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Culture's Impact on Negotiation Styles
- 1. Module 2
- 3. Negotiation The Impact of culture on Negotiation Negotiation Factors Goal Attitudes Personal Styles Communications Time Sensitivity Emotionalism Agreement Form Agreement building Team Organization Risk Taking Contract Win/Lose Informal Direct High High Specific Bottom Up One leader High Relationship Win/Win Formal Indirect Low Low General Top Consensus Low Western Asian Source http://fletcher.tufts.edu/salacuse/topten.html
- 4. The American Way Communication Patterns in Negotiation Message Success All the information on the table Confronts provokes Become Vocal & animated Argument the way of Commu -nication Concession Conciliation Summary Wishes to close the deal effectively on his terms (win-lose) Express it all directly
- 5. 05/09/08 Communication Patterns in Negotiation Message Success Some information on the table Express it implicitly Confronts Challenges Considers options Eating and Drinking the way of commu- nication Making Friends Concession Wishes to close the deal and establish long-term relationship (win-win) The Chinese Way
- 8. 05/09/08 Culture A Culture B Behaviors Comportamientos Customs Costumbres Beliefs Creencias Values Valores assumptions Suposiciones
- 9. 05/09/08 Professional Profesional Functional Funcional Company Compañía Industry Industria Regional/ National Regional/Nacional
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- 33. 05/09/08 Mobile America Foggy Japanese Clinical French Vague British
- 35. 05/09/08 Values Symbols Behaviors
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- 55. 05/09/08 Cultural Chauvinism Level of Cultural Awareness Ethnocentrism Tolerance Minimization Understanding Description
- 56. 05/09/08 Complete unawareness of other cultures, which leads negotiators to attribute ignorance and bad intentions to other side Cultural Chauvinism Level of Cultural Awareness Ethnocentrism Tolerance Description Minimization Understanding
- 57. 05/09/08 Awareness of ethnic, religious, racial, or national differences, along with a conviction that one’s own way is the “right” one Cultural Chauvinism Level of Cultural Awareness Ethnocentrism Tolerance Description Minimization Understanding
- 58. 05/09/08 Awareness and appreciation of differences, still feeling one’s own way is more “realistic” - leads negotiators to try to “educate” or “develop” other side Cultural Chauvinism Level of Cultural Awareness Ethnocentrism Tolerance Description Minimization Understanding
- 59. 05/09/08 Awareness of other cultures, with focus on similarities across cultures, may lead negotiator to ignore important difference relevant to a negotiation Cultural Chauvinism Level of Cultural Awareness Ethnocentrism Tolerance Description Minimization Understanding
- 60. 05/09/08 Realization that one’s own way is only one of many, and that others are not abnormal in any way Cultural Chauvinism Level of Cultural Awareness Ethnocentrism Tolerance Description Minimization Understanding
Hinweis der Redaktion
- SAY: As we talk about culture today, we want to get beyond the superficial and better understand some of the elements of what we call “Deeper Culture” especially as it applies to national and ethnic culture. EXPLAIN that it’s natural to “snorkel along the surface” of the water and focus on the more obvious, visible differences in culture such as food, dress, and even observable behaviours and customs. When embarking on a cross-cultural adventure, it’s a very common phenomenon for people to want to know the “do’s” and “don’ts” of the new culture, which isn’t necessarily a bad place to start, but that’s often where the pursuit ends. It’s much less common for people to really go “deep sea diving” to better understand beliefs, values, and assumptions that also have a profound impact in cross-cultural communications interactions and working relationships.
- How professionals acquire knowledge etc Harvard MBA vmore generalist approach, work well in teams MIT-MBA ’s specialists, good in individual assignments INSEAD MBAs international background and cross-cultural exposure proper behaviour: aggressiveness for lawyers, not for doctors sompe professions are closely linked witrh particular countries
- Different task environments
- GM: geographical diversification diversification, internationalisation, decentralised control start-ups: organic forms, when they grow they need to become more structured and systematic.
- Deep cultural values, which we learn as very young children, are more resistant to change than superficial cultural expressions are. Values seem natural and universal. When we encounter different cultural symbols, people merely seem different, perhaps even colorful. But when they express different values, they seem unnatural, dangerous, or evil. The relationship between cultural symbols and cultural values can be seen as a series of layers wrapped around a central core—the deep values that motivate people’s behavior ( Figure 3.3 ). Cultural symbols are the visible manifestations of culture—the practices and behaviors we can see and catalog. These practices are expressions of deep-seated, invisible core values at the center. It is relatively easy to learn about these surface manifestations of culture, but much harder to get a feel for the significance these practices have.