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1、The importance of the culture factors in business negotiation 文化因素在商务谈判中的重要性【摘要】随着经济全球化的趋势、国际商务活动的日益频繁，越来越显示出对多元文化理解的必要性和跨文化谈判能力的重要性。商务谈判中的文化因素引起了人们越来越多的关注。无庸置疑，在跨文化的商务谈判中，除了基本的谈判技巧、理解不同地区的文化因素、认识文化差异外， 还要采取相应的策略和不断调整自己的谈判风格，这样将对成功的商务谈判起到至关重要的作用。【关键词】文化因素商务谈判I.Introduction With the emergence of econ
2、omic globalization and China s entry into WTO, international business becomes increasingly intercultural. As international business relations grow, so does the frequency of business negotiations among people from different countries and cultures that can create considerable challenges for business r
3、epresentatives unfamiliar with the cultures of different groups. So the intercultural approach to international business negotiation has attracted increasing academic attention. Negotiations can easily break down because of a lack of understanding of the cultural component in the negotiation process
4、. Therefore, to the successful negotiations, the two sides must first understand the cultural differences. Negotiators who take the time to understand the approach that the other parties are likely to use and to adapt their own styles to that one are likely to be more effective negotiators. Thus in
5、an intercultural negotiation, in addition to the basic negotiation skills, it is important to understand the cultural differences, and to modify the negotiation style accordingly. This paper focus on the four dimensions of culture and different negotiating styles to illustrate the importance of the
6、culture factors in business negotiation. II.Negotiation and Culture The very definition of negotiation, in its modern sense, can vary from culture to culture. What a negotiation is designed to accomplish is seen differently by different groups of people. Before one even comes to the table, such diff
7、erences in the meaning or purpose of the negotiation affect the negotiation, as how one defines the process of negotiating is culturally determined. Some cultures see it only as an opportunity to bargain, others as the establishment of a lifetime relationship that goes beyond the occasional meeting,
8、 still others as an opportunity to demonstrate their capacity for eloquence and debate. Some do not see negotiation as a process at all. For instance, Americans and Europeans tend to see negotiations as a competitive process; the Chinese and the Japanese see it as a collaborative endeavor. So there
9、are many more challenges in an intercultural environment than in a mono-cultural setting. Intercultural negotiations are negotiation where the negotiating parties belong to different cultures and do not share the same ways of thinking, feeling, and behavior. The negotiation process is generally more
10、 complex because cultural norms may undermine effective communication. III.Some Culture Factors in Business Negotiation Language goes beyond the spoken word, encompassing nonverbal actions and behaviors that reveal hidden clues to culture. In the negotiation process, interpersonal communication is t
11、he key activity that takes place at the verbal, nonverbal, situational contextual level, and a total communication system can assist the negotiator to bridge the gap between utterance and felt meaning. Three key topics-time, space, body language-offer a starting point from which negotiators can begi
12、n to acquire the understanding necessary to do business in foreign countries. Time Two different orientations to time exist across the world: monochromic and polychromic. Monochromic approaches to time are linear, sequential and involve focusing on one thing at a time. These approaches are most comm
13、on in the European-influenced cultures of the United States, Germany, Switzerland, and the Scandinavia. Japanese people also tend toward this end of the time continuum. Polychromic orientations to time involve working on several activities simultaneously. The time it takes to complete an interaction
14、 is elastic, and more important than any schedule. This orientation is most common in Mediterranean and Latin cultures including France, Italy, Greece, and Mexico, as well as some Eastern and African cultures. Space orientations differ across cultures. They have to do with territory, divisions betwe
15、en private and public, comfortable personal distance, comfort or lack of comfort with physical touch and contact, and expectations about where and how contact will take place. For example, an American etiquette manual advises this about personal space: “ When you meet someone, don t stand too close.
