跨文化商務溝通-課件

Chapter7InterculturalBusinessNegotiationChapter7InterculturalBusinesLearningObjectiveBytheendofthischapter,youshouldbeabletoDefinetheinterculturalnegotiationprocessDiscusswaysinwhichculturaldifferencescanimpactinternationalnegotiationDistinguishbetweennegotiationmodelsandstylesLearningObjectiveBytheendoNegotiationTheword“negotiation”stemsfromtheRomanwordnegotiarimeaning“tocarryonbusiness”andisderivedfromtheLatinwordsneg(not)andotium(easeorleisure)NegotiationTheword“negotiatNegotiationDefinedTwoormorepartieswithcommon(andconflicting)interestsenterintoaprocessofinteractionwiththegoalofreachinganagreement(preferablyofmutualbenefit)NegotiationDefinedTwoormoreInterculturalNegotiationDefinedInterculturalnegotiationinvolvesdiscussionsofcommonandconflictinginterestsbetweenpersonsofdifferentculturalbackgroundswhoworktoreachanagreementofmutualbenefit.InterculturalNegotiationDefiWhatisInterculturalNegotiationLike?TheyfurtherexplainthatnegotiationstakeplacewithinthecontextofthefourCs:commoninterest,conflictinginterests,compromise,andcriteria.1.Commoninterestconsidersthatbothpartiesinthenegotiationshare,have,orwantsomethingthattheotherpartyhasordoes.2.Areasofconflictinginterestsincludepayment,distribution,profits,contractualresponsibilities,andquality.3.Compromiseincludesareasofdisagreement.4.Thecriteriaincludeconditionsunderwhichthenegotiationstakeplace.WhatisInterculturalNegotiatInterculturalNegotiationVariablesAknowledgeoftheotherside’scultureallowsanegotiatortocommunicate,tounderstand,toplan,andtoanticipatemoreeffectively.InterculturalNegotiationVari1.FactorsInfluencingBusinessNegotiationTheprocessofinternationalbusinessnegotiationisconsideredtobeinfluencedbytwogroupsofvariables.

(1)BackgroundfactorsTheparties’objectives;Otheraspectsincludethirdpartiesinvolved,suchasconsultants,agents,andtherespectivegovernment;Thepositionofthemarket(seller’svs.buyer’s)

Theskillsandexperienceofthenegotiators.1.FactorsInfluencingBusine1.FactorsInfluencingBusinessNegotiation

(2)Atmospherevariables

Perceivedcooperation/conflict–thatthepartieshavesomethingtonegotiateforandsomethingtonegotiateabout;Poweranddependence-thatoneofthepartiesgainsmorepowerintherelationship;Perceiveddistance-thatthepartiesareunabletounderstandeachother;Theexpectationsofbothsides:

Long-termexpectationsofthetruedealsorbenefits;Short-termexpectationsconcerningtheprospectsofthepresentdeal.1.FactorsInfluencingBusine2.AnalysisofInterculturalNegotiationVariablesLet’sspecifyhowcultureaffectsinterculturalnegotiationinthetwelvevariablesraisedbyWeiss(1998)andseethedifferencesamongthesevencultures-American,Chinese,French,Japanese,Mexicans,NigeriansandSaudis.2.AnalysisofInterculturalAnalysisofInterculturalNegotiationVariablesAnalysisofInterculturalNegoBasicconceptofthenegotiationprocess基本概念BasicconceptofthenegotiatiCulturalFactorsAttitudetowardconflictPrevailingresponsePredominantviewofbusinessrelationshipsPurposeofnegotiationCulturalFactorsAttitudetowarFunctionalvs.dysfunctional;zero-sumvs.nonzero-sumDirectvs.indirect;confrontationalvs.avoidantCompetitivevs.collaborativeMaximizationofindividualvs.jointbenefitFunctionalvs.dysfunctional;Distributivebargaining分配式談判FunctionalDirect,confrontationalCompetitiveDistributivebargaining分配式談判Distributivebargainingistheapproachtobargainingornegotiationthatisusedwhenthepartiesaretryingtodividesomethingup--distributesomething.

