国际商务谈判 Chapter 11 Different Business Cultures and Negotiations.ppt

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1、Chapter11DifferentBusinessCulturesandNegotiationsIntroductionInternationalbusinessnegotiationstakeplaceacrossnationalboundaries.Theycovervariouslevelsofnegotiatorsfrommultinationsandmultinationalities.Duetodifferenthistory,politics,economics,culturaltraditionsandcustomsofdifferentpartsoftheworld,the

2、reexistevidentdifferencesofvaluesandnegotiatingstylesamongpeopleallovertheworld.Thereforeabusinessnegotiatorshouldhavesomeunderstandingofdifferentcultures,customsandbusinessconventionsofdifferentcountries.Thenonecangetbetternegotiatingresultsbycreatingafriendlynegotiatingatmosphere,havingamoredefini

3、tenegotiatingobjectinview,adoptingappropriatenegotiatingstrategiesandusingflexiblenegotiatingtactics.Butbecarefulnottoassumethateveryonefromanydifferentculturalmilieuistotallypredictable.Whenmeetothercultures,respectandpromote,butnotbesubservienttothenegotiatingcustomsofthatculture.Thischapterintrod

4、ucesdifferencesofbusinesscultures,globalbusinessprotocolandetiquetteanddifferentnegotiatingstylesofdifferentcultures.Inthischapteryouwilllearn:differencesofbusinesscultures;globalbusinessprotocolandetiquette;differentnegotiatingstylesofdifferentcultures.11.1DifferencesofbusinessculturesTherearetwoir

5、onrulesofinternationalbusiness:Ininternationalbusiness,thesellerisexpectedtoadapttothebuyer.Ininternationalbusiness,thevisitorisexpectedtoobservelocalcustoms.Ifoneisthebuyerinaninternationaltransaction,culturaldifferencesarelessimportant,unlessonewantstonegotiatethebestofall.ltsbecauseofIronRuleNo.1

6、.Whatifoneisnotinvolvedinabuyselltransaction?Supposeoneisjusttravelingabroadtonegotiateajointventureagreement,anacquisitionorastrategicalliance,thenheisexpectedtoobservelocalcustoms.ThatswhereIronRuleNo.2comesintoplay.Toobservelocalcustomsdoesntmeantomimicorcopylocalbehavior,justbeyourself.Butofcour

7、se,“beingyourself”shouldincludebeingawareoflocalsensitivitiesandgenerallyhonoringlocalcustoms,habitsandtraditions.Theskillednegotiator,regularlymeetingmanyotherparties,recognizesthateachhasitsowndistinctwayofnegotiation.Heattunestothedifferencesandadjustshispreparationandhisconduct.Weshallexaminedif

8、ferencesofstylewhichreflectthewaysinwhichdifferentorganizationswork.11.1.1TaskcenteredvspeoplecenteredOneclassificationoforganizationalstyledistinguishesbetweenpeoplewhoaretaskorientedandpeoplewhoarepeopleoriented.Peoplewhoarepurelytaskorientedareconcernedentirelywithachievingabusinessgoal.Theyareno

9、tatallconcernedabouttheeffectwhichtheirdeterminationwillhaveonthepeoplewithwhomtheycomeintocontact.Theywillpursuetheirbusinessobjectivesrelentlessly;theywillgotothelimitsofmorality;asnegotiators,theywillbeverytough,veryfighting,veryawareoftacticalploysandanxioustomakemaximumuseofthem.ClassicallyAmer

10、icanbusinesscultureisverytaskorachievementoriented.Peopledontwanttowastetimewiththesocialniceties;theywanttogetdowntobusiness.Anotherwayofclassifyingthistypeofapproachistosaythatitisveryspecific.Peoplewhoadoptthisapproachtendtofocushardonspecificissuesthisshouldmeanthattimeissavedandobjectivesreache

11、dmosteffectively.However,thereisalwaysadangerthatthelargerpicturemaybemissedandthatpersonalissuescanbeignored.Thesepersonalissuesmaybetheoneswhichmakeorbreakthedeal!Peopleorientedmanagers,ontheotherhand,arehighlyconcernedaboutthewellbeingofthosewhoworkforthem,oralongsidethemorabovethem.Thisconcernab

12、outpeopledominatestheiractivity,saysthetheory,anditcanleadtoanalmosttotalneglectofthebusinessgoals.Inthisrespect,theygivetimetosomesmalltalkbeforethemeetingstartsbecausetheybelievesthiswillimprovecommunicationandlaythebasisforpossiblefuturerelationships.Anotherwayoflookingatthisistocallitdiffuse.Adi