16、 An uncomfortable closeness is very annoying to the other person, so keep your physical distance, or he ll have to keep backing off from you. A minimum of two feet away from the other person will do it.” There are large differences in spatial preferences according to gender, age, generation, socioec
17、onomic class, and context. These differences vary by group, but should be considered in any exploration of space as a variable in negotiations. Body Language Body Language can be telling as it can help one determine the exact meaning of what the other side is saying and also can help you get your ow
18、n message across. Likes and dislikes, tensions, and assessing an argument are shown by numerous signs such as blushing, contraction of facial muscles, giggling, strained laughter or simply silence. Wherever a party negotiates, the negotiator must watch and observe the other party. People will seated
19、, lean forward if they like what you are saying or are interested in listening. They sit back with crossed arms if they do not like the message. Nervousness can manifest itself through nonverbal behavior, and blinking can be related to feeling of guilt or fear. IV.Four Dimensions of Culture Any anal
20、ysis of culture is incomplete without the basic recognition of cultural differences. It has been argued that differences among cultures can be explained according to four dimensions of culture. Individualism-Collectivism In individualistic cultures the focus of one s behavior can be unashamedly self
21、-centered. The individual can make objections, state his feelings and be openly judgmental. Success or failure is left to the individual and does not cause the same degree of shame among the group. In individualistic cultures, people tend to put tasks before relationships and to value independence h
22、ighly. People in these cultures are expected to take care of themselves and to value the needs of the individual over those of the groups, community, or society. Individualistic cultures prefer linear logic and tend to value open conflict. Members from individualistic societies expect the other side
23、 s negotiators to have the ability to make decisionsunilaterally. Collectivist negotiators tend to assume that details can be worked out if the negotiators can agree on generalities. Collectivist societies show more concern for the needs of the other party and focus more on group goals than individu
24、alistic societies. Members of collectivist societies chafe when members from individualistic societies promote their own positions and ideas during negotiations. Power Differential The idea of power differential describes the degree of deference and acceptance of unequal power between people. Cultur
25、es where there is a comfort with high power differential are those where some people are considered superior to others because of their social status, gender, race, age, education, birthright, personal achievements, family background or other factors. Cultures with low power differential tend to ass
26、ume equality among people, and focus more on earned status than ascribed status. Generally speaking, the more unequally wealth is distributed, the bigger will be the power differential in any national setting. National cultures with a high power differential include Arabian countries, Malaysia, the
27、Philippines, Mexico, Indonesia, and India. Negotiators from these countries tend to be comfortable with: hierarchical structures; clear authority figures; the right to use power with discretion. Countries with a low power differential include U.S., Austria, Denmark, Israel, New Zealand, Ireland, Swe
28、den, Norway, Finland, Switzerland, Britain, and Germany. Negotiators from these countries tend to be comfortable with：democratic structures and flat organizational hierarchies; shared authority; the right to use power only in limited circumstances and for legitimate purposes. The idea of uncertainty
29、 avoidance has to do with the way cultures relate to uncertainty and ambiguity, and, how well they may adapt to changes. In general, countries that show the most discomfort with ambiguity and uncertainty include Muslim countries and traditional African countries, where high value is placed on confor
30、mity and safety, risk avoidance, and reliance on formal rules and rituals. Trust tends to be vested only in family and close friends. It may be difficult for outside negotiators to establish relationships of confidence and trust with members of these cultures. The United States, Scandinavia, and Sin
31、gapore are identified as having a higher tolerance for uncertainty. Members of these cultures tend to value risk-taking, problem-solving, flat organizational structures, and tolerance for ambiguity. It may be easier for outsiders to establish trusting relationships with negotiating partners in these
32、 cultural contexts. Masculinity-FemininityThe terms masculinity and femininity are used to refer to the degree to which a culture values assertiveness or nurturing and social support. The terms also refer to the degree to which socially prescribed roles operate for men and women. Countries and regio
33、ns such as Japan and Latin America are rated as preferring values of assertiveness, task-orientation, and achievement. In these cultures, there tend to be more rigid gender roles and “ live to work ” orientations. In countries and regions rated feminine, such as Scandinavia, Thailand, and Portugal,
34、values of cooperation, nurturing, relationship and solidarity with those less fortunate prevail, and the moral belief is more one of “ work to live” . Of course, it is important to remember that associations with gender vary greatly across cultures, so that elements considered masculine in one cultu
35、re might be considered feminine in another. Negotiators may find it useful to consider the way gender roles play out in the cultural contexts of their negotiating partners. V.Negotiating Style It must be emphasized that there is no one right approach to negotiations. There are only effective and les
36、s effective approaches and these vary according to many contextual factors. As negotiators understand that their counterparts may be seeing things very differently,they will be less likely to make negative judgments and more likely to make progress in negotiations. The research and observations by m
37、ost scholars indicate fairly clearly that negotiation practices differ from culture to culture and that culture can influence “ negotiating style”-the way persons from different cultures conduct themselves in negotiating sessions. For example, U.S. negotiators tend to rely on individualist values, i
38、magining self and other as autonomous, independent, and self-reliant. This does not mean that they don t consult, but the tendency to see self as separate rather than as a member of a web or network means that more independent initiatives may be taken. American negotiators tend to be competitive in
39、their approach to negotiations, including coming to the table with a fallback position but beginning with an unrealistic offer. Therefore，American negotiators often act in an impersonal way-“ business is business” is their maxim. Besides, American negotiators are always mission-driven-anxious to bri
40、ng parties concerned into agreement, and they have little interest in building up any relationship. Furthermore, American negotiators like to be openly challenged for the negotiation, and they think it is quite normal if they run into any conflict with any party concerned. Chinese negotiators also l
41、ook forward to long-term partnership. Unlike America negotiators, they are not in a hurry to push for an agreement. Generally there is a slow start to “ warm up ” , and then it is followed by some tentative suggestions. Like their Japanese counterparts, Chinese negotiators do not expect any open con
42、flict for whatever reasons, and they are trying to “ save face” for both sides. The Chinese are reserved and known for their hospitality and good manners. The Chinese consider mutual relationships and trust very important. Therefore, time will be spent in the beginning enjoying tea and social talk.
43、However, they are some of the toughest negotiators in the eyes of foreign negotiators. Technical competence of negotiators is necessary, and a non-condescending attitude is important because the Chinese research their opponents thoroughly to gain a competitive advantage during negotiation. Nothing i
44、s final until it is signed; and they prefer to use an intermediary. The Chinese delegation will be large. They rarely use lawyers, and interpreters may have inadequate language skills and experience. Although Chinese negotiators imply that there is no compromise or third choice, in reality there is
45、ample room for compromise. Even as different approaches to negotiation across national cultures are identified, change is constant. International business culture tends to privilege Western approaches to negotiation, centering on problem-solving and linear communication, as do many settings. As West
46、ern norms are balanced with Eastern values, and local traditions are balanced with regional and national approaches, negotiation practices continue their global evolution. Culture can influence the way in which persons perceive and approach certain key elements in the negotiating process. Knowledge
47、of these cultural differences may help negotiators to better understand and interpret their counterpart s negotiating behavior and to find ways to bridge gaps created by cultural differences. Equally important, professional and occupational culture may be as important as national culture in shaping
48、a person s negotiating style and attitudes toward the negotiation process. If true, negotiators should at least note two important implications. First, practitioners need to take into account professional culture, as well as national culture, in their studies and analysis of the impact of culture on
49、 negotiating table, negotiators from different cultures but with similar occupational or professional backgrounds might seek to the elements of their professional culture in trying to bridge the cultural gap between them. VI.Conclusion There has been much research in the field of negotiation, and th
50、ere is fortunately now a good deal of information around that can guide us in our quest to become better negotiators. Most likely, as with many of the other skills mentioned in the paper, we have to learn how to negotiate through trial and error. Most likely, we have developed particular individual
51、styles that we are comfortable with. However, research has shown that there are certain ways of negotiating that are simply more productive than others. Most important to us here, perhaps, is the fact that the research on effective versus less effective international negotiation styles seems to supp
52、ort certain aspects of the way some cultures negotiate, while discouraging other aspects. 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 one s own cultural system by understanding how other people behave
53、in another system. T he negotiator, from his knowledge of his opponent s culture and his sensitivity to it, can adapt his behavior to the situation and serve the interests of the interaction. The more and better the communication, the greater the amount of information shared or extracted, and the gr
54、eater 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 negotiators operate as detectives searching for clues to the values and interests of their counterparts. They avoid assumpt
55、ions 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. Notes 1Graham.J.& Herberger,R.(1983). Negotiators Abroad Don t Shoo
56、t from the Hip. Harvard Business Review, 61, 160-169 【References】1William Stallings; with a contribution by Richard Van Slyke.Business data communications M.Prentice Hall, c2001. 2Behrouz A. Forouzan with Sophia Chung Fegan. Business data communications M.McGraw-Hill, c2003. 1 2 1 2 Uncertainty Avoi
