The document discusses 7 ways that understanding culture can help improve negotiations. It begins by providing context on cross-cultural aspects and communication styles that influence negotiations. It then outlines the 7 ways: 1) Goals of contracts vs. relationships, 2) Attitudes of win-win vs. win-lose, 3) Personal styles being informal vs. formal, 4) Communication being direct vs. indirect, 5) Sensitivity to time as high vs. low, 6) Levels of emotionalism, and 7) Forms of agreements being general vs. specific. Examples are given for each way. The overall message is that understanding these cultural factors can help negotiators be more effective across different cultures.
Effective communication and negotiation skillsRajeshBeskhiyar
Effective communication is essential for successful negotiations. Communication involves both verbal and non-verbal exchange of information between parties. It facilitates the negotiation process from preparation, through discussion of issues, to reaching an agreement. Key aspects of communication in negotiations include conveying parties' positions, using active listening and questioning to clarify understanding, and ensuring agreements align with all parties' interests. Breakdowns can occur if non-verbal cues like facial expressions are misinterpreted.
This document provides a summary of the chapters in a book about the silent language of leaders and how body language can help or hurt leadership. The chapters discuss topics such as reading body language, negotiating skills, leading change, encouraging collaboration, communicating virtually and in-person, differences between male and female leadership styles, working with global teams, international body language norms, and the future of leadership as new generations enter the workforce. The book argues that understanding body language will be an increasingly important skill for effective leadership.
The Australian Regional Export and Investment Group (REICG) case study demonstrated effective public-private sector dialogue through their meetings. Key aspects included:
1) Meetings held semi-regularly with over 100 participants from government and private sector to discuss trade opportunities.
2) Meetings had a collaborative atmosphere where all could provide input and receive answers to questions from officials in a direct, non-bureaucratic manner.
3) Outcomes included increased business and interaction between sectors, as well as learning from others' experiences. However, some government departments still operated independently, causing confusion.
Negotiation is a dialoguebetween two or more people or parties intended to reach a beneficial outcome over one or more issues where a conflict exists with respect to at least one of these issues. This beneficial outcome can be for all of the parties involved, or just for one or some of them.
Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute.
In any disagreement, individuals understandably aim to achieve the best possible outcome for their position (or perhaps an organization they represent). However, the principles of fairness, seeking mutual benefit and maintaining a relationship are the keys to a successful outcome.
Specific forms of negotiation are used in many situations: international affairs, the legal system, government, industrial disputes or domestic relationships as examples. However, general negotiation skills can be learned and applied in a wide range of activities. Negotiation skills can be of great benefit in resolving any differences that arise between you and others.
The Negotiation Game Assignment by Kurt Rizzo V3.0.docxKurtRizzo2
The 4-week training programme aims to improve business executives' cross-cultural negotiation skills in the Asia Pacific region. Participants will learn about different cultural perspectives and how they impact negotiation approaches, communication styles, and emotional expressions. The curriculum covers culture and negotiation fundamentals, managing linguistic and cultural barriers, and analyzing the "negotiation dance" of offers and counteroffers over time. Workshops involve negotiation simulations between teams representing different cultures. The goal is for executives to negotiate more rationally while understanding how to respect different cultural norms, values, and communication preferences when negotiating agreements abroad.
Reflect upon TWO specific observations made in the video tra.pdfabdulauto
Reflect upon TWO specific observations made in the video transcript that are particularly
significant to you in the context of 'Leadership in Asia'. Why are these observations
significant to you in your current role as a university student, and in your future career? Be
specific, and relate your response to 1-2 concepts/theories such as Fiddler's contingency
approach, Path Goal Model of Leadership, Vroom and Jago contingency model, or
Transactional versus Transformational leadership approaches
Video transcript:
1. The game has changed
Now what we're saying to the aspiring executive is a free to chase their dreams anywhere in the
world and in fact not only is it a desire for them to do so but it almost a mandatory requirement for
the company's harm them
if you're a global leader operating in this new paradigm the sort of skills that instantly become
more valuable the ones that empathy and understanding and it's almost expected that you
understand how different people going to develop their careers, what the opportunities are
available to them, you're culturally sensitive, your global in your perspectives, any worldly in your
approach
2. The power of "Experience Diversity"
ok a lot said these days about ethnic diversity gender diversity, but much less about experience
I've read I think that one of the key elements of good functioning team at the helm of a global
company is to have a broad range of global experience, bringing all these experiences together
will create different perspectives and a much better collective normal and lead to much better
strategic decisions. I think it's incredibly important global experience and when I say that I do not
just mean having lived in different countries but that doesn't necessarily mean our global leader
your global leader when you have led a process were led decision-making process have been part
of an executive management team that as the find a strategy executed the business management
process mistaken product to market four different countries that's really we were global is the
reason why that's super important in today's environment is that i'd firmly believes that every
company wants to be successful needs to have a top management team and layers below that or
a reflection of the markets that the focus
3.Understand, adapt, overcome
when you run a global organization that is comprising many different teams in so many different
cultures you have to be able to deal with that, listen to people, understand the differences,
differences in decision-making process, differences in products and how products and to differ
from each other in different markets and you need to spend a lot of time on the ground,
conference calls as good but physical presence in the market
as a leader and connect the two teams and adapt to their styles is incredibly important and in the
flexibility is not only important from an intellectual perspective it is also very important role in
Europe. I remember an experience when finish.