13、ffuseapproachtobusinesswillplacegreatimportanceonalltheeventswhichsurroundtheactualdiscussionofthedeal,forexample,lunchtogether,socialconversationonthewaytotheairport,orachancetomeetyourpartnersfamily.Thereareintermediatepointsbetweentotaltaskorientationandtotalpeopleorientation.Itsplitsthiscentrala

14、reaintothreeparts.(1)loworientationbothtotaskandtopeopleButofcoursesuchlowachieverswouldhardlybeexpectedtoreachthestatusofnegotiators.(2)mediumorientationbothtotaskandtopeopleThiscentergroupischaracterizedbythecontinualsearchforcompromise.(3)highorientationbothtotaskandtopeopleThisstyleischaracteriz

15、edbytremendousopenness,trustinformsofrelationship,greatforethought,soundcreativedecisions.Fromthethreeparts,werecognizealsothreestylesofnegotiatorswearelikelytomeetinpractice.thefighter(highlytaskoriented);thecollaborator(aimingtogeteverythingintotheopen,confrontissuesandmakeacreativedeal);thecompro

16、miser(lookingalwaystocompromisetosettledeals).Howshouldthesethreedistinctivestylesofnegotiationinfluencethewayweconductournegotiations?First,wemustrecognizethatthedifferentpatternsofbehavioraredeeplyingrainedinthepeoplewearelikelytomeet.Theywilltendnaturallytofollowtheirsetwaysofdoingthings.Theywill

17、noteasilyadapttoourapproach.Thereforeifwewanttoadoptanapproachdifferentfromtheirs,wemustbecomethemoreskillednegotiators,moreskilledindoingitourwaythantheyareindoingittheirway.Second,wemusttakeaccountoftheotherpartysstyleinourpreparations.Themostdifficultsituationiswhenwewanttonegotiatetoouradvantage

18、butweanticipateskilledfightersandfearbeingbeaten.Thenwemustprepareourdefensesincludingbidsandtacticswhichwillgiveusampleroomformanoeuvre.Havingpreparedinthisway,wewillhaveahighdegreeofreadinesstoputforwardourbids,andsubsequentlytodefendthemandtousethetacticswehavethoughtabout.Morepositively,ifweanti

19、cipatemeetingskilledfightersbuthaveconfidenceinourownskills,ifwearenotafraidofbeingbeaten,thenourpreparationandconductofthenegotiationwillnotneedtobebasedonpreparingourdefenses.Ourpreparationsnowcanberestrictedtoobtainingacleardefinitionofpurposeandaims,withoutyetgoinghardonouropeningbids.11.1.2Pion

20、eervsbureaucratOthertheoriesdistinguishbetweenpersonalandbureaucratictypes,whichdrawourattentiontotwodifferentcategories:the“pioneer”andthe“bureaucrat”.The“pioneer”isthestrongindividual.Heisprominentinhisownorganization.Thesortofmanisgoodatseizinganopportunity,spottingamarket,makingaprofit.Hetendsto

21、beverydominating,goodatimprovising,intuitiveinhisthinking,charismaticinhispersonality.Anegotiatorofthistypewillbepushful,forceful,readytotakedecisionsandtocometoagreements.Hewillbedistinguishableparticularlyinthewayinwhichheactsasateamleader:thefocalpointoftheteam,theonewhospeaksfortheteamonallissue

22、s,theonewhouseshisteammemberstoobtaininformationforhimselfwhichhethentransmitstootherparty.Suchateamleader,thoughusuallybubbleswithenergy,isevenabletohandleonlythecontentofanegotiation.Hecannotatthesametimehaveconsciousconcernfortheproceduresofthemeeting.Givensufficientpriorknowledgeoftheotherpartyw

23、hoareabouttomeet,this“pioneer”negotiatorcanshapehispreparationaccordingly.Someoftheissuestowhichtheteamwillneedtoattuneare:tochooseateamleaderofcorrespondingpersonality;theneedforitsownteamleadertobehighlybriefed;teammembersareconstantlyalerttofeedtheteamleaderwithfactsandfigures.Theywillneedtohelpt

24、heleaderduringthenegotiationastheotherparty“pioneer”developsanddemandsattention.ateammembershouldbenominatedtotakeovertheroleofconcernfortheproceduraldevelopmentofthenegotiation,promptingandhelpinghisteamleadertocontroltheplananddevelopmentofthenegotiation.thepartywillneedfrequentrecessestoconsolida

25、teitsowninformation,inresponsetotheflowofdetailscomingfromthe“pioneer”negotiator.Negotiatingwitha“pioneer”canbeexciting,enjoyableandhighlyproductive.Itdemandsthatweshouldrecognizehishighlyintuitiveandinstinctivenature.Weshouldourselvesretainaconsciousnessofthenegotiatingprocessesthroughwhichwearegoi

26、ng,tryingtosustainournormaldegreesofcontrol.Bureaucracyisthepatternmostoftenfoundinlargeorganizations.Thestyleofworkingissystematized.Therearebooksofrules,standardizations,planning,numerouscommittees,lotsofchecking,doublecheckingandcrosschecking.Theorganizationisgovernedwithaclearhierarchy.Itiscompa

27、rtmentalizedandcoordinatedbythesystem,therules,theproceduresandtheobjectives.Advantagewithinabureaucraticorganizationcomestothepeoplewhoaremostcompetentatplayingthegameaccordingtotherules.Thismeansthattheirnegotiatorsmaybeexpectedtohavebothobjectivesandstylesofworkingwhicharebureaucratic.Insettingup

28、adeal,itismoreimportantforthebureaucraticnegotiatortofitintothebudgetaryprovisionsthanthetotalsumofmoneyinvolved.Forstylizedbureaucrats,formalishavetobedottedandtstobecrossed.Precisestatementsaretobeagreedateachstep.Eleganceandconformityaremaintainedastheygoalongthenegotiatingprocess.Inanticipationo

29、fmeetingwithbureaucraticnegotiators,theotherpartydoeswelltoselectateamwhichhasboththepersonalityandexperiencetohandlethismannerofoperating.Theteamwillreadilyacceptthesystemofapproachwehaveadvocatedtonegotiations;forexample,theywillfollowtheproceduraldisciplineofagreeingpurpose,planandpace.Theirbehav

30、iorwillbeimpeccable.Buttheattitudeoflookingtogetherforjointadvantagedoesnotcomeeasilytothesystemsminded.Theyseetwosidestoberepresentedbythenegotiatingparties,notonegroupoftwopartiesworkingtowardsagreement.Bureaucraticorganizationsthustendtohavedistinctiveobjectivesandtonegotiateinthepattern“toouradv

31、antage”.11.1.3RelationshipfocusedvsdealfocusedculturesThisisthe“GreatDivide”betweenbusinesscultures.Dealfocusedpeoplearefundamentallytaskorientedwhilerelationshipfocusedfolksaremorepeopleoriented.Conflictsarisewhendealfocusedexportmarketerstrytodobusinesswithprospectsfromrelationshipfocusedmarkets.M

32、anyrelationshipfocusedpeoplefinddealfocusedtypespushy,aggressiveandoffensivelyblunt.Inreturn,dealfocusedtypesoftenconsidertheirrelationshipfocusedcounterpartsdilatory,vagueandinscrutable.Thefundamentaldifferencesbetweenrelationshipfocusedanddealfocusedmarketsimpactbusinesssuccessthroughouttheglobalm

33、arketplace.Thevastmajorityoftheworldsmarketsarerelationshiporiented:theArabworldandmostofAfrica,LatinAmericaandtheAsia/Pacificregion,wherebusinesspeoplegetthingsdonethroughintricatenetworksofpersonalcontacts.Theyprefertodealwithfriendsandpersonsorgroupswhoarewellknowntothemandcanbetrusted.Theyareunc

34、omfortabledoingbusinesswithstrangers,especiallystrangerswhoalsohappentobeforeigners.Likewise,relationshiporientedfirmstypicallywanttoknowtheirprospectivebusinesspartnersverywellbeforetalkingbusinesswiththem.Incontrast,thedealfocusedapproachiscommoninonlyasmallpartoftheworld.Stronglydealfocusedcultur

35、esarefoundinnorthernEurope,NorthAmerica,AustraliaandNewZealand,wherepeoplearerelativelyopentodoingbusinesswithstrangers.ModeratelydealfocusedculturescouldbefoundinGreatBritain,SouthAfrica,LatinEurope,CentralandEasternEurope,Chile,southernBrazil,northernMexico,andSingapore.This“GreatDivide”betweenthe

36、worldsculturesaffectsthewayofbusinessconductedfromthebeginningtotheendofanycommercialrelationship.Forstarters,thewaythefirstapproachismadetopotentialbuyersorpartnersdependsuponwhethertheyareindealfocusedorrelationshipfocusedcultures.Indealfocusedcultures,peoplearerelativelyopentodealingwithstrangers

37、.Themarketercanmakeinitialcontactwiththeprospectivebuyerwithoutanypreviousrelationshiporconnection.Havinganintroductionorreferralishelpfulbutnotessential.LetstaketheUnitedStatesasanexample.Perhapsbecausetheyareraisedinahighlymobileimmigrantsociety,mostAmericansareopentodiscussingbusinesspossibilitie

38、swithpeopletheydontknow.EachyearAmericansbuyover$300billiondollarsworthofgoodsandservicesfromtotalstrangers,andhalfofitisbusinesstobusinessselling.Inrelationshipfocusedcultures,firmsdonotdobusinesswithstrangers.Theproperwaytoapproachsomeonewhoisntyetknownistoarrangefortherightpersonororganizationtom

