1. The Influence of Culture and Gender on Negotiations
Chapter 9
The Influence of Culture and Gender on Negotiations

2. Why Culture and Gender Are Issues
9-2
Why Culture and Gender Are Issues
Negotiating is inherently a personal activity
Aspects sensitive to culture: biases, emotions, trust, and fairness
Globalization on a personal level due to revolutions in communication and transportation

3. 9-3
Negotiating Skills
Skill 9.1: Recognize cultural and gender-based traits
Skill 9.2: Avoid negotiation biases
Skill 9.3: Use strategies that respond to diverse negotiation patterns and practices
Skill 9.4: Identify practical steps to use gender-specific traits in negotiating situations
Skill 9.5: Develop a negotiating strategy combining the cultural and gender differences explored in this chapter

4. Chapter Case: Bridging the Cultural Gap
9-4
Chapter Case: Bridging the Cultural Gap
Discussion of how Governor Collins used her understanding of Japanese culture to convince the CEO of Toyota to locate a major auto plant in Kentucky
The deal almost fell through because “signing” a contract was an American and not a Japanese value

5. Cultural Differences Culture is learned behaviors
9-5
Culture is learned behaviors
Common characteristics include
Self-identity – independent or interdependent
Relationships – who makes decisions
Communication – verbal and nonverbal
Time consciousness – cyclical or lineal
Values and norms – for one’s self and the other party
Mental process – abstract thinking or rote memory

6. Hofstede’s Cultural Dimensions
9-6
Hofstede’s Cultural Dimensions
Power Distance: degree of equality or inequality, hierarchal or democratic
Uncertainty Avoidance: degree of tolerance for ambiguity, strict laws and rulemaking, or more relaxed
Individualism-Collectivism: individual or group achievements more admired

7. Hofstede’s Cultural Dimensions (cont’d)
9-7
Hofstede’s Cultural Dimensions (cont’d)
Masculinity-Feminist: assertiveness or nurturing, distributive or integrative bargaining
Long-Term Orientation: honoring tradition and long-term rewards or immediate results and saving “face”

8. Hofstede Cross-Cultural Comparisons, U.S., Japan, and France
9-8
Hofstede Cross-Cultural Comparisons, U.S., Japan, and France

9. Nations Exhibiting Extremes in Hofstede’s Cultural Dimensions

10. GLOBE Study Similar to Hofstede’s cultural dimensions
9-10
Similar to Hofstede’s cultural dimensions
Measured both the ways things are and the ways things should be
Grouped 62 societies into 10 country clusters

11. Ten Clusters of GLOBE Countries

12. Representative Characteristics of GLOBE Dimensions
HIGH PERFORMANCE ORIENTATION societies have characteristics such as...
LOW PERFORMANCE ORIENTATION societies have characteristics such as...
Value competitiveness and materialism.
Value what one does more than who one is.
Expect direct, explicit communication.
Value societal and family relationships.
Value harmony with the environment.
Value who one is more than what one does.
Expect indirect, subtle communication.
HIGH INSTITUTIONAL COLLECTIVISM societies have these characteristics...
LOW INSTITUTIONAL COLLECTIVISM societies have these characteristics...
Group loyalty is encouraged, even if this undermines the pursuit of individual goals.
Rewards are driven by seniority, personal needs, and/or within-group equity.
Critical decisions are made by groups.
Pursuit of individual goals is encouraged, even at the expense of group loyalty.
Rewards are driven very largely by an individuals contribution to task success.
Critical decisions are made by individuals.
HIGH IN-GROUP COLLECTIVISM societies have characteristics such as...
LOW IN-GROUP COLLECTIVISM societies have characteristics such as...
Duties and obligations are important determinants of social behavior.
A strong distinction is made between in-groups and out-groups.
People emphasize relatedness with groups.
The pace of life is slower.
Personal needs and attitudes are important determinants of social behavior.
Little distinction is made between in-groups and out-groups.
People emphasize rationality in behavior.
The pace of life is faster.