This document provides an overview of a presentation on dialogue and deliberation within companies. The presentation is divided into 7 parts that will discuss: 1) introducing the concepts of dialogue and deliberation, 2) the dialogue and deliberation program, 3) the steps of the process, 4) when it can be used, 5) guiding principles, and 6) conditions for success. It also describes a game where attendees role-play discussing going to the beach vs. countryside for holidays to demonstrate dialogue vs. debate approaches.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Negotiating Skills".
Effective communication and negotiation skillsRajeshBeskhiyar
Effective communication is essential for successful negotiations. Communication involves both verbal and non-verbal exchange of information between parties. It facilitates the negotiation process from preparation, through discussion of issues, to reaching an agreement. Key aspects of communication in negotiations include conveying parties' positions, using active listening and questioning to clarify understanding, and ensuring agreements align with all parties' interests. Breakdowns can occur if non-verbal cues like facial expressions are misinterpreted.
This document provides a summary of the chapters in a book about the silent language of leaders and how body language can help or hurt leadership. The chapters discuss topics such as reading body language, negotiating skills, leading change, encouraging collaboration, communicating virtually and in-person, differences between male and female leadership styles, working with global teams, international body language norms, and the future of leadership as new generations enter the workforce. The book argues that understanding body language will be an increasingly important skill for effective leadership.
The Australian Regional Export and Investment Group (REICG) case study demonstrated effective public-private sector dialogue through their meetings. Key aspects included:
1) Meetings held semi-regularly with over 100 participants from government and private sector to discuss trade opportunities.
2) Meetings had a collaborative atmosphere where all could provide input and receive answers to questions from officials in a direct, non-bureaucratic manner.
3) Outcomes included increased business and interaction between sectors, as well as learning from others' experiences. However, some government departments still operated independently, causing confusion.
Negotiation is a dialoguebetween two or more people or parties intended to reach a beneficial outcome over one or more issues where a conflict exists with respect to at least one of these issues. This beneficial outcome can be for all of the parties involved, or just for one or some of them.
Negotiation is a method by which people settle differences. It is a process by which compromise or agreement is reached while avoiding argument and dispute.
In any disagreement, individuals understandably aim to achieve the best possible outcome for their position (or perhaps an organization they represent). However, the principles of fairness, seeking mutual benefit and maintaining a relationship are the keys to a successful outcome.
Specific forms of negotiation are used in many situations: international affairs, the legal system, government, industrial disputes or domestic relationships as examples. However, general negotiation skills can be learned and applied in a wide range of activities. Negotiation skills can be of great benefit in resolving any differences that arise between you and others.
The Negotiation Game Assignment by Kurt Rizzo V3.0.docxKurtRizzo2
The 4-week training programme aims to improve business executives' cross-cultural negotiation skills in the Asia Pacific region. Participants will learn about different cultural perspectives and how they impact negotiation approaches, communication styles, and emotional expressions. The curriculum covers culture and negotiation fundamentals, managing linguistic and cultural barriers, and analyzing the "negotiation dance" of offers and counteroffers over time. Workshops involve negotiation simulations between teams representing different cultures. The goal is for executives to negotiate more rationally while understanding how to respect different cultural norms, values, and communication preferences when negotiating agreements abroad.
Reflect upon TWO specific observations made in the video tra.pdfabdulauto
Reflect upon TWO specific observations made in the video transcript that are particularly
significant to you in the context of 'Leadership in Asia'. Why are these observations
significant to you in your current role as a university student, and in your future career? Be
specific, and relate your response to 1-2 concepts/theories such as Fiddler's contingency
approach, Path Goal Model of Leadership, Vroom and Jago contingency model, or
Transactional versus Transformational leadership approaches
Video transcript:
1. The game has changed
Now what we're saying to the aspiring executive is a free to chase their dreams anywhere in the
world and in fact not only is it a desire for them to do so but it almost a mandatory requirement for
the company's harm them
if you're a global leader operating in this new paradigm the sort of skills that instantly become
more valuable the ones that empathy and understanding and it's almost expected that you
understand how different people going to develop their careers, what the opportunities are
available to them, you're culturally sensitive, your global in your perspectives, any worldly in your
approach
2. The power of "Experience Diversity"
ok a lot said these days about ethnic diversity gender diversity, but much less about experience
I've read I think that one of the key elements of good functioning team at the helm of a global
company is to have a broad range of global experience, bringing all these experiences together
will create different perspectives and a much better collective normal and lead to much better
strategic decisions. I think it's incredibly important global experience and when I say that I do not
just mean having lived in different countries but that doesn't necessarily mean our global leader
your global leader when you have led a process were led decision-making process have been part
of an executive management team that as the find a strategy executed the business management
process mistaken product to market four different countries that's really we were global is the
reason why that's super important in today's environment is that i'd firmly believes that every
company wants to be successful needs to have a top management team and layers below that or
a reflection of the markets that the focus
3.Understand, adapt, overcome
when you run a global organization that is comprising many different teams in so many different
cultures you have to be able to deal with that, listen to people, understand the differences,
differences in decision-making process, differences in products and how products and to differ
from each other in different markets and you need to spend a lot of time on the ground,
conference calls as good but physical presence in the market
as a leader and connect the two teams and adapt to their styles is incredibly important and in the
flexibility is not only important from an intellectual perspective it is also very important role in
Europe. I remember an experience when finish.