57、dance 生命列车 The Train Of Life 1. 不久以前，我读了一本书。书中把人生比作一次旅行。2. 人生一世， 就好比是一次搭车旅行， 要经历无数次上车、下车 ; 时常有事故发生 ; 有时是意外惊喜，有时却是刻骨铭心的悲伤3. 降生人世， 我们就坐上了生命列车。 我们以为我们最 先 见 到 的 那 两 个 人-我们的父母，会在人生旅途中一直陪伴着我们。4. 很遗憾，事实并非如此。他们会在某个车站下车，留下我们，孤独无助。他1.Not long ago, I read a book, in which a man s life was compared to a journey
58、. 2.The life of a man is just like a hitchhiking， during which many times we go up and down. Now and then things will happen accidently, some of which are to be unexpected excitement ，while some heart-breaking sorrows. 3.When first embraced the world，we are already on the train of life. We take it f
59、or granted that the first two persons, our parents, whom we are encountered with, will accompany us all the way. 4.Sadly，things do not go on as we thought.Our parents will get off the train at a certain station， leaving us, bereft and helpless.Their love and 们的爱、他们的情、他们不可替代的陪伴， 再也无从寻找。5. 尽管如此， 还会有其他
60、人上车。他们当中的一些人将对我们有着特殊的意义。6. 他们之中有我们的兄弟姐 妹 , 有我们的亲朋好友。我们还将会体验千古不朽的爱情故事。7. 坐同一班车的人当中，有的轻松旅行。8. 有 的 却 带 着 深 深 的 悲哀还有的 ,在列车上四处奔忙， 随时准备帮助有需要的人9. 很多人下车后， 其他旅客对 他 们 的 回 忆 历 久 弥新 但是，也有一些人，当他们离开座位时，却没有人察觉。10.有时候，对你来说情深义重的旅伴却坐到了另一节车厢。你只得远离他，继续你的旅程。11.当然，在旅途中，你也可以摇摇晃晃地穿过自己的车厢，去别的车厢找他12.可惜，你再也无法坐在他身旁，因为这个位置已经emo
61、tion to us and their irreplaceable company can be found in nowhere. 5.However ， there will be somebody else who will get on the train. Some of them will have special meaning to us. 6.Some of them may be our siblings , relatives and friends, and we will also expereince the imperishable love. 7.Some o
62、f our travelling companions are quite light-hearted on the way. 8.While some may bear immense sorrow.Still some ,back and forth, are ready to hold out their hands for others who need help. 9.Some people alight off the train, yet they are still kept in the mind of the other passengers for long;some,
63、to the opposite, leave their seats without being noticed. 10. Sometimes, the one,who is dear to your heart, has huddled into another carriage. Nothing but one you can do is just to keep on going, far away from him. 11. Of course, during the journey, you may stagger to another carriage to look for hi
64、m. 12. It s a pity that you will never seat yourself beside him because the seat has been engaged by others. 13. Never mind. The journey is full of challenges,dreams, hopes and departures- but 让别人给占了. 13.没关系。旅途充满挑战、梦想、希望、离别就是不能回头。因此，尽量使旅途愉快吧！14.善 待旅途上遇见的所有旅客，找出人们身上的闪光点。15.永远记住， 在某一段旅程中，有人会犹豫彷徨，因为我们自
65、己也会犹豫彷徨。16.我们要理解他人， 因为我们需要他人的理解。17.生命之谜就是： 我们在什么地方下车？坐在身旁的 伴 侣 在 什 么 地 方 下车？我们的朋友在什么地方下车？我们无从知晓18.我时常这样想： 到我该下车的时候， 我会留恋吗？我想我还是会的。 和我的朋友分离，我会痛苦。让我的孩子孤独地前行，我会悲伤。我执著地希望在我们大家都要到达的那个终点站， 我们还会相聚19.我 的孩子们上车时没有什么行李， 如果我能在他们的行囊中留下美好的only one thing is that you cant turn back. So, have a good journey with hea
66、rt and soul. 14. Show your good-will to all the passengers you are encountered with, and find the merits of theirs. 15. Remeber that someone may oscillate just as we do in the journey. 16. We should understand others just as we need others understanding. 17. The enigma of life is：Where shall we get
67、off the train of life?And how about the companions beside us?And our friends?We dont know.18. Sometimes I think ：When my time comes to get off the train，shall I miss it？I think I will.It is a suffering when I part with my friends.I will be sorry for leaving my kids going alone.I firmly hold that whe
68、n we get to the terminal ，we will have another reunion. 19. When my kids get on the train of life, they have only little luggage in their travelling bags. However,if I can leave the beautiful memory in them,I will be happy. 20. After getting off the train of life, I will be content if my fellow passengers will remember me and miss me. 21. To you , the companions on my train of life.May you have a good journey! 回忆，我会感到幸福。20.我下车后，和我同行的旅客都还能记得我，想念我，我将感到快慰。21.献给你 , 我生命列车上的同行者 , 祝您旅途愉快!
