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1、CHAPTER 7 Cross-Cultural Negotiation,What Makes Cross-Border Negotiations Different?,1. Environmental Context 2. Immediate Context,Environmental Context,Forces in the environment that are beyond the control of either partyPolitical and Legal Pluralism International Economics Foreign Governments and
2、Bureaucracies Instability Ideology Culture External Stakeholders,Immediate Context,Factors over which the negotiators have influence and some measure of controlRelative Bargaining Power Levels of Conflict Relationship between Negotiators Desired Outcomes Immediate Stakeholders,Defining Culture,1. Un
3、ique character of a social group; shared values and norms that set it apart from other groups 2. Concerns economic, social, political, and religious institutions; also the unique products produced by these groups 3. Cultural institutions preserve and promote cultures ideologies 4. Culture influences
4、 mental models, behavior, and cause-and-effect relationships 5. Avoid temptation to think of culture and diversity as a single dimension; culture is a complex whole,Figure 7-1: Culture as an Iceberg,Behavior, Artifacts, InstitutionsValues, Beliefs, NormsAssumptions,Conceptualizing Culture and Negoti
5、ation,Culture as Learned Behavior A catalogue of behaviors the foreign negotiator should expect. Culture as Shared Values Building a model for how the central values and norms influence negotiations. Culture as Dialectic All cultures contain dimensions or tensions that are called dialectics. Example
6、: Judeo-Christian parables “too many cooks spoil the broth” and “two heads are better than one” offer conflicting guidance. This can explain variations within cultures.,Conceptualizing Culture and Negotiation,Culture in Context No human behavior is determined by a single cause. All behavior may be u
7、nderstood at many different levels simultaneously.,Hofstedes Dimensions of Culture,Individualism/Collectivism Power Distance Masculinity/Femininity Uncertainty Avoidance,Individualism/Collectivism,Definition: the extent to which the society is organized around individuals or the group I/C Orientatio
8、n influences a broad range of negotiation processes, outcomes, and preferences,Power Distance,Definition: The extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally.Cultures with stronger power distance will
9、 be more likely to have decision-making concentrated at the top of the culture.,Masculinity/Femininity,Definition: The extent cultures hold values that are traditionally perceived as masculine or feminineInfluences negotiation by increasing the competitiveness when negotiators from masculine culture
10、s meet.,Uncertainty Avoidance,Definition: Indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situation. Negotiators from high uncertainty avoidance cultures are less comfortable with ambiguous situations-want more certainty on details,
11、 etc.,Key Challenges of Intercultural Negotiation,Expanding the pie Dividing the pie Sacred values and taboo trade-offs Biased punctuation of conflict Ethnocentrism Affiliation bias Faulty perceptions of conciliation and coercion Nave realism,How Do Cultural Differences Influence Negotiations?,Diffe
12、ring definitions of negotiation Differing selection of negotiator criteria Differing degrees of protocol Communication Differing views about time Differing risk propensities Differing emphasis of groups versus individuals Nature of agreements,Advice for Cross-Cultural Negotiators,Anticipate differen
13、ces in strategy and tactics that may cause misunderstandings Analyze cultural differences to identify differences in values that expand the pie Recognize that the other party may not share your view of what constitutes power Avoid attribution errors Find out how to show respect in the other culture Know your options for change Integration Assimilation Separation Marginalization,The end,
