On the Styles of International Business Negotiation.docx
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On the Styles of International Business Negotiation.docx
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OntheStylesofInternationalBusinessNegotiation
OntheStylesofInternationalBusinessNegotiation
——FromaCulturalPerspective
1.Introduction
Internationalcommercialnegotiationisazero-sumgamethatpitseverygainagainstaloss.Andwhensuccessfullycompleted,losersbelievethey'vewonandwinnersgiveeveryindicationofbearingupunderdefeat.Languageandfortitudeareusedtocreateabeliefthateveryonewillwalkawayfromthetablewith“enough”evenifoneside'sportion(hopefullytheopponent'sside)isfarlessthanforecasted.
Eachnegotiatormustchooseastylethatwillbestservetheirgoal.Thesamestylewillnotworkineverysituation,norwilleverysituationpermiteveryStyle.Negotiatorsmustbeflexible,abletochangestyleaseasilyastheychangelocale.Thesameresearchskillsthathavebeenfocusedoutwardshouldnowbeturnedinward,ashonestandthoroughself-assessmentwillpermitthemostappropriatechoiceofpersonalstyles.
Thisthesisisgoingtotalkaboutthestylesofinternationalbusinessnegotiationfromtheculturalperspective.Combiningwiththecurrentsituationofinternationalbusinessnegotiation,thisthesisanalyzeshowtheculturalfactorsaffectthestylesofnegotiationandtheinfluence.
2.BriefIntroductiontoInternationalBusinessNegotiation
Beforestartingtotalkaboutthestylesofinternationalbusinessnegotiation,itisnecessarytounderstandthedefinitionofinternationalbusinessnegotiationandwhatitaims.
2.1Definitionofinternationalbusinessnegotiation
Firstofall,thedefinitionandaimofnegotiationisofgreatimportance,alsotheproblemneedstobefoundoutinbusinessnegotiation.JamesWall(1985:
4)thinksthatbusinessnegotiationisaprocessthroughwhichtwoormorepartiescoordinateanexchangeofgoodsorservicesandattempttoagreeuponrateofexchangeforthem;andWaysMax(1979:
15)definesitasaprocessinwhichtwoormoreparties,whohavebothcommoninterestsandconflictinginterests,putforthanddiscussexplicitproposalsconcerningspecifictermsofapossibleagreement.WhatWallandWaysMaxsayessentiallyhavenodifferences.Itisakindofcommunicativeprocessofeconomicalactivity.Theprimaryobjectivemaybeanagreementoranyotheroutcomeindigenoustoorresultingfromtheongoingexchange;itscoreliesintheinterplayoftwophrases,"commoninterests"and"conflictinginterests".
Thecoretaskofnegotiationhavetwofaces,theoneistheattempttopersuadepeople;theotheristounderstandorreceivethepointwhichisofferedbyyourselfandbasicinterestwhichkeptbyyourselfandthebehaviorwaywhichisadaptedbyyourself.Thenegotiationisnotonlytheinterestsharedbytwosides,butalsoakindofcooperativeaction.GoodinterpersonalrelationsarehelpfulforthesuccessofnegotiationAfterall,negotiationisonthebasisofcooperation.It’sakindofcooperation,aswellasthecompetition.Thenegotiationisaparticularstyleincommunication.Theyhavetheircommonduringthenegotiation.Theirinternalideasoftwosideswhethertheyaresameordifferentarereflectedbylanguage.Aslanguageisthemeanswhichthetwonegotiatorscanmanifesttheiroptioncorrectly,itisthetieandbridgewhichcanrelatetwonegotiatorsandthepastewhichcanharmonizetherelationsoftwosides.Thelanguageinnegotiationshouldmakesurethattransferringthecorrectinformationwithoutanyambiguity,otherwisethatwillleadtomisunderstandingevenworse;itcanleadtogreatdamagefromfailurenegotiation.Factually,thetwosidesofnegotiationallexpecttoestablishalongfriendlycooperativerelationandcompanyrelationthroughthenegotiation.Thecultivatedlanguageandpolitelanguageofthenegotiatorsareusefultoestablishwellinter-personalrelationsinordertocreatethedreamfulnegotiateatmosphere.Thefriendlyatmosphereisnotonlytheproductsofgoodinter-personalrelations,butalsothemanifestationofgoodinter-personalrelations.
2.2Theaimofinternationalbusinessnegotiation
Theabovehasputforwardthedefinitionofnegotiation;solet’stalkaboutwhatistheaimofnegotiation.Generallyspeaking,theanswerisbusinessormoney,whichisakindofmoneyidea.Inordertoreachtheobjection,somebusinessmendeceiveotherssoastogainmoreprofits.Thesedeceitswaydodamagetocompanyandtheprestigeofthenation.Infact,theaimofnegotiationistosatisfymutualneedasmuchaspossible.Forthis,peopleputforwardkindsofconditionsandenoughreasonsfortheseconditions.Whendoingthis,itmustrequireaprocess.Negotiationshoulddrawsupportfromlanguageexpressionsoastotransfertheinformationandfeedbackinformation.Ifthenegotiatortransfersthewronginformationorexpressedambiguously,itwillleadtomisunderstanding,“whatareyoutalkingabout”and“howtotalk”aretwokeysinnegotiation,whicheverynegotiationcentersonthem.“Whatareyoutalkingabout”meanswhat’sthemainideawillbeexpressed,“howtotalk”meansthesincerityissueontalking.Whenthenegotiatorstalkaboutsomethinginthenegotiation,theyneedtomakesurewhattheytalkisaccurate.Inhere,theaccuracyindicatesnotonlytherightorwrongofthewordsitself,butalsoindicatesthatthenegotiatorshouldexpresshisoptionsjustasthenegotiatorwantstosay.Theelegancemeansthenegotiatorshouldflexiblyexpressyoursuggestionintherightatmosphere,whichthenegotiatorcanthinkasbeingelegantandcaringaboutworkssoastobuildakindoftalkingatmospherethatsuggestscooperativecondition.
