Ana Negotiation w11

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NEGOTIATION 7eLewicki ▪ Saunders

▪ Barry

RM 2053

Negotiation

Techniques

DR HJH AIDA NASIRAH ABDULLAH

UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

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WEEK 11

INTERNATIONAL ANDCROSS-CULTURAL

NEGOTIATION

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INTERNATIONAL NEGOTIATION:

ART AND SCIENCE%nternational ne&otiations are much morecomple' than domestic ne&otiations. They

challen&e the ne&otiators to understandthe science o ne&otiation while de(elopin&their artistry.

• The science o ne&otiation pro(ides research

e(idence to support broad trends that oten$ butnot always$ occur durin& ne&otiation.

• The art o ne&otiation is decidin& which strate&y to

apply when$ and choosin& which models and

perspecti(es to apply to increase cross-cultural16-3


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!AT "A#ES INTERNATIONAL

NEGOTIATIONS DI$$ERENT%

Two o(erall conte'ts ha(e an in)uenceon international ne&otiations*

• En(ironmental conte't %ncludes en(ironmental orces that neitherne&otiator controls that in)uence thene&otiation

• %mmediate conte't %ncludes actors o(er which ne&otiatorsappear to

ha(e some control16-4


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EN&IRON"ENTAL CONTE'T

+actors that ma,e internationalne&otiations more challen&in& thandomestic ne&otiations include*• olitical and le&al pluralism• %nternational economics• +orei&n &o(ernments and bureaucracies• %nstability•

%deolo&y• ulture• E'ternal sta,eholders

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I""EDIATE CONTE'T

/+actors o(er which the ne&otiatorsha(e in)uence and some measure o

control*•elati(e bar&ainin& power

•e(els o con)ict

•elationship between ne&otiators

•3esired outcomes

•%mmediate sta,eholders

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T!E CONTE'TS O$

INTERNATIONAL NEGOTIATIONS

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!O DO E E'(LAIN INTERNATIONAL

NEGOTIATION OUTCO"ES%

%nternational ne&otiations can be muchmore complicated

• 4imple ar&uments cannot e'plaincon)ictin& international ne&otiationoutcomes

• The challen&e is to*nderstand the multiple in)uences o

se(eral actors

on the ne&otiation processpdate this understandin& re&ularly as

circumstances chan&e 16-8


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CONCE(TUALI)ING CULTURE

AND NEGOTIATION• ulture as learned beha(ior6 catalo&ue o beha(iors the orei&n ne&otiator

should e'pect• ulture as shared (aluesnderstandin& central (alues and norms%ndi(idualism7collecti(ism

ower distanceareer success78uality o lie

ncertainty a(oidance

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!O$STEDE*S "ODEL O$

CULTURAL DI"ENSIONS

• %ndi(idualism7collecti(ism

• ower distance

• areer success78uality o lie

• ncertainty a(oidance

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INDI&IDUALIS"+COLLECTI&IS"

3e9nition* the e'tent to which thesociety is or&ani!ed around indi(idualsor the &roup.

• %ndi(idualism7collecti(ism orientationin)uences a broad ran&e o ne&otiationprocesses$ outcomes$ and preerences %ndi(idualistic societies may be more li,ely

to swap ne&otiators$ usin& whate(er short-term criteria seem appropriate

ollecti(istic societies ocus on relationshipsand will stay with the same ne&otiator oryears

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(OER DISTANCE

3e9nition* /The e'tent to which the lesspowerul members o or&ani!ations and

institutions :li,e the amily; accept ande'pect that power is distributedune8ually.

• ultures with stron&er power distancewill be more li,ely to ha(e decision-ma,in& concentrated at the top o theculture.

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UNCERTAINT A&OIDANCE

3e9nition* /%ndicates to what e'tent aculture pro&rams its members to eel

either uncomortable or comortable inunstructured situations.

• "e&otiators rom hi&h uncertainty

a(oidance cultures are lesscomortable with ambi&uoussituations--want more certainty ondetails$ etc.

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!O$STEDE*S CULTURES RAN#INGIN T!E TO( ./

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CONCE(TUALI)ING CULTURE

AND NEGOTIATION

• ulture as dialectic6ll cultures contain dimensions or tensions

that are called dialecticsE'ample* =udeo-hristian parables /too many

coo,s spoil the broth and /two heads are betterthan one o


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SC!ART)*S ./ CULTURAL &ALUES

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T!E IN$LUENCE O$ CULTURE ON NEGOTIATION:

"ANAGERIAL (ERS(ECTI&ES

• 3e9nitions o ne&otiation• "e&otiation opportunity• 4election o ne&otiators• rotocol• ommunication• Time sensiti(ity• is, propensity• Groups (ersus indi(iduals emphasis• "ature o a&reements• Emotionalism

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T!E IN$LUENCE O$ CULTURE ON

NEGOTIATION: RESEARC! (ERS(ECTI&ES

•"e&otiation outcomesesearch su&&ests that culture has an

e


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• "e&otiation process and inormatione'chan&e

ulture has been ound to ha(e si&ni9cante


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• E


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CULTURALL RES(ONSI&E

NEGOTIATION STRATEGIES• >hen choosin& a strate&y$

ne&otiators should*

?e aware o their own and the otherparty@s culture in &eneral

nderstand the speci9c actors in thecurrent relationship

redict or try to in)uence the otherparty@s approach

• 4trate&ies are arran&ed based on thele(el o amiliarity :low$ moderate$

hi&h; that a ne&otiator has with the@ 16-23


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LO $A"ILIARIT

• Employ a&ents or ad(isers :unilateralstrate&y;seul or ne&otiators who ha(e little

awareness o the other party@s culture• ?rin& in a mediator :Aoint strate&y; Encoura&es one side or the other to adoptone culture@s approaches or mediator

culture approach• %nduce the other party to use yourapproach :Aoint strate&y; The other party may become irritated or be

insulted 16-24


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"ODERATE $A"ILIARIT

• 6dapt to the other ne&otiator@sapproach :unilateral strate&y; %n(ol(es ma,in& conscious chan&es to your

approach so it is more appealin& to theother party

• oordinate adAustment :Aoint strate&y; %n(ol(es both parties ma,in& mutual

adAustments to 9nd a common process orne&otiation

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© 2015 by McGraw-Hill Education. This is proprietary material solely or authori!ed instructor use. "ot authori!ed or sale ordistribution in any manner.hi d b i d d d li d d d di ib d d b i i h l

!IG! $A"ILIARIT

• Embrace the other ne&otiator@sapproach :unilateral strate&y; 6doptin& completely the approach o the other

ne&otiator :ne&otiator needs to completely bilin&ualand bicultural;

• %mpro(ise an approach :Aoint strate&y; rats an approach that is speci9cally tailored to the

ne&otiation situation$ other party$ and circumstances

• E

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Ana Negotiation w11