跨文化商务沟通_chapter_7

Chapter7InterculturalBusinessNegotiationLearningObjectiveBytheendofthischapter,youshouldbeableto•Definetheinterculturalnegotiationprocess•Discusswaysinwhichculturaldifferencescanimpactinternationalnegotiation•DistinguishbetweennegotiationmodelsandstylesNegotiation•Theword“negotiation”stemsfromtheRomanwordnegotiarimeaning“tocarryonbusiness”andisderivedfromtheLatinwordsneg(not)andotium(easeorleisure)NegotiationDefined•Twoormorepartieswithcommon(andconflicting)interestsenterintoaprocessofinteractionwiththegoalofreachinganagreement(preferablyofmutualbenefit)InterculturalNegotiationDefined•Interculturalnegotiationinvolvesdiscussionsofcommonandconflictinginterestsbetweenpersonsofdifferentculturalbackgroundswhoworktoreachanagreementofmutualbenefit.WhatisInterculturalNegotiationLike?•TheyfurtherexplainthatnegotiationstakeplacewithinthecontextofthefourCs:commoninterest,conflictinginterests,compromise,andcriteria.1.Commoninterestconsidersthatbothpartiesinthenegotiationshare,have,orwantsomethingthattheotherpartyhasordoes.2.Areasofconflictinginterestsincludepayment,distribution,profits,contractualresponsibilities,andquality.3.Compromiseincludesareasofdisagreement.4.Thecriteriaincludeconditionsunderwhichthenegotiationstakeplace.InterculturalNegotiationVariables•Aknowledgeoftheotherside’scultureallowsanegotiatortocommunicate,tounderstand,toplan,andtoanticipatemoreeffectively.1.FactorsInfluencingBusinessNegotiationTheprocessofinternationalbusinessnegotiationisconsideredtobeinfluencedbytwogroupsofvariables.(1)BackgroundfactorsTheparties’objectives;Otheraspectsincludethirdpartiesinvolved,suchasconsultants,agents,andtherespectivegovernment;Thepositionofthemarket(seller’svs.buyer’s)Theskillsandexperienceofthenegotiators.1.FactorsInfluencingBusinessNegotiation(2)AtmospherevariablesPerceivedcooperation/conflict–thatthepartieshavesomethingtonegotiateforandsomethingtonegotiateabout;Poweranddependence-thatoneofthepartiesgainsmorepowerintherelationship;Perceiveddistance-thatthepartiesareunabletounderstandeachother;Theexpectationsofbothsides:Long-termexpectationsofthetruedealsorbenefits;Short-termexpectationsconcerningtheprospectsofthepresentdeal.2.AnalysisofInterculturalNegotiationVariables•Let’sspecifyhowcultureaffectsinterculturalnegotiationinthetwelvevariablesraisedbyWeiss(1998)andseethedifferencesamongthesevencultures-American,Chinese,French,Japanese,Mexicans,NigeriansandSaudis.AnalysisofInterculturalNegotiationVariables1.Basicconceptofthenegotiationprocess基本概念CulturalFactors•Attitudetowardconflict•Prevailingresponse•Predominantviewofbusinessrelationships•Purposeofnegotiation•Functionalvs.dysfunctional;zero-sumvs.nonzero-sum•Directvs.indirect;confrontationalvs.avoidant•Competitivevs.collaborative•Maximizationofindividualvs.jointbenefit•Distributivebargaining分配式谈判•Functional•Direct,confrontational•Competitive•Distributivebargainingistheapproachtobargainingornegotiationthatisusedwhenthepartiesaretryingtodividesomethingup--distributesomething.Itcontrastswithintegrativebargaininginwhichthepartiesaretryingtomakemoreofsomething.Thisismostcommonlyexplainedintermsofapie.•Disputantscanworktogethertomakethepiebigger,sothereisenoughforbothofthemtohaveasmuchastheywant,ortheycanfocusoncuttingthepieup,tryingtogetasmuchastheycanforthemselves.Ingeneral,integrativebargainingtendstobemorecooperative,anddistributivebargainingmorecompetitive.•Commontacticsincludetryingtogainanadvantagebyinsistingonnegotiatingonone'sownhomeground;havingmorenegotiatorsthantheotherside,usingtricksanddeceptiontotrytogettheothersidetoconcedemorethanyouconcede;makingthreatsorissuingultimatums;generallytryingtoforcetheothersidetogiveinbyoverpoweringthemoroutsmartingthem,notbydiscussingtheproblemasanequal(asisdoneinintegrativebargaining).•Thegoalindistributivebargainingisnottoassurebothsideswin,butratherthatoneside(yourside)winsasmuchasitcan,whichgenerallymeansthattheothersidewilllose,oratleastgetlessthanithadwanted.(Distributivebargainingtacticsrarelyassumethepiewillbedividedinhalf.)•Distributivebargainingmixedwithintegrativeaspects•Dysfunctional,zero-sum•Indirect,avoidant•Competitive•Debate•Functional,zero-sum•Direct,confrontational•Competitive•Contingencybargaining•Dysfunctional,nonzero-sum•Indirect,avoidant•Collaborative2.SignificantIssuesSignificantIssues•Substance•Relationship-based•Procedural•Personal/internal•Itcoverssuchmattersaspriceandnumberofunitstobesold.•Itcoverscompatibilityofstylesandmutualtrust.•Itcoversthetypeofstructure(format)ofdiscussion.•Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.•Itcoverssuchmattersaspriceandnumberofunitstobesold.•Itcoverscompatibilityofstylesandmutualtrust.•Itcoversthetypeofstructure(format)ofdiscussion.•Itcoversrespect,reputation,anddissentwithinone’sownnegotiationteam.•Stressingsubstantiveissues•Price•Delivery•Quality•Thenatureoftheparties’relationshipistheprimaryissue•The“heartofthematter”•Relationship-based,procedural,andpersonalissues•Concentratingonrelationship-basedissues3.SelectionofNegotiators•T