Chapter 10: Taking Negotiation Talents Global docx

Taking Negotiation
Talents Global
Chapter 10

Outline

Importance of Culture

Global Mind-Set

Establishing Trust

Collectivism vs. Individualism

Cultural Dimensions

Importance of Manners – Etiquette

Role of Emotion

Familiarity of Culture

Rules for Cross-Cultural Negotiation

Importance of Culture

Patterns of personality exist for groups
sharing a common culture

During socialization, individuals pick-up
knowledge, ideas, values, beliefs, phobias,

and anxieties of their society

Most cultural norms are absorbed
subconsciously

Cross-cultural negotiations require extensive
intelligence gathering and flexibility

Global Mind-Set

Importance of Patience
•
Cross-cultural
agreements typically
take longer
•
Time may not be linear –
but polychronic or
circular with no
beginning nor end

Identify types of
strategies or tactics that
may be utilized in
various cultures

Establishing Trust
Negotiation Processes
Nontask
Sounding

(rapport)
Task-related
Information
Exchange
Persuasion,
compromise
Concession &
Agreement

Collectivist vs. Individualist

Collectivism – group solidarity, loyalty
and interdependence among members
(e.g. Asian & Latin American cultures)

Individualism – independence is valued
along with attention to detail and
control (e.g. US, UK)

Cultural Dimensions

Cultural dimensions may impinge on the
decision processes of negotiators
•
Masculinity-femininity
•
Uncertainty avoidance
•
Power distance
•

Individualism

Masculinity - Femininity

Masculine cultures value assertiveness,
independence, task orientation and self-
achievement

Feminine cultures value cooperation,
nurturing, relationships and quality of life

More masculine cultures (e.g. Japan, Latin
America, Austria) may pursue a win-lose
negotiating approach

Uncertainty Avoidance

Level of discomfort felt in the face of
risk and ambiguous, uncertain
situations

Cultures who are comfortable with risk
require less information, have fewer
people involved in decision making and
act more quickly (e.g. US)

Power Distance

Acceptance of authority differences
among people

•
High power distance cultures are status
conscious and respectful of age and
seniority

Lower power-distance orientations
greater tendency to make decisions in a
consultative style

Individualistic Cultures

Value independence of thinking and
focus on task issues over relationship
•
Goals of self-actualization and self-
motivation are valued
•
People speak for themselves

Collectivist cultures value saving face,
protecting their groups

Importance of Manners - Etiquette

Engage in intelligence gathering to
uncover the required or expected
etiquette of your negotiation
counterpart as dictated by social norms
or culture
•

Gift giving
•
Presenting business cards
•
Learn phrases or words in their language

Role of Emotion

Emotional states affect how we
interpret actions of others and how we
process information

Non-verbal cues or responses may not
be interpreted similarly in all cultures

Familiarity of Culture

Low cultural familiarity – employ an agent,
advisor or mediator

Moderate cultural familiarity – adapt to
another’s culture and arrange a blend of both

High cultural familiarity – negotiator can
unilaterally adopt the other side’s culture (do
as the Roman’s do)
•
Transcend cultural boundaries
•
Act more as individuals

•
Create effect symphony

Rules for Cross-Cultural Negotiation

Gather intelligence – learn as
much as possible

Prepare for differences
about time, punctuality, and
logical process

Relationships are important

Don’t seek compromise as
the answer to impasse
automatically

Hire a skilled interpreter and
practice with them

Establish credibility but do
not boast

Be patient

Prepare, prepare, prepare

If misunderstandings occur,
slow down. Seek to find

common ground and utilize
framing

Utilize the various
negotiation strategies to
achieve win-win outcomes