This document provides an overview of a presentation on dialogue and deliberation within companies. The presentation is divided into 7 parts that will discuss: 1) introducing the concepts of dialogue and deliberation, 2) the dialogue and deliberation program, 3) the steps of the process, 4) when it can be used, 5) guiding principles, and 6) conditions for success. It also describes a game where attendees role-play discussing going to the beach vs. countryside for holidays to demonstrate dialogue vs. debate approaches.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Negotiating Skills".
This document discusses how information technology affects negotiation behavior. It begins by defining negotiation and exploring a model of social interactions. It then examines how IT influences social behavior and trust in online negotiations. Finally, it proposes strategies for enhancing technology-mediated negotiations, such as initial face-to-face meetings or videoconferences to build rapport when fully online negotiation is necessary. The document concludes by noting that e-negotiation is not a replacement for traditional negotiation and that a blended approach may be most effective.
The document discusses the art of negotiation skills for lawyers, outlining key concepts such as the meaning and sources of negotiation, basic bargaining styles that can produce different outcomes, roles of lawyers in the negotiation process, barriers to effective listening, and elements that are important in the negotiation process including knowledge, skills, and attitudes. It provides an overview of negotiation strategies and tips for lawyers to use when negotiating on behalf of clients.
This document provides an overview and definition of negotiation as well as the typical stages involved. It discusses how negotiation is a constant feature of everyday life that we engage in with friends, family, and organizations. The definition provided states that negotiation is a dialogue between two or more parties aimed at reaching a mutually beneficial outcome or resolving differences. The four typical stages of negotiation are then outlined as preparation/planning, discussion, proposing, and bargaining. Finally, the document discusses five different styles of negotiation: accommodating, avoiding, collaborating, competing, and compromising.
This document outlines a training course for negotiating effectively across different cultures. The course aims to provide negotiators with proven tools and strategies for navigating the challenges of cross-cultural negotiations in today's global business world. Key topics covered include time management, building milestones, avoiding language misunderstandings, and establishing timeframes. The outcomes of the course are learning how culture shapes perceptions in negotiations, developing insight into others' behaviors, recognizing cultural differences, and forming strategies to manage challenging cross-cultural situations. The training can be delivered on location or online and is designed for C-level executives seeking to improve their international negotiation skills.
This document discusses cross-cultural communication and negotiation. It covers topics like explicit vs implicit communication, communication flows, barriers to communication, and managing cross-cultural negotiations. It provides examples of cultures that use explicit or implicit communication and discusses challenges companies may face when negotiating internationally, like with Coca-Cola's difficulties in India.
This document discusses negotiation reflection and strategies for effective negotiation. It provides tips for being well-prepared, sticking to principles, not being intimidated, acknowledging strengths in other proposals, controlling the negotiation process, and finding common ground. Successful negotiation requires careful consideration of all elements, keeping perspective, and fairness. Different approaches to negotiation are discussed, including competitive, cooperative, and compromise approaches.
Peter Looney, a project manager at IT company Globus Inc., agreed to an unrealistic deadline for a software development project for client Maxwell Telecommunications. When issues arose, Peter had not properly negotiated terms for extensions or additional requirements. As a result, Globus incurred losses due to penalties, increased scope without updated terms, and overtime costs. The document emphasizes the importance of negotiation skills for professionals to avoid such problems and instead reach mutually agreeable solutions through open discussion and compromise.
Frank Garten BV is an independent consulting firm that helps companies prepare for and overcome intercultural barriers in international business negotiations, virtual teams, and organizations. The consultant offers training programs in intercultural communication, negotiation skills, and project management to improve intercultural effectiveness. Coaching services are also provided to help individuals assess and enhance their ability to communicate and influence across cultures.
This chapter discusses conflict and negotiation. It defines conflict as occurring when one party perceives another has negatively affected something they care about. There are three views of conflict: traditional, which sees it as harmful; human relations, which sees it as inevitable; and interactionist, which sees it as sometimes positive. Negotiation is bargaining to agree on an exchange. There are distributive and integrative approaches, with integrative aiming for win-win solutions. The chapter outlines the conflict and negotiation processes and how culture and individual differences influence them. It also discusses the roles of third parties in negotiations.
