5-课件——Chapter-5-跨文化谈判

国际企业与跨文化管理InternationalCorporationsandInterculturalManagementByLiJiannanForStudentsMajoredinHRMChapter5跨文化谈判InterculturalNegotiation文化因素一、引导案例OpeningCase1、案例大纲Casesynopsis（1）谈判双方TwoPartiesofNegotiationCanadianCompany加拿大公司：Amanufacturerofwallpaperprintingequipment——Canwall壁纸打印设备制造商——坎沃尔公司ChineseFactory中国工厂：Anewwallpaperproductioncompany中国壁纸厂（2）促成谈判的过程TheProcessofCausingNegotiation①ThemangeroftheChinesecompany,Mr.Li,hadbeenamemberofadelegationtoCanada.HehadmetwithoneofCanwall’sseniorsalespersonsandthedirectorofmanufacturing.②SubsequentlyatraderepresentativefromCanadahadbeeninChinarepresentingCanwall’sintereststotheChinesemanager.③Afterthosemeetingsandnumerouslettersandfaxes,Canwall’stoppeoplewerenowreadytonegotiatethesale.（3）谈判细节TheDetailsofNegotiationTheFirstDay第一天欢迎您WelcomeThisred-carpettreatmentmadeCanadiansfeeloptimisticaboutthesale.TheSecondDay第二天SeethesightsnearbySeealocaldance…But,CanadiansEagertobegindiscussingthesaleTheThirdDay第三天①GivinggeneralizationsaboutitselfthatseemedtotheCanadianstobeunrelatedtothesale⑤Chineserepresentativesnodded,smiledandsaidYes②译员InterpreterTranslationsloweddowncommunication③TheChinesealsospentalotoftimetalkingabouttheCanadiantradeagent④Makethepresentationto10ChinesepeopleJubilantCanadiansfeltconfidentTheFourthDay第四天NewfacesaskedCanadianstoexplainonceagainNewfacesaskedCanadianstoexplainthetechnologyFemaleinterpreter’sproblems:unfamiliarwithtechnologicaltermsandonlycanarrangeworkinapublicplaceTheFifthDay第五天TheChinesewerereproachfulaboutthediscrepanciesabouttechnologyTheafternoonsessionwasuncomfortableOneofthekeyChinesespeakerslefttheroomwithoutanyexplanationTheSixthDay第六天TheChineseappreciatedthehighqualityoftheCanadiansproductandsuggestedtheCanadianscouldgivemaintenancetraining,buttheCanadianspointedouttheexpenseanddifficulty.ThetechnicaldiscussionstopriceTheCanadiansbegantoaskpointedquestionsTheSeventhDay第七天ThingswerestillunresolvedThemethodsofpayment?DeadlinesandrequirementsofthemunicipalofficialsManagerLismiledandspokeofmutualcooperationforthefuture,andpastChinese-Canadianrelations,andthegreatamountheandhisfactorcouldlearnfromtheCanadians.补充协议ExpandedversionDisappointedbutwithexpressionsonbothsidesofwillingnesstocontinuetodiscussthesalebymailandfax（4）谈判结果TheResultsofNegotiationTheCanadianswerestunnedtolearntwoweekslaterthatthefactoryhaddecidedtobuyfromaJapaneseequipmentmanufacturer.（5）问题QuestionsTheCanadiansknewtheirproductwasgoodandtheirpricewasfair.Whathadhappenedtoderailtheirsale?2、案例分析CaseAnalysis（1）坎沃尔公司在中国到底碰到了什么意外？WhatReallyHappenedwithCanwallinChina?①中国人看重关系ChineseEmphasisonRelationships②加拿大人希望节约时间，提高效率CanadianExpectationsaboutTimeandEfficiency③谈判风格的差异DifferencesinNegotiatingStyle④谈判问题的排列顺序差异DifferencesinRankingIssuestobeNegotiated：价格Price、付款进度PaymentSchedule、对关系的看法AttitudestowardtheRelationship⑤决定交易成败的因素FactorsthatDeterminedtheDeal（2）了解文化有助于谈判成功HowKnowledgeofCulturecanHelp确认文化因素Identifyculturalfactors就对方的文化提问Questionsaboutanunfamiliarculture最好地组织和设计谈判方式并说服对方Thebestwaytoorganizeandstructurethenegotiationcommunicationandhowbesttopersuade用非言语语言信号和具体行为TheNonverbalandbehavioralsignals决策方式、信息收集方式以及在异域文化中解决问题的方式Thewayofdecisionmaking,informationcollectingandproblemssolvingintheotherculture①在中国，结果和关系：哪个更重要？InChina,DoResultsorRelationshipsTakePriority?TheChinesevaluerelationshipsasmuchasresultsSpendtimedevelopingthelinksandcultivateasenseoffriendshipandobligation协调的观念ThevalueofharmonyAvoiddisplaysofangerorexpresscriticismthatmightcauselossoffaceUsingshame②NotusequestionaskingasaprimarylearningmethodThepurposeofquestionasking：核实信息的准确性Verifytheaccuracy；弄清一些技术问题Findoutsometechnicalproblems；建立关系Buildarelationship。③TheChineseperformtaskssimultaneously④TheChinesehaveapreferenceforforminnegotiations⑤Themostimportantpersononthenegotiatingteamisthemostseniorinage⑥Accesstoauthorityismediated⑦InterdependencecharacterizesChinesesocialorganization•Tolerateuncertaintyaboutoutcomes二、谈判要素FactorsinNegotiation1、对谈判结果的预期ExpectationsforOutcomes（1）目标不同DifferentGoals（2）公平和利益FairnessandAdvantage（3）谈判结果NegotiationOutcomes:Winning,Losing,andReachingaStalemateWinningmeansnothavingtomakeconcessionsbeyondthereservepoint(thebargaininglimitestablishedbyanegotiatingteambeforethenegotiationsbegin)inordertogaintheteam’sobjectives.Winningcanalsomeanyouhaveachievedanagreementinwhichtheothersidegivesupmorethanyoudo.一输一赢Win-Lose双赢Win-Win僵持不下Stalemate整合式（一体化）谈判Integrativenegotiation分配式谈判Distributivenegotiation根据教材：Distributivenegotiation——Bargainingthatoccurswhentwopartieswithopposinggoalscompeteoverasetvalue.分配式谈判发生在拥有相反目标的双方围绕特定价值进行竞争的情况下。根据教材：Integrativenegotiation——Bargainingthatinvolvescooperationbetweentwogroupstointegrateinterests,createvalue,andinvestintheagreement.整合式谈判指两个群体在整合利益、创造价值、达成协议方面相互合作的讨价还价。特征Characteristic分配式谈判DistributiveNegotiations整合式谈判IntegrativeNegotiations目标Objective获取最大价值Claimmaximumvalue创造及获取价值Createandclaimvalue动机Motivation个人私利Individual-selfishbenefit群体合作的收益Group-cooperativebenefit利益Interests分散的Divergent重叠的Overlapping关系Relationship短期的Shortterm长期的Longterm