Transcript ba 322 ppt chapter 10

CHAPTER 10
10-1
Cross-Cultural
Negotiation
CHAPTER 10
10-2
Exhibit 10-1: Culture as an Iceberg
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Inc. publishing as Prentice Hall
CHAPTER 10
10-3
Exhibit 10-2: Dimensions of Culture
Cultural Dimension
Individualists/Competitors:
Collectivists/Cooperators:
Key goal is to maximize own gain
(and perhaps the difference between
oneself and others); source of
identity is the self; people regard
themselves as free agents and
independent actors.
Key goal is to maximize the welfare of
the group or collective; source of
identity is the group; individuals regard
themselves as group members; focus
is on social interaction.
Influence:
Egalitarians:
Hierarchists:
Egalitarianism versus
Hierarchy
Do not perceive many social
obligations; believe one’s value is
determined by the resources one can
offer, usually economic or intellectual.
Regard social order to be important in
determining conflict management
strategies; subordinates expected to
defer to superiors; superiors expected to
look out for subordinates.
Communication:
Direct Communicators:
Indirect Communicators:
Direct versus Indirect
Engage in explicit, direct information
exchange; ask direct questions; are
not affected by situational
constraints; face-saving issues likely
to arise.
Engage in tacit information exchange,
such as storytelling, inference-making;
situational norms.
Goal:
Individual versus Collective
Orientation
Source: Based on Brett, J. (2007). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (2 nd ed.). San Francisco,
CA: Jossey-Bass.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
10-4
Exhibit 10-5: Dispositionalism Versus
Situationalism
A
B
Diagrams showing trajectories of fish. The dark fishes have the darkest arrows in these diagrams. In A, the group joins the
individual (top), and the individual joins the group (bottom); In B, the group leaves the individual (top), and the individual
leaves the group (bottom).
Source: Adapted from Morris, M. W., and Peng, K. (1994). Culture and cause: American and Chinese attributions for social and
physical events. Journal of Personality and Social Psychology, 67(6), 949–971.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
10-5
Exhibit 10-6: Position of Countries on Power Distance and Individualism
Source: Hofstede, G., Hofstede, G. J., &
Minkov, M. (2010). Cultures and
Organizations, Software of the Mind (3rd
Ed). Chicago: McGraw-Hill.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
10-6
Key Challenges of
Intercultural Negotiation
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Expanding the pie
Dividing the pie
Sacred values and taboo trade-offs
Biased punctuation of conflict
Ethnocentrism
Affiliation bias
Faulty perceptions of conciliation and coercion
Naïve realism
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
10-7
Predictors of Success in
Intercultural Negotiations
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Conceptual complexity
Broad categorization
Empathy
Sociability
Critical acceptance of stereotypes
Openness to different points of view
Interest in host culture
Task orientation
Instructor’s Manual with Overheads to accompany
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Cultural flexibility
Social orientation
Willingness to communicate
Patience
Intercultural sensitivity
Tolerance for differences among people
Sense of humor
Skills in collaborative conflict resolution
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
10-8
Advice for Cross-Cultural Negotiators
• Anticipate differences in strategy and tactics that may cause
misunderstandings
• Analyze cultural differences to identify differences in values
that expand the pie
• Recognize that the other party may not share your view of
what constitutes power
• Avoid attribution errors
• Find out how to show respect in the other culture
• Find out how time is perceived in the culture
• Know your options for change
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Integration
Assimilation
Separation
Marginalization
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
10-9
Exhibit 10-11: Acculturation
Framework
Issue 1
Is it considered to be of value to
maintain cultural identity and
characteristics?
“YES ”
“NO ”
Issue 2
“YES ”
Integration
Assimilation
“NO ”
Separation
Marginalization
Is it considered to be of value to
maintain relationships with other
groups?
Source: Berry, J. W. (1980). Acculturation as varieties of adaptation. In A. Padilla (Ed.), Acculturation: Theory, models, and some new findings.
Boulder, CO: Westview. Reprinted with permission.
Instructor’s Manual with Overheads to accompany
The Mind and Heart of the Negotiator 5/e (Thompson)
Copyright ©2012 Pearson Education,
Inc. publishing as Prentice Hall
CHAPTER 10
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10-10