This program is designed to train 20 high-level executives in negotiation skills for dealing with counterparts in Asia Pacific regions. The executives will need to negotiate regularly with peers who have aggressive styles and different cultural approaches. The month-long program will provide theoretical and practical lessons to teach participants about different cultural negotiation approaches and how to successfully prepare for and conduct negotiations even when there are language barriers or differences in reaching agreements. Topics will include the impact of culture, integrative vs distributive negotiation, researching counterparts, and active listening. A final project will involve a mock negotiation with a guest from another culture to apply skills learned.
This presentation offers definitions of National and Corporate Culture and shows where, when and why they are important in establishing successful international partnerships. The same principles around Corporate Cultural Differences apply in domestic JVs and M&As.
1) Coca-Cola struggled to gain market share in India due to cultural differences and a public relations crisis over its impact on local water supplies. When accusations arose that Coke contaminated local water sources, it responded defensively rather than addressing concerns transparently.
2) To be more successful in India, Coca-Cola needs to prioritize regaining public trust, continue reducing its water usage, and address problems proactively to prevent future crises from damaging its brand reputation. Improving community relations will help the company expand in India's important soft drink market.
3) Cross-cultural communication and negotiation require understanding differences in areas like language, nonverbal cues, and decision-making to build effective relationships.
1) Coca-Cola struggled to gain market share in India due to cultural differences and losing trust when reports surfaced that its plants were depleting local water supplies.
2) The company initially took a defensive response but should have tested its products and launched a water safety campaign to address concerns.
3) To be successful in India, Coca-Cola needs to continue lowering water usage, improving its image after a sales drop, and addressing any future issues swiftly.
This document provides information about the IATEFL BESIG Annual Conference, including a plenary talk by Jeremy Comfort on intercultural competence for business English learners. The talk will explore distinguishing between briefing on a culture and understanding different cultures in business. It will also discuss the skills needed, such as observing, reflecting and learning from other cultures. Most importantly, the talk will address having an attitude of embracing cultural diversity as an opportunity rather than obstacle for companies.
This document discusses the relationship between emotional intelligence and successful negotiations. It proposes the Emotional Intelligence Influence on Negotiation model, which suggests that negotiators with higher emotional intelligence will have greater success. It provides examples of failed negotiations due to a lack of emotional intelligence. The document also outlines the key components of emotional intelligence like self-management, social awareness, and relationship management. It examines the role of emotional intelligence in negotiations without considering other negotiation skills. The goal is to summarize the importance of emotional intelligence in the negotiation process.
Negotiation skills cross cutting issues in negotiationsSamuel Nymgbo
This document discusses cross-cutting issues in negotiation. It covers key cultural variables that influence negotiations such as high versus low context cultures. It also discusses the basic approaches to negotiation including positional bargaining and interest-based negotiations. Positional bargaining focuses on advocating positions to meet individual interests, while interest-based negotiations identify all parties' interests and develop options to address them. The document provides examples of when each approach may be used and strategies for coordinating different approaches between negotiators.
This document outlines a proposed 10-episode podcast on the relationship between culture and communication. The podcast will explore topics such as business communication across cultures, barriers to intercultural communication, negotiating internationally, managing multicultural teams, and developing intercultural competence. Each episode will focus on key concepts and theories related to the topic. The overall objective is to help listeners gain insight into how culture affects communication and how to make intercultural communication more effective.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
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This document discusses how information technology affects negotiation behavior. It begins by defining negotiation and exploring a model of social interactions. It then examines how IT influences social behavior and trust in online negotiations. Finally, it proposes strategies for enhancing technology-mediated negotiations, such as initial face-to-face meetings or videoconferences to build rapport when fully online negotiation is necessary. The document concludes by noting that e-negotiation is not a replacement for traditional negotiation and that a blended approach may be most effective.
The document discusses the art of negotiation skills for lawyers, outlining key concepts such as the meaning and sources of negotiation, basic bargaining styles that can produce different outcomes, roles of lawyers in the negotiation process, barriers to effective listening, and elements that are important in the negotiation process including knowledge, skills, and attitudes. It provides an overview of negotiation strategies and tips for lawyers to use when negotiating on behalf of clients.
This document provides an overview and definition of negotiation as well as the typical stages involved. It discusses how negotiation is a constant feature of everyday life that we engage in with friends, family, and organizations. The definition provided states that negotiation is a dialogue between two or more parties aimed at reaching a mutually beneficial outcome or resolving differences. The four typical stages of negotiation are then outlined as preparation/planning, discussion, proposing, and bargaining. Finally, the document discusses five different styles of negotiation: accommodating, avoiding, collaborating, competing, and compromising.
This document outlines a training course for negotiating effectively across different cultures. The course aims to provide negotiators with proven tools and strategies for navigating the challenges of cross-cultural negotiations in today's global business world. Key topics covered include time management, building milestones, avoiding language misunderstandings, and establishing timeframes. The outcomes of the course are learning how culture shapes perceptions in negotiations, developing insight into others' behaviors, recognizing cultural differences, and forming strategies to manage challenging cross-cultural situations. The training can be delivered on location or online and is designed for C-level executives seeking to improve their international negotiation skills.
