Components

Chapter 11
Intercultural Negotiation
Components
Intercultural Business Communication, 4th ed., Chaney & Martin
Topics
Cross-cultural Negotiation Components

Stereotypes that affect Intercultural
Negotiations
Comparative Negotiation Styles
Characteristics of Effective Negotiators
Importance of Protocol in Intercultural
Negotiations
Group vs. Individual Orientation
Face-to-face Strategies
Role of the Media
Personal Constructs
Cross-Cultural Negotiation Components
The players and situation

Cultural noise
National culture
Power and authority
Perception
Interpreters and translators
Gender
Environment
Relationship and substantive conflicts
The Players and the Situation
Learn the background of the players

Determine expectations of negotiators
Determine negotiating style
Determine role negotiators have played in the
past
Provide an environment free of tension,
conducive to exchange of ideas, and problem
resolution
Cultural Noise
Anything that distracts or interferes with the
message
Low- or high- context

Arguments emotional or logical
Trust based on laws or friendship
High or low risk takers
View of time
Authoritative or consensual decision-making
style
Oral or written agreement
National Culture
Patterns of personality
Governance structure
Integrate negotiators interests
Other cultures include: professional, social
class, ethnic, regional, gender, and
organizational
Power and Authority
Power is the ability to influence others

Authority is the power to give commands
Power has to be accepted to be meaningful
Balanced authority is shared decisionmaking
Authority advantage one partner claims
superior resources or superior position
Perception
Process used to ascribe meaning to the
environment
Is culturally based
Stimuli have both physical size and socioenvironmental meaning; our experiences
determine to what stimuli we are sensitive
Interpreters and Translators

Language issues are key in negotiations
Interpreters and translators slow down
negotiations
Using interpreters and translators can
have both positive and negative impacts
Gender
Use of women as negotiators; viewed

as window dressing in some
countries viewed as equals in
others.
Environment
Home court advantage

The room and furniture arrangement
Seating arrangement
Relationship and Substantive Conflicts

Relationship conflicts are issues of longterm friendships or partnerships
Substantive issues are use and control of
resources
Cognitive dissonance - the psychological
conflict or anxiety that results from
inconsistencies between what one does
and what one believes
Stereotypes That Affect Intercultural

Negotiations
How we view ourselves is probably not

how the other team views us.
Find out how others view your culture,
gender, and organization.
Comparative Negotiation Styles

A successful negotiator within a culture
may not be successful in another culture.
A successful negotiator needs to be able
to ascertain where the opposition is
coming from.
Successful negotiators need to be able to
adjust their behavior appropriately.
Characteristics of Effective Negotiators

Effective negotiators are
observant, patient, adaptable, and good
listeners
mentally sharp
think before they speak
do their country homework
praise what is praiseworthy and refrain from
criticizing the other side
keep their promises and negotiate in good faith
Importance of Protocol in Intercultural

Negotiations
Three protocol types
Tribal
Collective
Pluralist
All cultures share the need for honesty, courage,

respect for human dignity, fairness, and love;
however, these have different meanings in
different cultures.
Reality is not always the same in every culture.
Group vs. Individual Orientation

Group orientation
Your identity belongs to the group

Decisions reached by consensus
Contracts are flexible
Individual orientation
Your identity belongs to you

Decisions can be made by individuals
Contracts are inflexible
Face-to-Face Strategies
Negotiating in person rather than through
the mail, fax, telephone, lawyers, or other

intermediaries
Face-to-face negotiators behaviors
Irritators
Counterproposals
Argument dilution
Reviewing the negotiation
Role of the Media

Media may support or tear down
Media is a culture with cultural biases
Tend to have a stereotypical view of
business
See other cultures through the bias of the
U.S. perceptual grid
Movies promote stereotypes
Personal Constructs
An individuals belief system and attitudes
Can differ within a culture as well as between
cultures
Expectations are based on learned life
experiences
Adaptability is important to success
Adages
Birds of a feather flock together

