tips on negotiating better in cross-cultural relationships--swsmc presentation

8/17/2019 Tips on Negotiating Better in Cross-Cultural Relationships--SWSMC Presentation

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Tips on Negotiating Better in

Cross-Cultural RelationshipsTrack 3-World Class Negotiation Techniques

The 63rd Annual Southwest

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Negotiating in the (lo+al Arena


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The &!portance o Culture

• Culture coes !ro t"e #atin $ord %co&ere%,eanin' to bui&d on, to cu&tivate, to !oster.

• Culture is a set o! accepted be"avior patterns,

va&ues, assuptions, and s"ared coone(periences.• Culture de!ines socia& structure, decision)

a*in' practices, and counication sty&es.• Culture dictates be"avior, eti+uette, and

protoco&.• Culture is soet"in' $e &earn.• Culture is counication.


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Cultural Sensiti'it,

• "en ne'otiatin' a*e it a point to *no$your counterparts.

• Counicate in a !or t"at $i&& ost &i*e&ybe understood as it is intended.

• T"is eans t"e ne'otiator ust- Be a$are o! t"eir o$n cu&ture

T"e recipient/s cu&ture

T"e e(pectations surroundin' t"e situation


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ow Culture &!pacts Negotiation

• By conditionin' one/s perception o!

rea&ity

• By b&oc*in' out in!oration

inconsistent or un!ai&iar $it"cu&tura&&y 'rounded assuptions

• By proectin' eanin' onto t"e

ot"er party/s $ords and actions

• By pus"in' t"e et"nocentricne'otiator to an incorrect

attribution o! otive


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Cross-Cultural Negotiations

&n'ol'e


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all.s Cultural /actors

• Conte(t

• Tie

• Space


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igh and "ow Conte0t

• In a "i'")conte(t cu&ture, t"ere are any

conte(tua& e&eents t"at "e&p peop&e to

understand t"e ru&es.• As a resu&t, uc" is ta*en !or 'ranted.

• In a &o$)conte(t cu&ture, very &itt&e is ta*en

!or 'ranted.• T"is eans t"at ore e(p&anation is

needed.


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igh Conte0t and "ow Conte0t Cultures

Source- unter, . 3Cross)cu&tura& Counications !or ana'ers3, Business Horions! ay45une 6997.


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Factor

High-Context

Culture

Low-Context

Culture

Overtness ofmessages

Many covert and implicit

messages, with use ofmetaphor and “readingbetween the lines”.

Many overt and explicit

messages that aresimple and clear.

Locus of control

and attributionfor failure

Inner locus of controland personal acceptancefor failure.

Outer locus of controland blame of others forfailure.

Use of non-verbal

communication

Much nonverbalcommunication.

More focus on verbalcommunication than

body language.

Contrasting the Two Conte0ts


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Factor High-Context

Culture

Low-Context

Culture

Expression of reactionReserved, inward reactions. isible, external, outward

Reaction.

Cohesion and

separation of groups

!trong distinction betweenin"group and out"group.

!trong sense of family.

#lexible and open groupingpatterns, changing as

needed.

People bonds!trong people bonds with

affiliation to family and

community

#ragile bonds between

people with little

sense of loyalty.

Level of commitment

to relationships

$igh commitment to long"term relationships.

Relationship more importantthan tas%.

&ow commitment torelationship.

'as% more important thanrelationships.

Flexibilitof time

'ime is open and flexible.(rocess is more important

than product.

'ime is highly organi)ed.(roduct is more important

than process.

Contrasting the Two Conte0ts


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Cultural &!pact on %essages and

Conte0t in Negotiations

Source- Adapted !ro 8d$ard 1a&&/s boo* Be"ond Culture, 69:.


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Chrono!ics1 Ti!e 2rientation and

Predicta+le Patterns • onoc"ronic or )Tie,as 1a&& ca&&ed it, eansdoin' one t"in' at a tie.

• onoc"ronic peop&e tenda&so to be &o$ conte(t.

• In ;o&yc"ronic cu&tures,"uan interaction isva&ued over tie andateria& t"in's, &eadin' to

a &esser concern !or


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Chrono!icsCountr, Co!parison with

4iering Ti!e 2rientation S,ste!s

%onochronic

• (er!an,• Canada

• Swit5erland

• Australia• nited States

• Scandina'ia

Pol,chronic

• Saudi Ara+ia• /rance

• 7g,pt

• (reece• %e0ico

• Philippines


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Culture 8 Chrono!ics 4ecision %aking1

9Process Ti!e: 'ersus 9&!ple!entation Ti!e:

Process Implementation


UNITED STATES


JAPAN



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all.s Cultural Space 2rientation

• #pace a&so re&ates to co!ort $it"

eye contact and attributions re&ated

to eye contact or &ac* o! eye contact.

• T"ere are large differences inspatial preferences accordin' to

'ender, a'e, 'eneration,

socioeconoic c&ass, and conte(t.

• T"ese differences var" $" group,

but s"ou&d be considered in any

e(p&oration o! space as a variab&e in

ne'otiations.#pace orientations

di!!er across cu&tures,

accordin' to all.


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Space and Pro0e!ics

• 1a&& $as concerned about space and our

re&ations"ips $it"in it.

• 1e ca&&ed t"e study o! suc" space);ro(eics.• Soe peop&e need ore space in a&& areas.

• ;eop&e $"o encroac" into t"at space are seen

as a t"reat.• Soe peop&e are ore territorial t"an ot"ers

$it" 'reater concern !or o$ners"ip.


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7dward all;s 4einitions o Space

• 1a&&


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7dward all;s Theor, o Pro0e!ics

and Personal Space

T"e nature o! t"e essa'e counicated a&so a!!ects interaction distances. Avera'e co!ortab&e distances among %orth &mericans are s"o$n be&o$-

4istance Between /aces Tone o ery c&ose ?7):%@ So!t $"isper Top secret or Sensua&

C&ose ?)62%@ Audib&e $"isper >ery con!identia&

Neutra& ?20)7:%@ So!t voice

#o$ vo&ue;ersona& subect atter

Neutra& ?.)


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Pro0e!ics1 igh Territorialit,


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Pro0e!ics1 igh Territorialit,


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(eert ostede %odel o

Cultural 4i!ension Anal,sis • 4r# (eert ostede conducted

per"aps t"e ost copre"ensive

study o! "o$ va&ues in t"e$or*p&ace are in!&uenced by

cu&ture.

• Dro 69: to 697, $"i&e $or*in'

at IB as a psyc"o&o'ist, "e

co&&ected and ana&yed data !ro

over 600,000 individua&s !ro !orty

countries.


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(eert ostede 4i!ension Anal,sis

“Culture is more often a source

of conflict than of s"nerg".

Cultural differences are anuisance at $est and often a

disaster.(

--Er. Geert 1o!stede


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Proessor (eert ostede.s

The /i'e 4i!ensions o Culture• ;o$er4Eistance ?;E@

•Individua&is ?IE>@

• ascu&inity ?AS@

• Hncertainty Avoidance

Inde( ?HAI@• #on' Ter Frientation

?#TF@


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ostede.s %odel

Power=4istance >P4? Characteristics Tips

High PD

Centralized companies.

Strong hierarchies.Large gaps in compensation,authority, and respect.

Acknowledge a leader's

power.Be aware that you may needto go to the top for answers

Low PD

Flatter organizations.Superisors and employeesare considered almost ase!uals.

"se teamwork#nole as many people as possi$le in decision making.


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Culture 4i!ension Score or @

CountriesPower=4istance >P4?


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ostede.s %odel

&ndi'idualis! >&4


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Countries&ndi'idualis! >&4


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ostede.s %odel

%asculinit, >%AS? Characteristics Tips

High MAS

en are masculine and women arefeminine.