13. Representative Characteristics of GLOBE Dimensions
HIGH POWER DISTANCE societies have characteristics such as...
LOW POWER DISTANCE societies have characteristics such as...
Society is differentiated into classes.
Power seen as providing social order.
Information is localized and hoarded.
Power linked to corruption and coercion.
Information is widely shared.
HIGH UNCERTAINTY AVOIDANCE societies have characteristics such as...
LOW UNCERTAINTY AVOIDANCE societies have characteristics such as...
Use formality in interactions with others.
Rely on formalized policies and procedures.
Take moderate, carefully calculated risks.
Show strong resistance to change.
Use informality in interactions with others.
Rely on informal norms for most matters.
Are less calculating when taking risks.
Show only moderate resistance to change.
HIGH HUMANE ORIENTATION societies have characteristics such as...
LOW HUMANE ORIENTATION societies have characteristics such as...
The interests of others are important.
People are motivated primarily by a need for belonging and affiliation.
Members of society are responsible for promoting the well-being of others.
One's own self-interest is important.
People are motivated primarily by a need for power and material possessions.
The state provides social and economic support for individuals' well-being.

14. Representative Characteristics of GLOBE Dimensions
HIGH FUTURE ORIENTATION societies have characteristics such as...
LOW FUTURE ORIENTATION societies have characteristics such as...
Emphasize working for long-term success.
Organizations tend to be inflexible and maladaptive.
Prefer gratification as soon as possible.
Organizations tend to be flexible and adaptive.
HIGH ASSERTIVENESS societies have characteristics such as...
LOW ASSERTIVENESS societies have characteristics such as...
Value competition, success, and progress.
Communicate directly and unambiguously.
Try to have control over the environment.
Build trust on basis of calculation.
Value cooperation and warm relationships.
Communicate indirectly; try to "save face."
Try to be in harmony with the environment.
Build trust on basis of predictability.

15. Relative Scores on the Nine GLOBE Dimensions for U.S. and Japan

16. Culturally Sensitive Heuristics and Biases
9-16
Culturally Sensitive Heuristics and Biases
Anchoring and framing
Overconfidence or egocentricity
Availability
Stereotyping

17. Cross-Cultural Negotiating Patterns
9-17
Cross-Cultural Negotiating Patterns
Example of individualist culture and collectivist culture
Individualist – negotiation is distribution of resources and claiming most
Collectivist – negotiation is about relationships and creating long-term values

18. Tactics for Success: Consensus Building
9-18
Tactics for Success: Consensus Building
Be patient
Share significant amounts of information
Focus information on the doubters
Use informal negotiations
Adjust your timetable to satisfy all of the interests involved
Relationship building can result in better deals

19. High to Low Context by Cultures

20. Emotions Emotions evoke reciprocal emotions
9-20
Emotions evoke reciprocal emotions
Emotions convey information
In cross-cultural negotiations it can be difficult to find a common frame of reference, unfamiliarity lessens control of situation, and possibly reduces level of trust

21. Negotiating Behaviors in Cross-Cultural Negotiations
9-21
Negotiating Behaviors in Cross-Cultural Negotiations
See the world from their perspective
Tailor arguments to culture of listener
Manage stress, ambiguity, and unpredictable situations
Express ideas clearly
Adjust suggestions to cultural constraints

22. High to Low Context Communication
9-22
High to Low Context Communication
High-context cultures place value on body language and nonverbal cues
Place value on being part of a group
Considers good of whole rather than individual achievement
Low-context cultures rely heavily on spoken word
Rewards individual achievement
Values independence

23. Trust and Fairness Based on behavioral assumptions
9-23
Based on behavioral assumptions
One motivated by self-interest may not understand a negotiator from a collectivist or feminist culture
Reciprocity may differ between what is “fair” - would you divide resources according to one’s contribution, equally, or according to one’s need?

24. Gender
9-24
Traditional male model of negotiating: competitive, hierarchical, winning, rational, and unemotional – consistent with distributive bargaining
Traditional female model of negotiating: cooperative, equalitarian, quality results, intuitive, and empathetic – consistent with integrative bargaining

25. Gender (cont’d)
9-25
Studies have shown women negotiating on others’ behalf perform better than when negotiating for themselves
High ambiguity negotiations, men have more optimistic goals and higher payoffs
Unambiguous negotiations, no perceptible differences between men and women negotiators

26. Management Styles Which May Affect Negotiating Styles