotiari meaning“to carry 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.第3页/共36页4Definition 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.第4页/共36页5Ikles 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,Ikles two elements of negotiation are widely cited:第5页/共36页6Ikles 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 negotiate 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).第6页/共36页7Intercultural 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 Cs:common interest,conflicting interests,compromise and criteria.第7页/共36页8The four Cs 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.第8页/共36页9Mono-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.第9页/共36页10II.Intercultural Negotiation VariablesIt is generally agreed that a knowledge of the other sides 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.第10页/共36页11Stephen Weiss variables of negotiation Many scholars have identified variables affecting intercultural negotiations.Among them,Stephen Weiss had done significant studies on cultures 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:第11页/共36页12Summary of Twelve Variables(1)GENERAL MODEL1.Basic Concept of the Negotiation Process distributive bargaining/joint problem-solving/debate/contingency bargaining/nondirective discussion 2.Most Significant Type of Issue substance/relationship-based/procedural/personal-internal 第12页/共36页13Summary of Twelve Variables(2)ROLE OF THE INDIVIDUAL3.Selection of Negotiators knowledge/negotiating experience/personal attributes/status 4.Individuals Aspirations individual community5.Decision-making in Groups authoritative consensual第13页/共36页14Summary of Twelve Variables(3)INTERACTION:Dispositions6.Orientation toward Time monochronic polychronic7.Risk-taking Propensity high low8.Bases of Trust External sanctions/others reputation/intuition/shared experiences 第14页/共36页15Summary of Twelve Variables(4)INTERACTION:Process 9.Concern with Protocol informal formal 10.Communication Complexity low high 11.Nature of Persuasion direct experience/logic/tradition/dogma/emotion/intuition第15页/共36页16Summary of Twelve Variables(5)OUTCOME 12.Form of Agreement contractual implicit Among the twelve variables above,there are some tie-ins and overlaps.For instance,the communication complexity relates to the nature of persuasion and form of agreement,as well as,how the individuals aspirations affect the selection of negotiators.第16页/共36页17III.Intercultural Negotiation 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).第17页/共36页18The ExampleThere 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 the other take all the juice.第18页/共36页19Understanding your counterparts(1)Negotiators as members of society are led easily into attitudes of cultural bias.The only way to overcome that bias is to create awareness of ones own cultural system by understanding how other people behave in another system.The negotiator who,from his knowledge of his counterparts culture and his sensitivity to it,can adapt his behavior to the situation and serve the interests of the interaction.第19页/共36页20Understanding your counterparts(2)The more and better the communication,the greater the amount of information shared or extracted,and the greater the build-up of trust,the more likely is the possibility of creating the satisfaction that negotiators are exchanging at the end of the day.In order to be effective the negotiator must be constantly alert to the distinctive qualities of the people with whom he is negotiating.第20页/共36页21Understanding your counterparts(3)The negotiator has to appreciate the meaning of their actions so as not to mislead or be misled by them,and to make his own points in a way that promotes advantageous outcomes.Effective negotiators operate as detectives searching for clues to the values and interests of their counterparts.第21页/共36页22Understanding your counterparts(4)They avoid assumptions about partner concerns;They look for what does matter to the partner rather than what should matter.In short,they must be careful not to allow cultural stereotypes to determine his or her relations with local businesspersons.第22页/共36页23Being an effective negotiator(1)Effective negotiators will generally be successful in their negotiation attempts,and their ideas will be feasible to implement.Skilled negotiators consider a number of alternatives,-are not as concerned about the sequence of the items to be negotiated,-emphasize areas of agreement,and-consider the long term consequences of their agreements.第23页/共36页24Being an effective negotiator(2)The characteristics of effective negotiators usually include:Being observant,patient,and good listeners Having outstanding communication skills Being knowledgeable about the country with whom they are Being persistent,adaptable and tactful Being willing to take risks and use humor with discretion Having physical stamina,self-confidence,decisiveness,creativity,willingness to listen,self-control,and a long-run outlook Being sensitive to the interest and needs of others 第24页/共36页2520 rules for intercultural negotiationAlthough specific improvement strategies are numerous and often must be fashioned to each specific culture,we have nevertheless been able to isolate some positive behaviors that can apply to any cultures.Coplend and Griggs(1985)have developed 20 rules for intercultural negotiation.The rules are a starting point for negotiators.Other points will probably be added with experience.第25页/共36页26Before the negotiation(1)Rule 1:Determine that the negotiation is feasible.Rule 2:Define the objectives to be gained from the negotiation.Rule 3:Research your facts such as culture-specific information and business style.第26页/共36页27Before the negotiation(2)Rule 4:Decide on your strategy.Rule 5:Send the proper team including your own interpreter;if consultants are proper,include them.Do not change negotiators.Rule 6:Allow plenty of time.Do not,however,tell the other side your timetable.第27页/共36页28Beginning the negotiation Rule 7:Make sure the environment is correct;be familiar with the agenda,physical arrangements,and the area where the negotiations will take place.第28页/共36页29Hard bargaining(1)Rule 8:Control the information you give your opponents.Rule 9:Watch your use of idioms,slang,and other verbal and nonverbal communication.Rule 10:Put your thought processes on the same mindset as your opponents.Remember that they are not U.S.Americans and that your persuasion techniques need to be flexible.第29页/共36页30Hard bargaining(2)Rule 11:Adjust to the way of life in the host culture.Remember the well-known adage,“While in Rome,do as the Romans do.”Rule 12:Talk informally away from the pressure.Rule 13:Remember to save face for everyone.Rule 14:Avoid a deadlock;neither side wins and both sides lose.第30页/共36页31Hard bargaining(3)Rule 15:Do not agree to a bad deal,be prepared to walk away.Rule 16:Make sure the agreement is signed before you leave.Rule 17:Be sure both parties understand the meaning of what they signed.Rule 18:Be flexible in your view of the definition of a contract.第31页/共36页32Beyond the contract Rule 19:Discuss differences and come to agreements rather than legal settlements.Rule 20:Maintain a good relationship with the other side.By using these guidelines,planning properly,treating people individually rather than stereotyping them,and learning from your mistakes,you will have made a good start to becoming a successful intercultural negotiator.第32页/共36页33Summary(1)The above discussion is mainly from the existing negotiation literature of Western scholars,who speak mainly to Western readers.They need both to be followed and to be discarded when being fashioned to each specific culture.Theories for identifying where and how cultures differ are of greatest help when they aid us in seeing ourselves in relation to the people we are meeting at the table.第33页/共36页34Summary(2)Out power at the table lies not in overcoming or changing the other side,but in understanding it.And ultimately,we take this power only when we use it to see ourselves.When we take that step,we are truly opening ourselves up to richer possibilities than we would ever have known otherwise.第34页/共36页35Summary(3)Remember that having a fund of knowledge about another culture can help you better decide what is appropriate and inappropriate behavior.Confucius said much the same thing in a far more eloquent manner:“The essence of knowledge is,having it,to apply it.”第35页/共36页36感谢您的观看！第36页/共36页