外文文獻(xiàn)翻譯國(guó)際商務(wù)談判

1、外文文獻(xiàn)翻譯international business negotiationspervez ghauri & jean-claude usunierwhen two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each persons own cognitive world and cultural conditioning. negotiation is the process by which at least tw

2、o parties try to reach an agreement on matters of mutual interest. the negotiation process proceeds as an interplay of perception, information processing, and reaction, all of which turn on images of reality (accurate or not), on implicit assumptions regarding the issue being negotiated, and on an u

3、nderlying matrix of conventional wisdom, beliefs, and social expectations. negotiations involve two dimensions: a matter of substance and the process. the latter is rarely a matter of relevance when negotiations are conducted within the same cultural setting. only when dealing with someone from anot

4、her country with a different cultural background does process usually become a critical barrier to substance; in such settings process first needs to be established before substantive negotiations can commence. this becomes more apparent when the negotiation process is international, when cultural d

5、ifferences must be bridged. when negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any

6、 cross cultural context, the potential for misunderstanding and talking past each other is great. negotiating internationally almost certainly means having to cope with new and inconsistent information, usually accompanied by new behavior, social environments, and even sights and smells. the greater

7、 the cultural differences, the more likely barriers to communication and misunderstandings become. when one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. it is naive indeed to venture into

8、international negotiation with the belief that “after all, people are pretty much alike everywhere and behave much as we do.” even if they wear the same clothes you do, speak english as well as (or even better than) you, and prefer many of the comforts and attributes of american life (food, hotels,

9、sports), it would be foolish to view a member of another culture as a brother in spirit. that negotiation style you use so effectively at home can be ineffective and inappropriate when dealing with people from another cultural background; in fact its use can often result in more harm than gain. heig

10、htened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture. members of one culture may focus on different aspects of an agreement (e.g., legal, financial) than may members of another culture (personal, relationship

11、s). the implementation of a business agreement may be stressed in one culture, while the range and prevention of practical problems may be emphasized in another culture. in some cultures, the attention of people is directed more toward the specific details of the agreement (documenting the agreement

12、), while other cultures may focus on how the promises can be kept (process and implementation). americans negotiate a contract; the japanese negotiate a personal relationship. culture forces people to view and value differently the many social interactions inherent in fashioning any agreement. negot

13、iations can easily break down because of a lack of understanding of the cultural component of the negotiation process. 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 negotiato

14、rs. american and russian people are not similar; their ethical attitudes do not coincide: they evaluate behavior differently. what an american may consider normative, positive behavior (negotiating and reaching a compromise with an enemy), a russian perceives as showing cowardice, weakness, and unwo

15、rthiness; the word “deal” has a strong negative connotation, even today in contemporary russia. similarly, for russians, compromise has negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity (the russians are not alone here: a mexican will not compromi

16、se as a matter of honor, dignity, and integrity; likewise, an arab fears loss of manliness if he compromises.) a negotiation is treated as a whole without concessions. at the strategic arms limitation talks (salt) talks, the americans thought they had an agreement (meaning conclusive commitment), wh

17、ile the russians said it was an understanding (meaning an expression of mutual viewpoint or attitude). when the americans thought they had an understanding, the russians said it was a procedural matter, meaning they had agreed to a process for conducting the negotiation. different cultural systems c

18、an produce divergent negotiating styles-styles shaped by each nations culture, geography, history, and political system. unless you see the world through the others eyes (no matter how similar they appear to you), you may not be seeing or hearing the same. no one can usually avoid bringing along his

19、 or her own cultural assumptions, images, and prejudices or other attitudinal baggage into any negotiating situation. the way one succeeds in cross cultural negotiations is by fully understanding others, using that understanding to ones own advantage to realize what each party wants from the negotia

20、tions, and to turn the negotiations into a win-win situation for both sides. a few potential problems often encountered during a cross-cultural negotiation include ( frank, 1992): insufficient understanding of different ways of thinking. insufficient attention to the necessity to save face. insuffic

21、ient knowledge of the host country-including history, culture, government, status of business, image of foreigners. insufficient recognition of political or other criteria. insufficient recognition of the decision-making process. insufficient understanding of the role of personal relations and perso

22、nalities. insufficient allocation of time for negotiations. over two-thirds of u.s.-japanese negotiation efforts fail even though both sides want to reach a successful business agreement (the u.s. department of commerce is even more pessimistic; it estimates that for every successful american negoti

23、ation with the japanese, there are twenty-five failures.) in fact, these numbers hold true for most cross-cultural meetings. often barriers to a successful agreement are of a cultural nature rather than of an economical or legal nature. since each side perceives the other from its own ethnocentric b

24、ackground and experience, often neither side fully comprehends why the negotiations failed. it is precisely this lack of knowledge concerning the culture and the “alien” and “unnatural” expectations of the other side that hinders effective negotiation with those from another culture. in cross-cultur