39、akeanintroduction.Athirdpartyintroductionbridgestherelationshipgapbetweenoneandthepersonorcompanyonewantstotalkto.Theidealintroducerisahighstatuspersonororganizationknowntobothparties.Agoodsecondbestmightbethecommercialsectionofonescountrysembassyinthetargetmarket.Embassyofficialstendtobeaccordedhig

40、hstatusinrelationshiporientedcultures,andofcourseitispartoftheirjobtopromoteexports.Chambersofcommerceandtradeassociationsareotherpotentialintroducers.Inoneword,inrelationshiporientedmarketplantoapproachindirectlytothepotentialcustomerorpartner,whetherviaatradeshow,atrademissionorathirdpartyintroduc

41、tion.11.1.4FormalvsinformalbusinessculturesFormalculturestendtobeorganizedinsteephierarchieswhichreflectmajordifferencesinstatusandpower.Incontrast,informalculturesvaluemoreegalitarianorganizationswithsmallerdifferencesinstatusandpower.Manypromisinginternationaldealshavefallenthroughwhenanegotiatorf

42、romaninformalcultureconfrontscounterpartsfrommoreformalculturesbecausethesecontrastingvaluescauseconflictattheconferencetable.Businesspeoplefromformal,hierarchicalculturesmaybeoffendedbythebreezyfamiliarityofcounterpartsfrominformal,relativelyegalitariansocieties.Ontheotherhand,thosefrominformalcult

43、uresmayseetheirformalcounterpartsasstuffy,distant,pompousorarrogant.Formalityactuallyisaboutstatus,hierarchies,powerandrespect.Whereasinformalculturesaresupposedtovaluestatusequality,formalculturesvaluehierarchiesandstatusdifferences.Ignoranceofthisdistinctioncancauseseriousproblemsacrossthebargaini

44、ngtable.Suchmisunderstandingscanbeavoidedifbothsidesareawarethatdifferingbusinessbehaviorsaretheresultofdifferingculturalvaluesratherthanindividualidiosyncracies.Finallyletstakealookat“whoiswho”:Informalcultures:Australia,USA,Canada,NewZealand,Denmark,Norway,IcelandFormalcultures:MostofEuropeandAsia

45、,theMediterraneanRegionandtheArabWorld,LatinAmerica11.1.5RigidtimevsfluidtimeculturesPeoplelookattimeandschedulingdifferentlyindifferentpartsoftheworld.Inrigidtimesocieties,punctualityiscritical,schedulesaresetinstone,agendasarefixedandbusinessmeetingsarerarelyinterrupted.EdwardT.Hallinventedtheterm

46、“monochronic”fortheseclockobsessed,scheduleworshippingcultures.Indirectcontrastare“polychronic”cultures,wherepeopleplacelessemphasisonstrictpunctualityandarenotobsessedwithdeadlines.Polychronicculturesvaluelooseschedulingaswellasbusinessmeetingswheremeetingswithinmeetingsmaybetakingplacesimultaneous

47、ly.Conflictarisesbecausesomerigidtimevisitorsregardtheirfluidtimebrothersandsistersaslazy,undisciplinedandrudewhilethelatteroftenregardtheformerasarrogantmartinetsenslavedbyarbitrarydeadlines.Monochromicbusinesscultures:NordicandGermanicEurope,NorthAmerica,Japan.Moderatelymonochromic:Australia/NewZe

48、aland,RussiaandmostofEastCentralEurope,SouthernEurope,Singapore,China,Korea,SouthAfrica.Polychronicbusinesscultures:TheArab/World,mostofAfrica,LatinAmerica,SouthandSoutheastAsia.JapanwasclassifiedaspolychronicbyEdwardT.Hallinthe1960s.ButtodaytheJapaneseareasscheduleobsessedandclockconsciousastheSwis

49、s.Singapore,apolychronicSoutheastAsianentrepotjust30yearsagoisnowamoderatelymonochronicbusinessculture.Bothcountriesareproofthatculturedoeschange,albeitslowly.Orientationtotimevariesnotonlyamongdifferentcountriesbutoftenwithinagivencountryaswell.InBrazil,SaoPauloisrelativelymonochronicwhereasRioisst

50、ronglypolychronic.Similarly,peopleinthemoreindustrializedsoutherncoastalprovincesofChinaaremoreclockconsciousthanthoseinthelessdevelopedinterior.AndaKoreanmeetingismorelikelytostartontimeifittakesplaceinSeoulratherthaninasmalltowninthecountryside.11.1.6ExpressivevsreservedculturesVeryexpressivecultu