chapter eleven international and cross-cultural negotiation mcgraw-hill/irwin copyright © 2011 by...
TRANSCRIPT
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CHAPTER ELEVEN
International andCross-Cultural Negotiation
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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11-2
International Negotiation:Art and Science
International negotiations are much more complex than domestic negotiations. They challenge the negotiators to understand the science of negotiation while developing their artistry.
• The science of negotiation provides research evidence to support broad trends that often, but not always, occur during negotiation.
• The art of negotiation is deciding which strategy to apply when, and choosing which models and perspectives to apply to increase cross-cultural understanding.
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11-3
What Makes International Negotiations Different?
Two overall contexts have an influence on international negotiations:
• Environmental context– Includes environmental forces that neither negotiator
controls that influence the negotiation
• Immediate context– Includes factors over which negotiators appear to have
some control
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11-4
Environmental Context
Factors that make international negotiations more challenging than domestic negotiations include:
• Political and legal pluralism• International economics• Foreign governments and bureaucracies• Instability• Ideology• Culture• External stakeholders
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11-5
Immediate Context
“Factors over which the negotiators have influence and some measure of control”:
• Relative bargaining power• Levels of conflict• Relationship between negotiators• Desired outcomes• Immediate stakeholders
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11-6
The Contexts ofInternational Negotiations
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11-7
How Do We Explain International Negotiation Outcomes?
International negotiations can be much more complicated
• Simple arguments cannot explain conflicting international negotiation outcomes
• The challenge is to:– Understand the multiple influences of several factors
on the negotiation process – Update this understanding regularly as circumstances
change
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11-8
Conceptualizing Culture and Negotiation
• Culture as learned behavior– A catalogue of behaviors the foreign negotiator should
expect
• Culture as shared values– Understanding central values and norms
• Individualism/collectivism
• Power distance
• Career success/quality of life
• Uncertainty avoidance
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11-9
Hofstede’s Model ofCultural Dimensions
• Individualism/collectivism
• Power distance
• Career success/quality of life
• Uncertainty avoidance
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11-10
Individualism/Collectivism
Definition: the extent to which the society is organized around individuals or the group
• Individualism/collectivism orientation influences a broad range of negotiation processes, outcomes, and preferences– Individualistic societies may be more likely to swap
negotiators, using whatever short-term criteria seem appropriate
– Collectivistic societies focus on relationships and will stay with the same negotiator for years
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11-11
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 be more likely to have decision making concentrated at the top of the culture.
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11-12
Career Success/Quality of Life
Definition: cultures differ in the extent to which they hold values that promote career success or quality of life.
• Cultures promoting career success are characterized by the acquisition of money and things, and not caring for others.
• Cultures promoting quality of life are characterized by concern for relationships and nurturing.
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11-13
Uncertainty Avoidance
Definition: “Indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations”
• Negotiators from high uncertainty avoidance cultures are less comfortable with ambiguous situations--want more certainty on details, etc.
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11-14
Hofstede’s Cultures Ranking in the Top 10
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11-15
Conceptualizing Cultureand Negotiation
• Culture as dialectic– All cultures contain dimensions or tensions that are
called dialectics• Example: 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 • Culture in context
– No human behavior is determined by a single cause– All behavior may be understood at many different
levels simultaneously
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11-16
Schwartz’s 10 Cultural Values
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11-17
The Influence of Culture on Negotiation: Managerial Perspectives
• Definition of negotiation• Negotiation opportunity• Selection of negotiators• Protocol• Communication• Time sensitivity• Risk propensity• Groups versus individuals emphasis• Nature of agreements• Emotionalism
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11-18
Culturally Responsive Negotiation Strategies
• When choosing a strategy, negotiators should:– Be aware of their own and the other party’s culture
in general– Understand the specific factors in the current
relationship– Predict or try to influence the other party’s
approach
• Strategies are arranged based on the level of familiarity (low, moderate, high) that a negotiator has with the other party’s culture
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11-19
Low Familiarity
• Employ agents or advisers (unilateral strategy)– Useful for negotiators who have little awareness of
the other party’s culture
• Bring in a mediator (joint strategy)– Encourages one side or the other to adopt one
culture’s approaches or mediator culture approach
• Induce the other party to use your approach (joint strategy)– The other party may become irritated or be insulted
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11-20
Moderate Familiarity
• Adapt to the other negotiator’s approach (unilateral strategy) – Involves making conscious changes to your approach
so it is more appealing to the other party
• Coordinate adjustment (joint strategy)– Involves both parties making mutual adjustments to
find a common process for negotiation
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High Familiarity
• Embrace the other negotiator’s approach (unilateral strategy) – Adopting completely the approach of the other negotiator
(negotiator needs to completely bilingual and bicultural)
• Improvise an approach (joint strategy)– Crafts an approach that is specifically tailored to the negotiation
situation, other party, and circumstances
• Effect symphony (joint strategy)– The parties create a new approach that may include aspects of
either home culture or adopt practices from a third culture