Itcontrastswithintegrativebargaininginwhichthepartiesaretryingtomakemoreofsomething.

Thisismostcommonlyexplainedintermsofapie.

DistributivebargainingistheDisputantscanworktogethertomakethepiebigger,sothereisenoughforbothofthemtohaveasmuchastheywant,ortheycanfocusoncuttingthepieup,tryingtogetasmuchastheycanforthemselves.

Ingeneral,integrativebargainingtendstobemorecooperative,anddistributivebargainingmorecompetitive.DisputantscanworktogethertCommontacticsincludetryingtogainanadvantagebyinsistingonnegotiatingonone'sownhomeground;havingmorenegotiatorsthantheotherside,usingtricksanddeceptiontotrytogettheothersidetoconcedemorethanyouconcede;makingthreatsorissuingultimatums;generallytryingtoforcetheothersidetogiveinbyoverpoweringthemoroutsmartingthem,notbydiscussingtheproblemasanequal(asisdoneinintegrativebargaining).

CommontacticsincludetryingThegoalindistributivebargainingisnottoassurebothsideswin,butratherthatoneside(yourside)winsasmuchasitcan,whichgenerallymeansthattheothersidewilllose,oratleastgetlessthanithadwanted.(Distributivebargainingtacticsrarelyassumethepiewillbedividedinhalf.)ThegoalindistributivebargaDistributivebargainingmixedwithintegrativeaspectsDysfunctional,zero-sumIndirect,avoidantCompetitiveDistributivebargainingmixedDebateFunctional,zero-sumDirect,confrontationalCompetitiveDebateContingencybargainingDysfunctional,nonzero-sumIndirect,avoidantCollaborativeContingencybargaining2.SignificantIssues2.SignificantIssuesSignificantIssuesSubstance