3.CulturalDifferencesandInternationalBusinessNegotiation
3.1Definitionofculture
AccordingtoSamovarandPorter(1994:
18),culturereferstothecumulativedepositofknowledge,experience,beliefs,values,attitudes,meanings,hierarchies,religion,notionsoftime,roles,spatialrelations,conceptsoftheuniverse,andmaterialobjectsandpossessionsacquiredbyagroupofpeopleinthecourseofgenerationsthroughindividualandgroupstriving.GudykunstandKim(1992:
23)seecultureasthesystemsofknowledgesharedbyarelativelylargegroupofpeople.
3.2Culturalfactorsininternationalbusinessnegotiation
Languagegoesbeyondthespokenword,encompassingnonverbalactionsandbehaviorsthatrevealhiddencluestoculture.Inthenegotiationprocess,interpersonalcommunicationisthekeyactivitythattakesplaceattheverbal,nonverbal,situationalcontextuallevel,andatotalcommunicationsystemcanassistthenegotiatortobridgethegapbetweenutteranceandfeltmeaning.Sixkeytopics——time,space,bodylanguage,individualandcollectivebehavious,patternofcommunication,emphasisonpersonalrelations——offerastartingpointfromwhichnegotiatorscanbegintoacquiretheunderstandingnecessarytodobusinessinforeigncountries.
3.2.1Time
Twodifferentorientationstotimeexistacrosstheworld:
monochronicandpolychronic.“Monochronicapproachestotimearelinear,sequentialandinvolvefocusingononethingatatime”(Net.1).TheseapproachesaremostcommonintheEuropean-influencedculturesoftheUnitedStates,Germany,Switzerland,andtheScandinavia.Japanesepeoplealsotendtowardthisendofthetimecontinuum.Polychronicorientationstotimeinvolveworkingonseveralactivitiessimultaneously(Graham,1983:
160).Thetimeittakestocompleteaninteractioniselastic,andmoreimportantthananyschedule.ThisorientationismostcommoninMediterraneanandLatinculturesincludingFrance,Italy,Greece,andMexico,aswellassomeEasternandAfricancultures.
3.2.2Space
Orientationsdifferacrosscultures.Theyhavetodowithterritory,divisionsbetweenprivateandpublic,comfortablepersonaldistance,comfortorlackofcomfortwithphysicaltouchandcontact,andexpectationsaboutwhereandhowcontactwilltakeplace.Forexample,anAmericanetiquettemanualadvisesthisaboutpersonalspace:
“Whenyoumeetsomeone,donotstandtooclose.Anuncomfortableclosenessisveryannoyingtotheotherperson,sokeepyourphysicaldistance,orhewillhavetokeepbackingofffromyou.Aminimumoftwofeetawayfromtheotherpersonwilldoit”(William,2001:
13)
Therearelargedifferencesinspatialpreferencesaccordingtogender,age,generation,socioeconomicclass,andcontext.Thesedifferencesvarybygroup,butshouldbeconsideredinanyexplorationofspaceasavariableinnegotiations.
3.2.3Bodylanguage
BodyLanguagecanbetellingasitcanhelponedeterminetheexactmeaningofwhattheothersideissayingandalsocanhelpyougetyourownmessagesacross.Likesanddislikes,tensions,andassessinganargumentareshownbynumeroussignssuchasblushing,contractionoffacialmuscles,giggling,strainedlaughterorsimplysilence.Whereverapartynegotiates,thenegotiatormustwatchandobservetheotherparty.People,whenseated,leanforwardiftheylikewhatyouaresayingorareinterestedinlistening,whiletheysitbackwithcrossedarmsiftheydonotlikethemessage.Nervousnesscanmanifestitselfthroughnonverbalbehavior,andblinkingcanberelatedtofeelingofguiltorfear.
3.2.4Individualandcollectivebehavious
Individualandcollectivebehavioursareratherclearbehaviouralaspectsindifferentcultures.AsindicatedbyHofstede'sstudyof69countries,differentcountriescanbeplacedondifferentscales.Incasesofnegotiation,itisimportanttohaveknowledgeofthisculturalattribute,asitwillhelpustounderstandthebehaviouroftheotherpartyandtoformulateaneffectivestrategy.Knowingwhethertheoppositepartyislookingforacollectivesolutionoranindividualbenefitwillhelpinformulationof
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