-here is a well defined distinction $etween men's work and women'swork.

Be aware that people may epectmale and female roles to $e distinct.

Adise men to aoid discussingemotions or making emotionally

$ased decisions or arguments.

Low MAS

A woman can do anything a mancan do.owerful and successful women areadmired and respected.

Aoid an /old $oys' clu$/ mentality.*nsure &o$ design and practices arenot discriminatory to either gender.-reat men and women e!ually.


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Countries%asculinit, >%AS?


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ostede.s %odel

ncertaint, A'oidance &nde0 >A&? Characteristics Tips

High UAI

0ery formal $usiness conduct withlots of rules and policies.

1eed and epect structure.Sense of nerousness spurns highleels of emotion and epression.)ifferences are aoided.

Be clear and concise a$out yourepectations and parameters.

lan and prepare, communicate oftenand early, proide detailed plans andfocus on the tactical aspects of a &o$or pro&ect.*press your emotions through handgestures and raised oices.

Low UAI

#nformal $usiness attitude.ore concern with long term strategythan what is happening on a daily

$asis.Accepting of change and risk.

)o not impose rules or structureunnecessarily.inimize your emotional response $y

$eing calm and contemplatingsituations $efore speaking.*press curiosity when you discoerdifferences.


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Culture 4i!ension Score or @ Countriesncertaint, A'oidance &nde0 >A&?


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ostede.s %odel

"ong Ter! 2rientation >"T2? Characteristics Tips

High LT

Family is the $asis of society.arents and men hae more

authority than young people andwomen.Strong work ethic.%igh alue placed on educationand training.

Show respect for traditions.)o not display etraagance or

act friolously.(eward perseerance, loyalty,and commitment.Aoid doing anything that wouldcause another to /lose face/.

Low LT

romotion of e!uality.%igh creatiity, indiidualism.-reat others as you would like to

$e treated.Self2actualization is sought.

*pect to lie $y the samestandards and rules you create.Be respectful of others.)o not hesitate to introducenecessary changes.


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Countries"ong Ter! 2rientation >"T2?


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West 'ersus 7ast Cultural


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Principles o Paralanguage

• ;ara&an'ua'e re!ers to t"e voca&

aspect o! counication.

• >oca& e&eents o! &an'ua'e voca&

e&eents invo&ve sound and its

anipu&ation !or certain desired or

undesired e!!ects.

• >erba& e&eents are t"e particu&ar$ords $e c"oose $"en spea*in'.


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&ngredients o Paralanguage1


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%essages in the


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Non'er+al Co!!unication1

inesics and Pro0e!ics Acts• inesics1 The stud" of

nonver$al gestures! facialexpressions! e"e contact!and $od" posture.

• Pro0e!ics1 The stud" of theuse of space! touch! anddistance as features of nonver$al communication.


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2ther Non-erba&Counication

. F&!actory Se&&s


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Silence1 &s Also Part o

Non'er+al Co!!unication• Sends nonverba& c&ues durin'

counication

• Cu&tura&&y deterined

• &g+os Tribe o! Ni'eria ada'e-

It/s not t"e sound you "ear t"at I $i&& "aveto dance to.


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Silence As A Part o

Cultural Co!!unication• T"e distribution o! spea*in' andsi&ence in conversations isin!&uenced by t"e speci!ic individua&

participants.• But it is a&so soet"in' $"ic" is

observed and interpreted verydi!!erent&y in di!!erent cu&tures.

• #ilence can s"ape se+uences o!speec", carry eanin', andor'anie t"e socia& re&ations"ipsbet$een spea*ers.