Relationship-basedProceduralPersonal/internalSignificantIssuesSubstanceItcoverssuchmattersaspriceandnumberofunitstobesold.Itcoverscompatibilityofstylesandmutualtrust.Itcoversthetypeofstructure(format)ofdiscussion.Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.ItcoverssuchmattersaspricItcoverssuchmattersaspriceandnumberofunitstobesold.Itcoverscompatibilityofstylesandmutualtrust.Itcoversthetypeofstructure(format)ofdiscussion.Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.ItcoverssuchmattersaspricStressingsubstantiveissuesPriceDeliveryQuality跨文化商務溝通-課件Thenatureoftheparties’relationshipistheprimaryissue跨文化商務溝通-課件The“heartofthematter”Relationship-based,procedural,andpersonalissues跨文化商務溝通-課件Concentratingonrelationship-basedissues跨文化商務溝通-課件3.SelectionofNegotiators3.SelectionofNegotiatorsTheabilitycriterionNegotiator’ssubstantiveknowledgeoftheissuesNegotiator’sexperience跨文化商務溝通-課件Largeteamsofvariedcomposition跨文化商務溝通-課件StatusAbility跨文化商務溝通-課件Status(sex,age,seniority)Knowledge跨文化商務溝通-課件4.Individuals’Aspirations4.Individuals’AspirationsEncouragingindividualaspirationsApplaudindividualachievements跨文化商務溝通-課件Individualaspirationsplayaminorbutchangingrole跨文化商務溝通-課件Individualismisvaluedhighly跨文化商務溝通-課件Collectivismisthequintessentialtrait跨文化商務溝通-課件5.Decision-makinginGroup5.Decision-makinginGroupDecisionstendtobemadebyindividuals跨文化商務溝通-課件Decisionstendtobemadeauthoratively跨文化商務溝通-課件Decision-makingishighlycentralized跨文化商務溝通-課件Consensus-buildingisthenorm跨文化商務溝通-課件6.Orientationtowardtime6.OrientationtowardtimeTimemustbemaximizedNottobewasted跨文化商務溝通-課件Patienceisthewatchword.跨文化商務溝通-課件Punctualityisexpected.跨文化商務溝通-課件TheJapanesehavealongtimehorizon,buttheycanbepunctualinsomeareasandunconcernedinothers.跨文化商務溝通-課件7.Risk-takingpropensity7.Risk-takingpropensityTendtotakerisksAcceptuncertainty跨文化商務溝通-課件Riskisavoided.跨文化商務溝通-課件Conservative跨文化商務溝通-課件Aversetouncertaintyandrisk跨文化商務溝通-課件8.BasesofTrust8.BasesofTrustLooktothepastrecordofthosewithwhomtheyarenegotiatingTrustinsanctions跨文化商務溝通-課件Trustworthinessisassessedonthebasisofpastrecord.跨文化商務溝通-課件Trustemergesslowly,usuallyasaresultofone’sdeeds.跨文化商務溝通-課件Trustrestsonpastrecordandotherwiseonintuition.跨文化商務溝通-課件9.ConcernwithProtocol9.ConcernwithProtocolAmericaninformalChineseformalitiesFrenchProperdemeanorandformalityJapaneseConservativeconductandformalpolitenessAmerican10.CommunicationComplexity10.CommunicationComplexityAmericanVerbalLowcomplexityChineseHeavyuseofverbalcuesMorecomplexFrenchNeitherlownorhighJapaneseHighcomplexityAmerican11.NatureofPersuasion11.NatureofPersuasionEmpiricalinformationRationalarguments跨文化商務溝通-課件ExperienceDogma跨文化商務溝通-課件Carefullydevelopedandhighlyadmiredskillfulrhetoric跨文化商務溝通-課件SensitivityIntuition跨文化商務溝通-課件12.FormofAgreement12.FormofAgreementDetailedwrittenagreementsareexpectedandaretobelegallybinding.跨文化商務溝通-課件Togetherwithaconcernforthespiritofagreement,theChinesepreferwrittenagreements.跨文化商務溝通-課件Detailed,legallybindingwrittenagreementsarepreferred.跨文化商務溝通-課件TheJapanesepreferbrief,writtenagreementsthatsetforthbasicprinciples.Agentlemen’sagreementhasmoreforce.跨文化商務溝通-課件InterculturalNegotiationModelsandStylesInterculturalNegotiationModeInterculturalNegotiationModelsSocial-psychologicalmodelPrinciplemodelDirectionalmodelInteractionmodelPackagedealmodelInterculturalNegotiationModeInterculturalNegotiationStylesNormativeIntuitiveAnalyticFactualInterculturalNegotiationStylInterculturalNegotiationStrategiesandGuidelinesHowdoyouunderstand“WheninRome,doastheRomansdo”?InterculturalNegotiationStraAdheringstrategyAvoiding-contendingstrategyAdaptingstrategyAdoptingstrategyAdvancingstrategyAdheringstrategyAssignmentInwhatwayscanculturaldifferencesimpactinternationalnegotiations?Whenanalyzinganegotiationproblem,whatarethefactorstoconsider?AssignmentInwhatwayscancuChapter7InterculturalBusinessNegotiationChapter7InterculturalBusinesLearningObjectiveBytheendofthischapter,youshouldbeabletoDefinetheinterculturalnegotiationprocessDiscusswaysinwhichculturaldifferencescanimpactinternationalnegotiationDistinguishbetweennegotiationmodelsandstylesLearningObjectiveBytheendoNegotiationTheword“negotiation”stemsfromtheRomanwordnegotiarimeaning“tocarryonbusiness”andisderivedfromtheLatinwordsneg(not)andotium(easeorleisure)NegotiationTheword“negotiatNegotiationDefinedTwoormorepartieswithcommon(andconflicting)interestsenterintoaprocessofinteractionwiththegoalofreachinganagreement(preferablyofmutualbenefit)NegotiationDefinedTwoormoreInterculturalNegotiationDefinedInterculturalnegotiationinvolvesdiscussionsofcommonandconflictinginterestsbetweenpersonsofdifferentculturalbackgroundswhoworktoreachanagreementofmutualbenefit.InterculturalNegotiationDefiWhatisInterculturalNegotiationLike?TheyfurtherexplainthatnegotiationstakeplacewithinthecontextofthefourCs:commoninterest,conflictinginterests,compromise,andcriteria.1.Commoninterestconsidersthatbothpartiesinthenegotiationshare,have,orwantsomethingthattheotherpartyhasordoes.2.Areasofconflictinginterestsincludepayment,distribution,profits,contractualresponsibilities,andquality.3.Compromiseincludesareasofdisagreement.4.Thecriteriaincludeconditionsunderwhichthenegotiationstakeplace.WhatisInterculturalNegotiatInterculturalNegotiationVariablesAknowledgeoftheotherside’scultureallowsanegotiatortocommunicate,tounderstand,toplan,andtoanticipatemoreeffectively.InterculturalNegotiationVari1.FactorsInfluencingBusinessNegotiationTheprocessofinternationalbusinessnegotiationisconsideredtobeinfluencedbytwogroupsofvariables.