Theyre in America; they should act like Americans
When in Rome, do as the Romans do
Negotiations - The Four Cs

Common Interest - each has something
the other wants
Conflicting Interests - include payment,
distribution, profits, contractual
responsibilities, and quality
Compromise - areas of disagreement
Criteria - conditions under which the
negotiations take place
Mindsets
Mindsets are controlled by language and
culture.
Realize the other side is having mindset
difficulties in the negotiation also.
People can alter their strategies based
upon their first-hand knowledge and
adaptability.
U.S. Negotiators
Focused on completing the deal
Profit oriented and direct
Do not need personal relationships with
other negotiators
Work during meals, golf, at any time
Tend to be informal
Individually oriented
Canada
Two groups: the Anglophones and the
Francophones
Well informed and analytical
Sense of self-determination
Trust is an important component
Individually oriented
Mixture of tribal and pluralistic
China
The Chinese want a win-win strategy
Harmony is important
Neutral site is important
Team members need to be matched on
both sides
Relationship building is important
Group oriented and prefer face-to-face
negotiations
England
Objective, matter-of-fact about
negotiations
Tend to understate their position
Individualistic but company policy followed
without question
Relationships not necessary
Very deadline oriented
France
Negotiators should have the correct social
and education background and authority to

make decisions
A relationship will help negotiations
Enjoy debates; are indirect
Quality more important than speed
Individualistic and prefer face-to-face
negotiations
Mealtime is not a time to talk business
Germany
Permanent and stringent contracts
No-nonsense negotiators
Relationships not necessary
Individualistic and prefer face-to-face
negotiations
Japan
The Japanese want a win-win situation
Negotiation takes place away from the
negotiation table
Relationships are important
Group and consensus oriented
Prefer face-to-face negotiations
Mexico
Relationships and connections very
important
Senior executives make the decisions
Time is fluid
Emotional arguments are considered to be
persuasive arguments
Strategies are more win-win
Neutral sites are preferred
Leave room to bargain
The Netherlands
Averse to chaos; very organized
The Dutch are direct and pragmatic
Decision is based on consensus
Will tend to move fast and expect you to
also move fast
South Korea
Rank/status very important
Harmony is important
Can be direct, express emotion, and use
aggression
Need to be introduced and develop a
relationship
South Korea is a collective culture
Taiwan
Relationships need to be developed
Seating protocol is important as is
matching team members
Self-control and harmony are very
important
Taiwanese are collectivistic

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Chapter 11

Cross-cultural Negotiation Components

Cross-Cultural Negotiation Components

The players and situation

The Players and the Situation

Learn the background of the players

Low- or high- context

Intercultural Business Communication, 4th ed., Chaney & Martin

Intercultural Business Communication, 4th ed., Chaney & Martin

Power and Authority

Power is the ability to influence others

Intercultural Business Communication, 4th ed., Chaney & Martin

Interpreters and Translators

Intercultural Business Communication, 4th ed., Chaney & Martin

Use of women as negotiators; viewed

Intercultural Business Communication, 4th ed., Chaney & Martin

Home court advantage

Intercultural Business Communication, 4th ed., Chaney & Martin

Relationship and Substantive Conflicts

Intercultural Business Communication, 4th ed., Chaney & Martin

Stereotypes That Affect Intercultural

How we view ourselves is probably not

Intercultural Business Communication, 4th ed., Chaney & Martin

Comparative Negotiation Styles

Characteristics of Effective Negotiators

Intercultural Business Communication, 4th ed., Chaney & Martin

Importance of Protocol in Intercultural

All cultures share the need for honesty, courage,

Group vs. Individual Orientation

Your identity belongs to the group

Your identity belongs to you

the mail, fax, telephone, lawyers, or other

Role of the Media

Birds of a feather flock together

Negotiations - The Four Cs

and education background and authority to

Intercultural Business Communication, 4th ed., Chaney & Martin

Intercultural Business Communication, 4th ed., Chaney & Martin

Intercultural Business Communication, 4th ed., Chaney & Martin

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