This document discusses cross-cultural communication and negotiation. It covers topics like explicit vs implicit communication, communication flows, barriers to communication, and managing cross-cultural negotiations. It provides examples of cultures that use explicit or implicit communication and discusses challenges companies may face when negotiating internationally, like with Coca-Cola's difficulties in India.
This document discusses negotiation reflection and strategies for effective negotiation. It provides tips for being well-prepared, sticking to principles, not being intimidated, acknowledging strengths in other proposals, controlling the negotiation process, and finding common ground. Successful negotiation requires careful consideration of all elements, keeping perspective, and fairness. Different approaches to negotiation are discussed, including competitive, cooperative, and compromise approaches.
Peter Looney, a project manager at IT company Globus Inc., agreed to an unrealistic deadline for a software development project for client Maxwell Telecommunications. When issues arose, Peter had not properly negotiated terms for extensions or additional requirements. As a result, Globus incurred losses due to penalties, increased scope without updated terms, and overtime costs. The document emphasizes the importance of negotiation skills for professionals to avoid such problems and instead reach mutually agreeable solutions through open discussion and compromise.
Frank Garten BV is an independent consulting firm that helps companies prepare for and overcome intercultural barriers in international business negotiations, virtual teams, and organizations. The consultant offers training programs in intercultural communication, negotiation skills, and project management to improve intercultural effectiveness. Coaching services are also provided to help individuals assess and enhance their ability to communicate and influence across cultures.
This chapter discusses conflict and negotiation. It defines conflict as occurring when one party perceives another has negatively affected something they care about. There are three views of conflict: traditional, which sees it as harmful; human relations, which sees it as inevitable; and interactionist, which sees it as sometimes positive. Negotiation is bargaining to agree on an exchange. There are distributive and integrative approaches, with integrative aiming for win-win solutions. The chapter outlines the conflict and negotiation processes and how culture and individual differences influence them. It also discusses the roles of third parties in negotiations.
This program is designed to train 20 high-level executives in negotiation skills for dealing with counterparts in Asia Pacific regions. The executives will need to negotiate regularly with peers who have aggressive styles and different cultural approaches. The month-long program will provide theoretical and practical lessons to teach participants about different cultural negotiation approaches and how to successfully prepare for and conduct negotiations even when there are language barriers or differences in reaching agreements. Topics will include the impact of culture, integrative vs distributive negotiation, researching counterparts, and active listening. A final project will involve a mock negotiation with a guest from another culture to apply skills learned.
This presentation offers definitions of National and Corporate Culture and shows where, when and why they are important in establishing successful international partnerships. The same principles around Corporate Cultural Differences apply in domestic JVs and M&As.
1) Coca-Cola struggled to gain market share in India due to cultural differences and a public relations crisis over its impact on local water supplies. When accusations arose that Coke contaminated local water sources, it responded defensively rather than addressing concerns transparently.
2) To be more successful in India, Coca-Cola needs to prioritize regaining public trust, continue reducing its water usage, and address problems proactively to prevent future crises from damaging its brand reputation. Improving community relations will help the company expand in India's important soft drink market.
3) Cross-cultural communication and negotiation require understanding differences in areas like language, nonverbal cues, and decision-making to build effective relationships.
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2) The company initially took a defensive response but should have tested its products and launched a water safety campaign to address concerns.
3) To be successful in India, Coca-Cola needs to continue lowering water usage, improving its image after a sales drop, and addressing any future issues swiftly.
This document provides information about the IATEFL BESIG Annual Conference, including a plenary talk by Jeremy Comfort on intercultural competence for business English learners. The talk will explore distinguishing between briefing on a culture and understanding different cultures in business. It will also discuss the skills needed, such as observing, reflecting and learning from other cultures. Most importantly, the talk will address having an attitude of embracing cultural diversity as an opportunity rather than obstacle for companies.
This document discusses the relationship between emotional intelligence and successful negotiations. It proposes the Emotional Intelligence Influence on Negotiation model, which suggests that negotiators with higher emotional intelligence will have greater success. It provides examples of failed negotiations due to a lack of emotional intelligence. The document also outlines the key components of emotional intelligence like self-management, social awareness, and relationship management. It examines the role of emotional intelligence in negotiations without considering other negotiation skills. The goal is to summarize the importance of emotional intelligence in the negotiation process.
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7 ways on how to make negotiation better if you understand the culture of organization
1. 7 ways on how
to make
negotiation
better if you
understand
culture
LEAD402 – Organizational Behavior and
Leadership
ABSTRACT
What is the role influence on cross-
cultural in a negotiation process? I
will share 7 ways on how can we
negotiate better if we understand ,
the role of culture mainly in an
multinational organization/corporate
segment (Dummies for cross-culture
negotiation)
Gnana Kumara Swamy
(01FX15MBA208)
2. Contents
Approach and basis for the write up .........................................................................................2
Assessment brief on role of influence on cultural diversity in a negotiation process...............3
Context Brief:..........................................................................................................................3
1. Cross-Culture Aspects for Negotiation........................................................................4
2. Communication Aspects for Negotiation.....................................................................4
7 ways on how can we negotiate better if we understand culture.............................................6
Rule1: Negotiating goal: Contract or relationship?...............................................................6
Rule2: Negotiating attitude: Win-Lose or Win-Win? .............................................................7
Rule3: Personal style: Informal or formal’s............................................................................8
Rule4: Communication: Direct or indirect?.........................................................................10
Rule5: Sensitivity to time: High or low? ...............................................................................11
Rule6: Emotionalism: High or low?......................................................................................12
Rule7: Form of agreement: General or specific? ................................................................13
Summary from Prof. Jeswald W. Salacuse ...............................................................................14
About the Author/Shared article..............................................................................................14
References ...............................................................................................................................15
3. Approach and basis for the write up
As the subject is not a new topic in the world for most business leaders & negotiators, I
have used theme from IVEY BUSINESS JOURNAL.
Topic: Top 10 ways that culture can affect your negotiation.
Many Thanks to Jeswald W. Salacuse, Henry J. Braker professor of Law at the Fletcher
school of law & diplomacy, Tufts University, this article is drawn inspirational from his most
recent book.
I will share 7 ways on how to make negotiation better if you understand culture better
for corporate executives from an organizational perspective with my real life examples
like 7 steps to success
My Self, Gnana Kumara Swamy, Senior Manager at BOSCH Group in Bangalore,
I lead development center working in an international organization which offers its
unique challenges and opportunities in Influencing people with effective cross-cultural
interaction and negotiation challenges across the globe (Japan, Korea, China, Italy
Germany, UK and USA), I am working in a consultant role which gives me to share many
real-life examples
4. Assessment brief on role of influence on cultural diversity in a negotiation process
Context Brief:
What is Negotiation? (Wikipedia definition)
“Negotiation is a dialogue between two or more people or parties intended to reach a
beneficial outcome”
Negotiation’s outcome can be for all of the parties involved, or just for one or some of
them, in situations in which a good outcome for one/some, excludes the possibility of a
desired result for the other/others, so it’s essential to create a WIN-WIN solution, through
assertive communication, conflict management skills and influencing
As Business Leaders, it’s very much essential that, we understand the role of
1. Cross-culture
2. Influencing skills through communication
Note:
The image used here is taken from Google and may be subject to copyright, the callout for
communication and cross –culture is add-on by me, to build a story for negotiation/influencing
INFLUENCE
5. 1. Cross-Culture Aspects for Negotiation
Cross-cultural differences and its influence on negotiation, as business leaders, we should
be prepared well in advance before we enter into negotiation, which can affect decisions,
in an international business deals, culture profoundly influences on how people think,
communicate and behave based on above diagram
2. Communication Aspects for Negotiation
As we know one of the 21st Century skills sets required are Communication, Collaboration,
Critical Thinking, Creativity (4C’s) is a must for taking up higher leadership roles, 4C’s
plays a very important role and shall create an influence to people across cultures when we
are dealing with a situation on negotiation table
Cross-
Cultures
Age
Ethinicity
Country
Gender
Values
Community
Body
Language
Language
6. You can become a good negotiator, only if you know the “Art & Skill” and the role of
influence in a culturally diversified organization, communication is a very important skill
in modern connected “world” for leadership!
Business negotiation example:
When Tata’s bought Jaguar from Ford in UK, there would have been negotiations on table
- How did management handle communication for negotiation?
- How did Tata deal with unions and labors in a manufacturing sector across a multi-
cultural organization?
Management would have understood role of influence and dealt with aspects of
communication and cross-culture like body-language, age, ethnicity, gender etc.,
for a successful acquisition
7. Now let’s try to understand role of influence and cross-culture in below sections
7 ways on how can we negotiate better if we understand culture
For corporate executives
Rule1: Negotiating goal: Contract or relationship?
Although the title expresses relationship or contract, the essence of the deal is the
relationship itself, negotiators from different cultures may tend to view purpose of a
negotiation differently. For deal makers from some cultures, the goal of a business
negotiation, first and foremost, is a signed contract between parties (e.g. Turkey or UK).
Other cultures tend to consider that the goal of a negotiation is not a signed contract but
rather the creation of a relationship between the two sides (e.g. China), also understand the
body-language, gender, age, language etc.
Example for cross-culture relationship:
- I have worked with Mexicans/Italians/Chinese at Delphi, Volvo and Bosch, they are
very friendly and they want to build relationship and they like to talk as well
- Speaking few words/sentences e.g. Bona-sera (Good day in Italian), Ni-Hao (Hello
in Chinese), Guten-morgan (Good Morning in German) helps to build relationships
- While I was in China (Wuxi, Suzhou, Yulin, Shanghai & Beijing), it’s very usual
practice to take you for a dinner, for all business deals if you don’t go to dinner it’s an
offence, Chinese will ensure that you get preferences that you like (e.g. Vegetarian
salads/fruits) sometimes they will even often offer massage, you should oblige, once
relationship is built, the deal may or may not go through
- Giving space while building relationships, directly not jumping into family, friends is
very much essential in a negotiation discussions
Summary of contract or relationship:
“The essence of the deal is the relationship itself, negotiators from different
cultures may tend to view purpose of a negotiation differently”
8. Rule2: Negotiating attitude: Win-Lose or Win-Win?
As you enter negotiations, it is important to know which type of negotiator is sitting across
the table from you, because of differences in a culture, personality, or both, business
persons appear to approach deal making with one of two basic attitudes:
- That a negotiation is either a process in which both can gain (win-win)
o Win-win negotiators see deal making as a collaborative, problem-solving
process, creativity and influencing skills
- A struggle in which, of necessity, one side wins and the other side loses (win-lose)
o Win-lose negotiators view it as confrontational
Example for Negotiation attitude
- Mostly in case of UK from my interactions, it shall be a win-win situation, if you are
transparent and share your views effectively, than your chance of win-win is high
- But for Japan, it’s always hierarchy, they like win-win situation, it’s tough to
understand on the phone, but when you meet face-to-face their body language
conveys and its becomes easy to work with Japanese
- For China, as I see they want delivery of software yesterday, because they would
have communicated to customer without agreeing dates, there comes the challenge
of using collaborative and influencing skills on making them to understand reasons
for what is committed can’t be met !, I need time for development, with relationship
building, it works well with Chinese
- Win-win is always not possible , some-times we have to lose-win to build
relationships with China or for that matter any country
Summary of negotiation attitude:
1. “Win-win negotiators see deal making as a collaborative, problem-solving
process; win-lose negotiators view it as confrontational, so it’s very much
essential to understand what type of negotiator is sitting on the other side and
use cross-culture understanding to negotiate better (win-win)”.
2. “Win-win is always not possible, sometimes we have to lose-win to build
trust and relationships with certain culture’
9. Rule3: Personal style: Informal or formal’s
It’s become very much essential to understand personal style of cultural and communication
style (Informal or formal’s) of each countries, we shall learn more, once we start actually
start interacting regularly, a negotiator with an informal style tries to start discussion on a
first-name basis, quickly seeks to develop a personal rapport
Table2: Example of culture and communication Germany v/s China
10. For an American, calling someone by the first name is an act of friendship and therefore a
good thing. For a Japanese, the use of first name at a first meeting is an act of disrespect and
therefore bad. Negotiators in foreign cultures must respect appropriate formalities
Example for personal style:
- Friendly relationship with the other team can only be possible when the relationship
is longer at least 6 months and more and a visit to the country with dinner, I have
seen this working effectively when you have face to face meetings and share your
challenges and opportunities it worked in all country cultures I have worked
(China, Sweden, Japan, UK, USA, Germany, Italy and Vietnam)
- Chinese like informal style, but they will switch to formal in office , but once they
take you to dinner it will be informal style with an eye on the deal for negotiation
- Using first name to call and address is very critical, even my name was rechristened
in Italy/Rome to Swamy in my passport, as I did not have a surname
- My experience on personal style and priority in negotiation for deals
o Eastern customers tend to:
Fix budget first and then try to negotiate scope
Go with schedule to customer and then try to negotiate quality,
especially in China and to some extent in S. Korea
o Western customers tend to:
Freeze scope first and then try to negotiate on price
Go with quality and then try to negotiate schedule
- Understanding body language, gender, values in different cultures is a skill
Figure: Example of body language in communication, bending to show gratitude v/s hand-shake
Summary of personal style: Informal or formal
“It’s always better and safer to adopt formal posture and move on to informal
stance, if situation warrants, than to assume an Informal style too quickly”
11. Rule4: Communication: Direct or indirect?
In a culture that values directness, such as the American or the Germans, you can expect
to receive a clear and definite response to your proposals and questions. In cultures that
rely on indirect communication, such as the Japanese and India as well, reaction to your
proposals may be gained by interpreting seemingly vague comments, gestures, and other
signs. The confrontation of these styles of communication in the same negotiation can lead to
friction
Figure: Example of body language in
communication, YES and NO Table1: Culture, what British say and mean
Example for communication style:
- From experience I can clearly say that, what UK people say and what they mean is
different, hence, I use the Table1, and interpret, what they mean, once I even
showed above table to my UK colleague he accepted interpretation is correct
- There are indirect ways Japanese negotiators express disapproval, other cultures
often believe that their proposals were still under consideration, when in fact the
Japanese side had rejected them ( I have seen this in all my interaction with
Japanese colleagues and customers) and language could become a barrier
- Having worked in Germany for 18 months, gave me a good perspective of direct
communication, it takes a while to get used for Indians , once we understand direct
communication style it make negotiation easier
Summary of communication style: Direct or indirect?
“Methods of communication vary among cultures. Some emphasize direct
and simple methods of communication;
others rely heavily on indirect and complex methods”
12. Rule5: Sensitivity to time: High or low?
It is said that Germans are always punctual, Latins are habitually late, Japanese negotiate
slowly, and Americans are quick to make a deal. Commentators sometimes claim that some
cultures value time more than others, but this observation may not be an accurate
characterization of the situation. Rather, negotiators may value differently the amount of time
devoted to and measured against the goal pursued
Figure: Sensitivity to time at Japan very High
Example for sensitivity to time:
- Meetings in Germany starts on-time and ends on-time, it will have a fixed agenda and
well moderated, lot to learn from Germans about punctuality and sensitivity to time is
very high
- While in Germany, if train arrives at 7:06 AM means, it arrives at 7:06 AM, if you feel,
I can manage to catch-up train with few seconds time adjustment means you missed
the train
- While strategic decisions are taken slow in German organizations it means it’s for
very long term , based on many parameters for sustainability of a decision taken
- USA experience has been they are very quick in decision making and very sensitive
to time as well
- While USA try to reduce formalities and get down to business quickly, and its
opposite in Germany very formal but now its changing
13. - Japanese or Asians the goal of meeting is relationship, than to sign a deal or a
contract, they negotiate slowly
- Japanese when it comes to be punctual they cannot be beaten by any cultures
The difference between the Indian and U.S.A towards time was clearly revealed in Ivey
Business School survey. Among the twelve nationalities surveyed, the Indians had largest
percentage of persons who considered themselves to have a low sensitivity to time
Summary of Sensitivity to time: High or low?
“Negotiating styles invariably treat a particular culture’s understanding
toward time (high or low), helps to lay a good foundation for your influence”
Rule6: Emotionalism: High or low?
In Ivey school business survey, among Europeans, the Germans and English ranked as least
emotional (Low), while among Asians the Japanese held that position, but to a lesser degree.
Accounts of negotiating behavior in other cultures almost always point to a particular
group’s tendency to act emotionally.
According to the stereotype, Latin Americans show their emotions at the negotiating table,
while the Japanese and many other Asians hide their feelings.
Obviously, individual personality plays a role here. There are passive Latins and hot-
headed Japanese. Nonetheless, various cultures have different rules as to the
appropriateness and form of displaying emotions, and these rules are brought to the
negotiating table as well. Deal makers should seek to learn them.
Example for emotionalism:
- One instance of delay in delivery for Japanese customer by development team in
India, was escalated not directly but indirectly through headquarters, but when we
had meetings, Japanese we could see emotionalism was high during face to face
meetings ,same is the case with Chinese
- When a delivery was delayed to Germany, when we explained through facts and
figures and telling story for delay due to family, traffic, health etc., Emotionalism was
very low for Germans & UK
Summary of Emotionalism: High or low?
“Various cultures have different rules as to the appropriateness and form of
displaying emotions (High or low), and these rules are brought to the
negotiating table as well. Deal makers should seek to learn them”
14. Rule7: Form of agreement: General or specific?
The negotiated transaction in almost all cases will be encapsulated in some sort of written
agreement. Cultural factors influence the form of the written agreement that the parties
make.
Generally, Americans prefer very detailed contracts that attempt to anticipate all possible
circumstances and eventualities, no matter how unlikely. Why?
Because the deal is the contract itself, and one must refer to the contract to handle new
situations that may arise. Other cultures, such as the Chinese, prefer a contract in the form of
general principles rather than detailed rules. Why?
Because, it is claimed, that the essence of the deal is the relationship between the parties. If
unexpected circumstances arise, the parties should look primarily to their relationship, not
the contract, to solve the problem. So, in some cases, a Chinese negotiator may interpret the
American drive to stipulate all contingencies as evidence of a lack of confidence in the
stability of the underlying relationship, it’s also reflected in greeting approach in case of
Japanese
Example for form of agreement:
- Incorporates these form of formal/informal agreement is very common in the form of
service level agreements, group level agreement and third part agreements which
company executes
- Have also seen clause for delay in deliveries leading to penalties is applicable in all
cultures, in one form or the others
- If you don’t abide by the contract, you can legally sued for delay in deliveries and
huge financial implications to organizations
Summary of Form of agreement: General or specific?
“The negotiated transaction in almost all cases will be encapsulated in some
sort of written agreement. Cultural factors influence the form of the written
agreement that the parties make”
15. Summary from Prof. Jeswald W. Salacuse
Table3: Salacuse impact of culture on negotiation
“Apply rules to manage your international teams, and be a good
negotiator, get paid like Sheryl Sandberg!”
“As a mantra, let’s work towards learning better influencing skills
through communication and cross-cultural awareness”
About the Author/Shared article
Gnana Kumara Swamy, A Bachelor’s Degree in Mechanical
Engineering from Bapuji Institute of Engineering and Technology,
followed by AMIE in Electronics Engineering, currently pursuing my
Executive MBA from Institute of Product Leadership, passionate about
university interactions with NIT Surathkal and PESIT, setting up
Mechatronics Lab and mentoring internship programs.
My interests are in Mechatronics, Automotive Electronics, Robotics, reading Biography,
Swimming & Yoga
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