(1)BackgroundfactorsTheparties’objectives;Otheraspectsincludethirdpartiesinvolved,suchasconsultants,agents,andtherespectivegovernment;Thepositionofthemarket(seller’svs.buyer’s)

Theskillsandexperienceofthenegotiators.1.FactorsInfluencingBusine1.FactorsInfluencingBusinessNegotiation

(2)Atmospherevariables

Perceivedcooperation/conflict–thatthepartieshavesomethingtonegotiateforandsomethingtonegotiateabout;Poweranddependence-thatoneofthepartiesgainsmorepowerintherelationship;Perceiveddistance-thatthepartiesareunabletounderstandeachother;Theexpectationsofbothsides:

Long-termexpectationsofthetruedealsorbenefits;Short-termexpectationsconcerningtheprospectsofthepresentdeal.1.FactorsInfluencingBusine2.AnalysisofInterculturalNegotiationVariablesLet’sspecifyhowcultureaffectsinterculturalnegotiationinthetwelvevariablesraisedbyWeiss(1998)andseethedifferencesamongthesevencultures-American,Chinese,French,Japanese,Mexicans,NigeriansandSaudis.2.AnalysisofInterculturalAnalysisofInterculturalNegotiationVariablesAnalysisofInterculturalNegoBasicconceptofthenegotiationprocess基本概念BasicconceptofthenegotiatiCulturalFactorsAttitudetowardconflictPrevailingresponsePredominantviewofbusinessrelationshipsPurposeofnegotiationCulturalFactorsAttitudetowarFunctionalvs.dysfunctional;zero-sumvs.nonzero-sumDirectvs.indirect;confrontationalvs.avoidantCompetitivevs.collaborativeMaximizationofindividualvs.jointbenefitFunctionalvs.dysfunctional;Distributivebargaining分配式談判FunctionalDirect,confrontationalCompetitiveDistributivebargaining分配式談判Distributivebargainingistheapproachtobargainingornegotiationthatisusedwhenthepartiesaretryingtodividesomethingup--distributesomething.

Itcontrastswithintegrativebargaininginwhichthepartiesaretryingtomakemoreofsomething.

Thisismostcommonlyexplainedintermsofapie.

DistributivebargainingistheDisputantscanworktogethertomakethepiebigger,sothereisenoughforbothofthemtohaveasmuchastheywant,ortheycanfocusoncuttingthepieup,tryingtogetasmuchastheycanforthemselves.

