Chapter Seven--2

ChapterSevenCross-culturalNegotiationStructurePart1：LanguageandCommunicationPart2：UnderstandingCulturalDifferencesPart3：NegotiationamongCulturesPart4：CulturalConflictManagementSummaryofInternationalBusinessNegotiationsNegotiationamongCulturesTwoironrulesofinternationalbusinessHigh-contextculturesVsLow-contextculturesTask-centeredVspeople-centeredPioneerVsbureaucratRelationship-focusedVsdeal-focusedculturesFormalVsinformalbusinessculturesRigid-timeVsfluid-timeculturesExpressiveVsreservedculturesApproachesofTypicalCulturestoNegotiationTwoironrulesofinternationalbusiness1.Thesellerexpectedtoadapttobuyer2.Thevisitorexpectedtoobservelocalcustoms.High-contextCulturesMiddleEast,Asia,Africa,andSouthAmericaHigh-contextculturesarerelational,collectivistic,intuitive,andcontemplative.1.Developingtrustisanimportantfirststeptoanybusinesstransaction.2.Theseculturesprefergroupharmonyandconsensustoindividualachievement.3.Peoplearelessgovernedbyreasonthanbyintuitionorfeelings.4.Wordsarenotsoimportantascontext.Low-contextCulturesNorthAmericaandmuchofWesternEuropeLow-contextculturesarelogical,linear,individualistic,andaction-oriented.1.Peoplevaluelogic,facts,anddirectness.2.Decisionsarebasedonfactratherthanintuition.3.Discussionsendwithactions.4.Andcommunicatorsareexpectedtobestraightforward,concise,andefficientintellingwhatactionisexpected.5.Explicitcontractsconcludenegotiations.Task-centeredVSPeople-centeredTask-oriented:1.Pursueobjectivesrelentlessly2.Gotolimitsofmorality3.Tough,fighting,awareoftacticalploysPeople-oriented:1.Highlyconcernedaboutwell-beingofpeople2.Givetimetosmalltalk3.Adiffuseapproach:placeimportancetoalleventssurroundingdeal(lunchtogether,socialconversationonthewaytotheairport,orachancetomeetyourpartner’sfamily)Task-centeredVSPeople-centered(Cont.)PioneerVSBureaucratPioneer:1.Strongindividual,prominentinorganization.2.Goodatseizingopportunities,spottingamarket,makingaprofit.3.Dominating,intuitiveinthinkingandcharismaticinpersonality.4.Pushy,forcefulandreadytotakedecisionsBureaucracy:1.Oftenfoundinlargeorganizations.2.Systemizedstyleofworking.3.Manybooksofrules,standardizations,planning,committees,checking,double-checkingandcross-checking.4.Governedwithaclearhierarchy.5.EleganceandconformitymaintainedPioneerVSBureaucrat(Cont.)Relationship-focusedVSDeal-focusedRelationship-focused:1.morepeople-oriented2.Approachindirectlytocustomersviaatradeshow,atrademissionorathird-partyintroduction3.TheArabworldandmostofAfrica,LatinAmericaandAsia/PacificregionDeal-focused:1.moretask-oriented2.Opentodealingwithstrangers3.InnorthernEurope,NorthAmerica,AustraliaandNewZealand4.Moderatelydeal-focusedcultures:GreatBritain,SouthAfrica,LatinEurope,CentralandEasternEurope,Chile,southernBrazil,northernMexico,andSingapore.Relationship-focusedVSDeal-focused(Cont.)FormalVSInformalFormalcultures:1.Organizedinhierarchies2.Reflectdifferencesinstatusandpower.3.valuestatus,hierarchies,powerandrespect.4.MostofEuropeandAsia,theMediterraneanregionandArabworld,LatinAmericaInformalcultures:1.Smallerdifferencesinstatusandpower.2.Valueegalitarianorganization.3.Australia,USA,Canada,NewZealand,Denmark,Norway,IcelandFormalVSInformal(Cont.)Rigid-timeVSFluid-timeRigid-timesocieties:1.Punctualityiscritical;schedulessetinstone;2.Agendas（议事日程）fixedandbusinessmeetingsrarelyinterrupted3.“monochronic”:clock-obsessed,schedule-worshippingcultures4.Nordic（北欧）andGermanicEurope,NorthAmerica,Japan5.Moderatelymonochronic:Australia/NewZealand,RussiaandmostofEast-CentralEurope,SouthernEurope,Singapore,China,Korea,SouthAfricaFluid-timecultures:“polychronic”1.Lessemphasisonpunctuality2.Notobsessedwithdeadlines3.Valueloosescheduling4.TheArabworld,mostofAfrica,LatinAmerica,SouthandSoutheastAsia.Rigid-timeVSFluid-time(Cont.)ExpressiveVSReservedExpressive:1.Communicateinradicallydifferentways2.Uncomfortablewithmorethanasecondofsilence3.TheMediterraneanregion,LatinEurope,LatinAmericaReserved:1.Feelateasewithmuchlongersilence2.IneastandsoutheastAsia,NordicandGermanicEuropeDifferentCulturesDifferentvalues,attitudesandexperience,differentstrengthsandweaknessesRespectdifferentwayswithoutbeingsubservienttothemApproachesofTypicalCulturestoNegotiationU.S.ApproachestoNegotiationJapaneseApproachestoNegotiationGermanApproachestoNegotiationLatinAmericanapproachestoNegotiationAfricanApproachestoNegotiationOtherculturesTheEvolutionofNegotiationU.S.ApproachestoNegotiationU.S.negotiatorstendtorelyonindividualisticvalues,imaginingselfandotherasautonomous,independent,andself-reliant.Americannegotiatorstendto:1.becompetitiveintheirapproachtonegotiations,includingcomingtothetablewithafall-backpositionbutbeginningwithanunrealisticoffer;2.beenergetic,confident,andpersistent;theyenjoyarguingtheirpositions,andseethingsuniversally—i.e.,theyliketotalkaboutbroadapplicationsofideas;3.concentrateononeproblematatime;4.focusonareasofdisagreement,notareasofcommonalityoragreement;5.likeclosureandcertaintyratherthanopen-endednessorfuzziness.6.directandhonestinde