9 ppp negotiation & conflict resolution

Comparative Management, Dr. Yang5-1

Negotiation and Conflict Resolution

Chapter 4


Learning Objectives

Define negotiation and understand the basic negotiation processExplain how culture influences the negotiation processConsider the impact of situational factors and negotiating tactics on negotiation outcomes


Learning Objectives (cont.)

Analyze the differences between intra-cultural and cross-cultural negotiationsDiscuss the role of culture in the conflict resolution processAppreciate how approaches to conflict influence negotiationIdentify ways to become a better cross-cultural negotiator


Negotiation

The process of bargaining between two or more parties to reach a solution that is mutually acceptable


The Negotiation Process

PreparationRelationship-BuildingInformation ExchangePersuasionAgreement

Comparative Management, Dr. Yang

How Culture Influence the Negotiation Process?

Degree of ConsensusBargaining rangesConcept of winningPerception of negotiation process


Situational Factors

Geographical LocationRoom ArrangementsSelection of NegotiatorsTime Limits


Verbal Tactics

PromisesThreatsRecommendationsWarningsRewards

PunishmentsNormative appealsCommitmentsSelf-disclosureQuestionsCommands

Initial Offer Verbal Negotiating Behaviors:

Comparative Management, Dr. Yang

Cross-Cultural Negotiation at the Climate Change Conference of Industrial Countries, Kyoto, 1997

Issues of concern: Global warmingGoal: To reduce emission by assigned percentage points by 2012:

Japan – To cut 6% below the 1996 levelU.S. - 7%EU - 8%

Japan’s limit: 5%

U.S. delegation called the White House to report the impasseU.S. Vice President Al Gore called Japan’s Prime Minister Ryutaro Hashimoto at 2 a.m.Al Gore’s cross-cultural communication worked!


Nonverbal TacticsSilenceConversational OverlapsFacial GazingTouching


Conflict Characteristics of Low- and High-Context Cultures

KeyQuestions Low-Context Conflict High-Context Conflict

Why:Why:e.g., Why e.g., Why do we need do we need a contract a contract or need to or need to reach an reach an agreement?agreement?

When:When:e.g., When e.g., When do conflicts do conflicts occur?occur?

Analytic, linear logic; instrumental oriented;dichotomy between conflictand conflict parties

Individualistic oriented; lowcollective normativeexpectations; violations ofindividual expectations createconflict potentials

Synthetic, spiral logic; expressive oriented; integrationof conflict and conflict parties

Group oriented; high collectivenormative expectations;violations of collectiveexpectations create conflictpotentials


Conflict Characteristics of Low and High-Context Cultures

KeyQuestions Low-Context Conflict High-Context Conflict

What:What:e.g., What to e.g., What to say or not to say or not to say?say?

How:How:e.g., How to e.g., How to express express yourself or yourself or make a make a proposal?proposal?

Revealment; direct, confrontational attitude; action and solution oriented

Explicit communication codes; line-logic style; rational-factual rhetoric; open, direct strategies

Concealment; indirect, non-confrontational attitude; “face” and relationship oriented

Implicit communication codes, point-logic style: intuitive-affective rhetoric; ambiguous, indirect strategies


Becoming a Better Cross-Cultural Negotiator

Understand your negotiating partnerConsider situational specificsDecide how to handle actual negotiations


Convergence or Divergence?

Greater knowledge and understanding of cultureIf moderate adaptation proves effective

Ingrained cultural patterns of behaviorPerception that own culture helps to negotiate effectively


Implications for ManagersCross-cultural negotiations constitute an important part of international manager’s jobUnderstanding dynamics of negotiation process and the influence of culture can help improve negotiating outcomesModerate adaptation may be most effective

9 ppp negotiation & conflict resolution

Business