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OUTLINE_Chapter13_Reconciling_Cultural_Dilemmas_Avoiding_Conflict_Negotiation.pptMBA 614
Cross-Cultural Management
CH. 13: RECONCILING CULTURAL DILEMMAS
- AVOIDING CONFLICT
- NEGOTIATION
MODULE 6
CH. 13: RECONCILING CULTURAL DILEMMAS
Universal Dilemmas
- Every country and organization faces certain universal dilemmas. A nation’s culture is expressed in the way people within it approach these dilemmas.
- Once we have leaned to recognize differences and to respect that cultures have the right of self-determination, we need to:
Universal Dilemmas (Cont.)
Consider how we can overcome problems of misunderstanding that can easily arise.
Find the business benefits of the different viewpoints by connecting those viewpoints and securing the benefits of both.
Awareness of Cultural Differences.
After reading the example on page 241 This is what we have learned:
- The devastating effects of insufficient awareness of cultural differences .
- The need of a systematic understanding of cultural differences (Japanese rarely answer directly)
- Understand state of mind; Your own and those of the people you meet.
- Executives needs to be alert to the fact that they are constantly involved in a process of assigning meaning to the actions and objects they observe.
Awareness of Cultural Differences (Cont.)
International executives must go beyond the defense of their own modes.
Avoid the need to win over others to our point of view to prove the inferiority of their way of thinking. This reveals our own insecurities and doubts about the strength of our identify.
Be aware of “mutual empathy” and its consequences.
Reconciling Cultural Differences
- There are 10 steps that are useful in achieving reconciliation:
- The theory of complementarity
- Using humor
- Mapping out a cultural space
- From nouns to present participle and processes
- Language and meta-language
- Frames and contexts
- Sequencing
- Waving/cycling
- Synergizing and virtuous circling
- The double helix
- Conflict Resolution and Negotiation
The Five Phases of Negotiation
- All phases of the negotiation process are important.
- The presentation is the one that normally receives the most attention but the work done before that point is equally important.
- Investigation
- Determine your BATNA
- Presentation
- Bargaining
- Closure
Determining Your BATNA
- B est
- A alternative
- T o a
- N egociated
- A greement
BATNA Best Practices
1. Brainstorm a list of alternatives
2. Improve upon more promising ideas and convert them
3. Identify the most beneficial alternative
4. Remember that your BATNA may evolve over time
5. Don’t reveal your BATNA to the other party
Negotiation Strategies
- Distributive Approach
- The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them.
- Integrative Approach
- An approach to negotiation in which both parties look for ways to integrate their goals under a large umbrella.
Avoiding Common Mistake in Negotiations
- Failing to negotiate/accepting the first offer
- Letting your ego get in the way
- Having unrealistic expectations
- Getting overly emotional
- Letting past negative outcomes affect the present ones
Tips for Negotiation Success
- Focus on agreement first
- Be patient
- Whose reality?
- Deadlines
- Be comfortable with silence
When All Else Fails: Third Party Negotiations
- Third party negotiations are intended to help avoid a formal trial or hearing.
Ethics and Negotiations
- Be honest
- Keep your promises
Negotiations Around the Globe
- Low Threshold (prefer harmony)
- Japan
- Korea
- Higher Threshold (conflict is acceptable)
- America
- Germany
- Various other differences exist among cultures, such as levels of trust (e.g., Pakistan), negotiation “rituals” (e.g., China), how information exchanges are handled (e.g., Japan vs. United States), and how negotiations are viewed (e.g., Western vs. other cultures).
References
Organizational Behavior V2.0
By Talya Bauer and Berrin Erdogan
Trompenaars, F. & Hampden-Turner, Ch. (2013), Riding The Waves of Culture