25、al negotiations, many of the rules taught and used domestically may not apply-especially when they may not be culturally acceptable to the other party. for most western negotiators this includes the concepts of give and take, of bargaining, and even of compromise. the stereotypical, common western i

26、deal of a persuasive communicator-highly skilled in debate, able to overcome objections with verbal flair, an energetic extrovert-may be regarded by members of other cultures as unnecessarily aggressive, superficial, insincere, even vulgar and repressive. to other americans, the valued american trai

27、ts of directness and frankness show evidence of good intentions and personal convictions. to an american it is complimentary to be called straightforward and aggressive. this is not necessarily so, however, for members of other cultures. to describe a person as “aggressive” is a derogatory character

28、ization to a british citizen. to the japanese, those very same traits indicate lack of confidence in ones convictions and insincerity. instead, terms such as thoughtful, cooperative, considerate, and respectful instill positives in the japanese and many asian cultures. domestically, the study of neg

29、otiation tends to encompass business relationships between parties, tactics, bargaining strategies, contingency positions, and so on. however, in a cross-cultural context, besides the usual rules of negotiation, one has to be wary of fine nuances in relationships and practices and how they are perce

30、ived and executed by members of the other culture. the two business negotiators are separated from each other not only by physical features, a totally different language, and business etiquette, but also by a different way to perceive the world, to define business goals, to express thinking and feel

31、ing, to show or hide motivation and interests. from the other partys perspective, for example, to some cultures americans may appear aggressive and rude, while to others, those very same americans appear calm and uninterested. 1 the art of negotiations the word “negotiations” stems from the roman wo

32、rd negotiari meaning “to carry on business” and is derived from the latin root words neg (not) and otium (ease or leisure). obviously it was as true for the ancient romans as it is for most businesspersons of today that negotiations and business involves hard work. a modern definition of negotiation

33、 is two or more parties with common (and conflicting) interests who enter into a process of interaction with the goal of reaching an agreement (preferably of mutual benefit). john kenneth galbraith said “sex apart, negotiation is the most common and problematic involvement of one person with another

34、, and the two activities are not unrelated.” negotiations are a decision-making process that provides opportunities for the parties to exchange commitments or promises through which they will resolve their disagreements and reach a settlement. a negotiation is two or more parties striving to agree w

35、hen their objectives do not coincide. negotiation consists of two distinct processes: creating value and claiming value. creating value is a cooperative process whereby the parties in the negotiation seek to realize the full potential benefit of the relationship. claiming value is essentially a comp

36、etitive process. the key to creating value is finding interests that the parties have in common or that complement each other, then reconciling and expanding upon these interests to create a win-win situation. parties at the negotiating table are interdependent. their goals are locked together. a se

37、ller cannot exist without a buyer. the purpose of a negotiation is a joint decision-making process through which the parties create a mutually acceptable settlement. the objective is to pursue a win-win situation for both parties. negotiations take place within the context of the four cs: common int

38、erest, conflicting interests, compromise, and criteria (moran and stripp, 1991). common interest considers the fact that each party in the negotiation shares, has, or wants something that the other party has or does. without a common goal, there would be no need for negotiation. conflict occurs when

39、 people have separate but conflicting interests. areas of conflicting interests could include payment, distribution, profits, contractual responsibilities, and quality. compromise involves resolving areas of disagreement. although a win-win negotiated settlement would be best for both parties, the c

40、ompromises that are negotiated may not produce the result. the criteria include the conditions under which the negotiations take place. the negotiation process has few rules of procedure. rules of procedure are as much a product of negotiation as the issues. over time, the four cs change and the inf

41、ormation, know-how, and alternatives available to the negotiating international company and the host country also change, resulting in a fresh interpretation of the four cs, the environment, and the perspective. in essence, negotiation takes place within the context of the political, economic, socia

42、l, and cultural systems of a country. the theory of the negotiation process includes the following dimensions: (1) bargainer characteristics, (2) situational constraints, (3) the process of bargaining, and (4) negotiation outcomes. this theory is based on actors who share certain values and beliefs

43、based on their culture. these actors function in business and economic situations that also have cultural influences, and they act in certain culturally inscribed ways. we bargain when: 1. a conflict of interest exists between two or more parties; that is, what is, what one wants is not necessarily

44、what the other one wants.2. a fixed or set of rules or procedures for resolving the conflict does not exist, or the parties prefer to work outside of a set of rules to invent their own solution to the conflict.3. the parties, at least for the moment, prefer to search for agreement rather than to fig

45、ht openly, to have one side capitulate, to permanently break off contact, or to take their dispute to a higher authority to resolve it.in summary, negotiations primarily consists of five aspects: (1) goals: motivating the parties to enter; (2) the process of negotiating that involves communications

