cross cultural negotiations
DESCRIPTION
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill).TRANSCRIPT
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(Lewicki, Saunders & Barry. 2011)(Lewicki, Saunders & Barry. 2011)
Cross-Cultural Negotiation
LDR 655Wallace
Siena Heights University
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(Lewicki, Saunders & Barry. 2011)
4 Layers of Diversity
Gardenswartz & Rowe, (1994) Diverse Teams at Work: Capitalizing on the Power of Diversity. New York, NY. McGraw-Hill,. p. 33
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(Lewicki, Saunders & Barry. 2011)
Global Competition
Source: OECD PISA 2009
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(Lewicki, Saunders & Barry. 2011)
International: Art &Science
• Science• Art• Context
– Environmental– Immediate
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(Lewicki, Saunders & Barry. 2011)
Context
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(Lewicki, Saunders & Barry. 2011)
International Outcomes?
• No simple arguments
– Understand multiple influences
– Regularly update understanding
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(Lewicki, Saunders & Barry. 2011)
Conceptualizing
• Learned behavior expectations
• Shared values Individualism/collectivism
Power distance
Career Success versus. quality of life
Uncertainty avoidance
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(Lewicki, Saunders & Barry. 2011)
Hofstede’s Model
Graphic Source
http://geert-hofstede.com/
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(Lewicki, Saunders & Barry. 2011)
Hofstede’s Model
Graphic Source
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(Lewicki, Saunders & Barry. 2011)
Hofstede’s Model
Graphic Source
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(Lewicki, Saunders & Barry. 2011)
Individualism/Collectivism
http://geert-hofstede.com/dimensions.html
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(Lewicki, Saunders & Barry. 2011)
Power Distance
http://geert-hofstede.com/dimensions.html
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(Lewicki, Saunders & Barry. 2011)
Career Success/Quality of Life
http://geert-hofstede.com/dimensions.html
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(Lewicki, Saunders & Barry. 2011)
Uncertainty Avoidance
http://geert-hofstede.com/dimensions.html
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(Lewicki, Saunders & Barry. 2011)
Short vs. Long Term
http://geert-hofstede.com/dimensions.html
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(Lewicki, Saunders & Barry. 2011)
Indulgence or Restraint?
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(Lewicki, Saunders & Barry. 2011)
Hofstede’s Top 10
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(Lewicki, Saunders & Barry. 2011)Graphic Source
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(Lewicki, Saunders & Barry. 2011)
Dialectic vs. Context
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(Lewicki, Saunders & Barry. 2011)
Schwartz’s 10 Cultural Values
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(Lewicki, Saunders & Barry. 2011)
Managerial Perspectives
• Definition• Opportunity• Selection• Protocol• Communication• Time• Risk• Groups versus individuals• Agreements• Emotionalism
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(Lewicki, Saunders & Barry. 2011)
Responsive Strategies
• Be aware
• Understand
• Predict or influence
• Familiarity
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(Lewicki, Saunders & Barry. 2011)
Low Familiarity
• Employ agents or advisers (unilateral)
• Mediator (joint)
• Induce (joint)
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(Lewicki, Saunders & Barry. 2011)
Moderate Familiarity
• Adapt (unilateral)
• Coordinate adjustment (joint)
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(Lewicki, Saunders & Barry. 2011)
High Familiarity
• Embrace (unilateral)
• Improvise (joint)
• Effect symphony (joint)
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(Lewicki, Saunders & Barry. 2011)
Cultural Diversity