Ingeneral,integrativebargainingtendstobemorecooperative,anddistributivebargainingmorecompetitive.DisputantscanworktogethertCommontacticsincludetryingtogainanadvantagebyinsistingonnegotiatingonone'sownhomeground;havingmorenegotiatorsthantheotherside,usingtricksanddeceptiontotrytogettheothersidetoconcedemorethanyouconcede;makingthreatsorissuingultimatums;generallytryingtoforcetheothersidetogiveinbyoverpoweringthemoroutsmartingthem,notbydiscussingtheproblemasanequal(asisdoneinintegrativebargaining).

CommontacticsincludetryingThegoalindistributivebargainingisnottoassurebothsideswin,butratherthatoneside(yourside)winsasmuchasitcan,whichgenerallymeansthattheothersidewilllose,oratleastgetlessthanithadwanted.(Distributivebargainingtacticsrarelyassumethepiewillbedividedinhalf.)ThegoalindistributivebargaDistributivebargainingmixedwithintegrativeaspectsDysfunctional,zero-sumIndirect,avoidantCompetitiveDistributivebargainingmixedDebateFunctional,zero-sumDirect,confrontationalCompetitiveDebateContingencybargainingDysfunctional,nonzero-sumIndirect,avoidantCollaborativeContingencybargaining2.SignificantIssues2.SignificantIssuesSignificantIssuesSubstance

Relationship-basedProceduralPersonal/internalSignificantIssuesSubstanceItcoverssuchmattersaspriceandnumberofunitstobesold.Itcoverscompatibilityofstylesandmutualtrust.Itcoversthetypeofstructure(format)ofdiscussion.Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.ItcoverssuchmattersaspricItcoverssuchmattersaspriceandnumberofunitstobesold.Itcoverscompatibilityofstylesandmutualtrust.Itcoversthetypeofstructure(format)ofdiscussion.Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.ItcoverssuchmattersaspricStressingsubstantiveissuesPriceDeliveryQuality跨文化商務溝通-課件Thenatureoftheparties’relationshipistheprimaryissue跨文化商務溝通-課件The“heartofthematter”Relationship-based,procedural,andpersonalissues跨文化商務溝通-課件Concentratingonrelationship-basedissues跨文化商務溝通-課件3.SelectionofNegotiators3.SelectionofNegotiatorsTheabilitycriterionNegotiator’ssubstantiveknowledgeoftheissuesNegotiator’sexperience跨文化商務溝通-課件Largeteamsofvariedcomposition跨文化商務溝通-課件StatusAbility跨文化商務溝通-課件Status(sex,age,seniority)Knowledge跨文化商務溝通-課件4.Individuals’Aspirations4.Individuals’AspirationsEncouragingindividualaspirationsApplaudindividualachievements跨文化商務溝通-課件Individualaspirationsplayaminorbutchangingrole跨文化商務溝通-課件Individualismisvaluedhighly跨文化商務溝通-課件Collectivismisthequintessentialtrait跨文化商務溝通-課件5.Decision-makinginGroup5.Decision-makinginGroupDecisionstendtobemadebyindividuals跨文化商務溝通-課件Decisionstendtobemadeauthoratively跨文化商務溝通-課件Decision-makingishighlycentralized跨文化商務溝通-課件Consensus-buildingisthenorm跨文化商務溝通-課件6.Orientationtowardtime6.OrientationtowardtimeTimemustbemaximizedNottobewasted跨文化商務溝通-課件Patienceisthewatchword.跨文化商務溝通-課件Punctualityisexpected.跨文化商務溝通-課件TheJapanesehavealongtimehorizon,buttheycanbepunctualinsomeareasandunconcernedinothers.跨文化商務溝通-課件7.Risk-takingpropensity7.Risk-takingpropensityTendtotakerisksAcceptuncertainty跨文化商務溝通-課件Riskisavoided.跨文化商務溝通-課件Conservative跨文化商務溝通-課件Aversetouncertaintyandrisk跨文化商務溝通-課件8.BasesofTrust8.BasesofTrustLooktothepastrecordofthosewithwhomtheyarenegotiatingTrustinsanctions跨文化商務溝通-課件Trustworthin