46、and actions; (3) outcomes; (4) preexisting background factors of cultural traditions and relations; and (5) specific situational conditions under which the negotiation is conducted. 2 verbal language is highly important. when people from different cultures communicate, culture-specific factors affec

47、t how they encode and decode their messages. negotiators should check understanding periodically, move slowly, use questions liberally, and avoid slang and idioms. even the discussion of negotiation, compromise, and agreement has different meanings to different cultures. both the american and korean

48、 meanings for the word “corruption” are negative; however in the united states, the word connotes being morally wrong while for the koreans it implies being socially unfortunate. the mexican will not compromise as a matter of honor, dignity, and integrity. the arab fears loss of manliness if he comp

49、romises. in russia, compromise has a negative connotation; principles are supposed to be inviolable and compromise is a matter of integrity. for russians, a negotiation is treated as a whole without concessions. in the american culture, those who refuse to bargain are viewed as cold, secretive, and

50、not really serious about conducting business. the dutch are not hagglers; you should make your offer fairly close to your true asking price; if you start making large concessions you will lose their confidence. the swedes are methodical, detailed individuals who are slow to change positions. bargain

51、ing is not highly valued in swedish culture; those who bargain, who attempt to negotiate by offering a higher price in order to concede to a lower price, can be viewed as untrustworthy, inefficient, or perhaps out for personal gain at the expense of others. 3 nonverbal communications in cross-cultur

52、al negotiations nonverbal behavior may be defined as any behavior, intentional or unintentional, beyond the words themselves that can be interpreted by a receiver as having meaning. nonverbal behaviors could include facial expressions, eye contact, gestures, body movements, posture, physical appeara

53、nce, space, touch, and time usage. they are all different from culture to culture. nonverbal behaviors either accompany verbal messages or are used independently of verbal messages. they may affirm and emphasize or negate and even contradict spoken messages. nonverbal behaviors are more likely to be

54、 used unconsciously and spontaneously because they are habitual and routine behaviors. the wide range of behaviors called nonverbal behavior can be divided into seven categories. gestures, body movement, facial movement, and eye contact are combined in the kinesic code commonly called body language.

55、 vocalics refers to call vocal activity other than the verbal context itself. also called paralanguage, vocalics includes tone, volume, and sounds that are not words. behaviors that involve touching are placed in the haptics code. the use of space is called proxemics, and the use of time is chronemi

56、cs. physical appearance includes body shape and size, as well as clothing and jewelry. finally, artifacts refer to objects that are associated with a person, such as ones desk, car, or books. it should be emphasized that these codes do not usually function independently or sequentially; rather, they

57、 work simultaneously. in addition, nonverbal behavior is always sending messages; we can not communicate without using them, although, at times, the messages may be ambiguous. this wide range of nonverbal behaviors serves various functions in all face-to-face encounters. most important, emotional me

58、ssages at the negotiating table are expressed nonverbally by gestures, tone of voice, or facial expressions. the other sides interpretation of your statement depends on the nonverbal more than what was actually said. nonverbal communications is significant. from: international business negotiations,

59、 2001國(guó)際商務(wù)談判 伯維茨.高利, 簡(jiǎn).科勞德.阿斯尼爾當(dāng)兩個(gè)人交流時(shí),他們很少精確地談?wù)撓嗤膯栴},因?yàn)閷?shí)際的意思會(huì)受到每個(gè)人認(rèn)知的世界和文化熏陶的影響。談判是至少有兩方試圖就共同的利益達(dá)成協(xié)議的過程。談判過程中的收益是相互認(rèn)識(shí)、信息處理以及反應(yīng), 所有這些都依賴于現(xiàn)實(shí)中的概念(正確與否),依賴于正在談判中隱含的假設(shè)問題,依賴于傳統(tǒng)觀念、信仰、社會(huì)的期望的基本模式。談判涉及兩個(gè)層面: 實(shí)質(zhì)與程序問題。后者在相同的文化背景進(jìn)行談判時(shí)是很少有相關(guān)的問題。只有與來自不同文化背景的國(guó)家談判是,過程往往成為關(guān)鍵內(nèi)容的障礙；在這種背景下，過程首先要能在實(shí)質(zhì)性談判開始前制定。更為明顯的是,在國(guó)際性的談判進(jìn)程中,必須克服文化差異。國(guó)際談判時(shí),這就變成預(yù)測(cè)與文化相關(guān)的問題,在特定文化中才最有可能被人們所理解。討論中常常會(huì)有阻礙因?yàn)殡p方似乎采用不同的邏輯方式；在任何跨文化背景下,相互間的誤會(huì)可能性非常大。幾乎可以肯定,在國(guó)際談判中是解決矛盾和新信息,往往伴隨