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Recent Cross-Cultural Negotiation

"essons "earned

• Greeks: e&ations"ips are t"e &inc"pin o! business dea&in's, sinceGree*s pre!er to do business $it" t"ose t"ey *no$ and trust. Gree*spre!er !ace)to)!ace eetin's rat"er t"an doin' business by te&ep"one orin $ritin'. Business is conducted s&o$&y. Gree*s are s*i&&ed ne'otiatorsand t"ey &ove to ar'ue and debate.

• Malaysians: Docus on t"e credibi&ity o! your or'aniation and its

ana'eent and &eaders"ip. Ne'otiations $i&& be &en't"y and yous"ou&d "ave every detai& o! your proposa& $or*ed out be!ore presentin'it. Bui&din' &on')ter re&ations"ips $it" individua&s !ro a&aysia is a&on')ter process. eeber to reind t"e !re+uent&y o! youro!!er)))t"e repetition o! *ey points in your proposa&.

• Argentineans: Eecisions are ade at t"e top and you o!ten need

severa& eetin's and e(tensive discussion to a*e dea&s. Ar'entinesare tou'" ne'otiators. Concessions $i&& not coe +uic*&y or easi&y.Good re&ations"ips $it" counterparts $i&& s"orten ne'otiations. Bepunctua& !or business appointents, but be prepared to $ait !or yourcounterpart. Spanis" is "eavi&y in!&uenced by Ita&ian and is un&i*eSpanis" spo*en any$"ere e&se.


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Recent Cross-Cultural Negotiation

"essons "earned

• Indians: T"e pace o! business eetin's in India is coparative&y !arore re&a(ed t"an in t"e Hnited States. Indians are soe$"at &a(about tie. T"e $ord JNo% "as "ars" ip&ications in India. eebert"at "ierarc"y, tit&es and de'rees are very iportant. ore open tounstructured ideas and situations but very &itera& in soe respects.

• Chinese: Be a$are o! t"eir non)verba& essa'es and provide t"e

$it" enou'" in!oration !or t"eir decision)a*in' process $"ic" iss&o$. A&&o$ t"e to Jsave !ace3. T"e ost iportant eber o! yourne'otiation tea s"ou&d &ead iportant eetin's. C"inese va&ue ran*and status as $e&& as a &on')ter approac".

• Arabs: Counications occur at a s&o$ pace. %Kes% usua&&y eans%possib&y%. Arabs $i&& a&so ep&oy soe body contact to ep"asie a

point or con!ir t"at t"ey "ave your attention. It is iportant not todra$ bac*, "o$ever. T"is ay be interpreted as a rebu!! or reection o!$"at is bein' said. espect is a va&ue t"at is "e&d very "i'"&y by t"e

Arab peop&e. Be a$are t"at t"ey ay use deceptive price)ne'otiationstrate'iesdon


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Cross-Cultural TipsNot

7'er,one Negotiates "ike A!ericans• Cu&tura& di!!erences in!&uence ne'otiations

• Intercu&tura& di!!erences ay cause

isperception and isunderstandin's• Body &an'ua'e is iportant at t"e &oca&

cu&tura& &eve&

• Subcu&ture issues ay be present• oderate adaptation to a counterpart/s

cu&ture is perceived positive&y


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Cross-Cultural Negotiation 4egree

o 4iicult, or A!ericans

• A!rica

•idd&e 8ast• Dar 8ast

• Sout" Aerica

• 8astern 8urope4ussia

• estern 8urope4Scandinavia

• Austra&ia4Ne$ Lea&and

ighest

"owest


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Cross-Cultural TipsPerceptions

8 Negotiations

• Eiscoverin' t"e ot"er side/s interests is an

e(ercise in discoverin' perceptions.

• Appreciatin' perceptions "e&ps us

distin'uis" bet$een peop&e and prob&es.

• Hnderstandin' perceptions can e(pand

t"e ran'e o! possib&e so&utions to ac"ieve

ne'otiations rapport $it" t"e ot"er side.


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T1ANMSuestionsDDD

tips on negotiating better in cross-cultural relationships--swsmc presentation

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