Managing Cross-Cultural Negotiations

1. Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all Managing Cross-Cultural Negotiations • identify the objectives negotiators would like to attain and explore the possible options for reaching these objectives • Set limits on single-point objectives • Divide issues into short- and long-term considerations and decide how to handle each • Determine the sequence in which to discuss the various issues Planning

2. Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all Managing Cross-Cultural Negotiations Planning • Get to know the people on the other side • “Feeling out” period is characterized by the desire to identify those who are reasonable and those who are not Impersonal Relationship Building

3. Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all Managing Cross-Cultural Negotiations Planning • Each group sets forth its position on the critical issues • These positions often change later in the negotiations • Participants try to find out what the other party wants to attain and what it is willing to give up Impersonal Relationship Building Exchanging Task-Related Information

4. Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all Managing Cross-Cultural Negotiations Planning • Success of the persuasion step depends on • How well the parties understand each other’s position • The ability of each to identify areas of similarity and differences • The ability to create new options • The willingness to work toward a mutually acceptable solution Impersonal Relationship Building Exchanging Task-Related Information Persuasion

5. Negotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to all Managing Cross-Cultural Negotiations Planning • Grant concessions and hammer out a final agreement • This phase may be carried out piecemeal, and concessions and agreements may be made on issues one at a time. Impersonal Relationship Building Exchanging Task-Related Information Persuasion Agreement

6. Do not identify the counterpart’s home culture too quickly. Common cues (e.g., name, physical appearance, language, accent, location) may be unreliable. Beware of the Western bias toward “doing.” Ways of being (e.g., comportment, smell), feeling, thinking, and talking can shape relationships more powerfully than doing. Counteract the tendency to formulate simple, consistent, stable images. Do not assume that all aspects of the culture are equally significant. Recognize that norms for interactions involving outsiders may differ from those for interactions between compatriots. Do not overestimate your familiarity with your counterpart’s culture. Cultural Differences Affecting Negotiations

7. Location Time limits Buyer-seller relations Bargaining behaviors Use of extreme behaviors Promises, threats and other behaviors Nonverbal behaviors Negotiation Tactics

8. Effective Negotiation Characteristics Adapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations

9. Effective Negotiation Characteristics Adapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations