1. Negotiation and Conflict Resolution
Chapter 4
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Comparative Management, Dr. Yang 2003

2. Comparative Management, Dr. Yang 2003
Learning Objectives
Define negotiation and understand the basic negotiation process
Explain how culture influences the negotiation process
Consider the impact of situational factors and negotiating tactics on negotiation outcomes
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Comparative Management, Dr. Yang 2003

3. Learning Objectives (cont.)
Analyze the differences between intracultural and cross-cultural negotiations
Discuss the role of culture in the conflict resolution process
Appreciate how approaches to conflict influence negotiation
Identify ways to become a better cross-cultural negotiator
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4. Comparative Management, Dr. Yang 2003
Negotiation
The process of bargaining between two or more parties to reach a solution that is mutually acceptable
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Comparative Management, Dr. Yang 2003

5. The Negotiation Process
Preparation
Relationship-Building
Information Exchange
Persuasion
Agreement
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Comparative Management, Dr. Yang 2003

6. Comparative Management, Dr. Yang 2003
Situational Factors
Geographical Location
Room Arrangements
Selection of Negotiators
Time Limits
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7. Comparative Management, Dr. Yang 2003
Verbal Tactics
Initial Offer
Other Verbal Negotiating Behaviors: Promises, Threats, Recommendations, Warnings, Rewards, Punishments, Normative Appeals, Commitments, Self-Disclosure, Questions, Commands
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8. Comparative Management, Dr. Yang 2003
Nonverbal Tactics
Silence
Conversational Overlaps
Facial Gazing
Touching
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Comparative Management, Dr. Yang 2003

9. Intracultural Vs. Cross-Cultural Negotiations
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Comparative Management, Dr. Yang 2003

10. Conflict Characteristics of Low and High-Context Cultures
Key
Questions Low-Context Conflict High-Context Conflict
Why
When
analytic, linear logic;
instrumental oriented;
dichotomy between conflict
and conflict parties
individualistic oriented; low
collective normative
expectations; violations of
individual expectations create
conflict potentials
synthetic, spiral logic;
expressive oriented; integration
of conflict and conflict parties
group oriented; high collective
normative expectations;
violations of collective
expectations create conflict
potentials
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Comparative Management, Dr. Yang 2003

11. Becoming a Better Cross-Cultural Negotiator
Understand your negotiating partner
Consider situational specifics
Decide how to handle actual negotiation
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Comparative Management, Dr. Yang 2003

12. Convergence or Divergence?
Greater knowledge and understanding of culture
If moderate adaptation proves effective
Ingrained cultural patterns of behavior
Perception that own culture negotiates effectively
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Comparative Management, Dr. Yang 2003

13. Implications for Managers
Cross-cultural negotiations important part of international manager’s job
Improve negotiating outcomes by understanding dynamics of negotiation process and influence of culture
Moderate adaptation may be most effective
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Comparative Management, Dr. Yang 2003