1. International and Cross-Cultural Negotiation McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

2. International negotiations are much more complex than domestic negotiations. They challenge the negotiators to understand the science of negotiation while developing their artistry.  The science of negotiation provides research evidence to support broad trends that often, but not always, occur during negotiation.  The art of negotiation is deciding which strategy to apply when, and choosing which models and perspectives to apply to increase cross-cultural understanding. 11- 2

3. Two overall contexts have an influence on international negotiations:  Environmental context Includes environmental forces that neither negotiator controls that influence the negotiation  Immediate context Includes factors over which negotiators appear to have some control 11- 3

4. Factors that make international negotiations more challenging than domestic negotiations include:  Political and legal pluralism  International economics  Foreign governments and bureaucracies  Instability  Ideology  Culture  External stakeholders 11- 4

5. “Factors over which the negotiators have influence and some measure of control”:  Relative bargaining power  Levels of conflict  Relationship between negotiators  Desired outcomes  Immediate stakeholders 11- 5

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7. International negotiations can be much more complicated  Simple arguments cannot explain conflicting international negotiation outcomes  The challenge is to: Understand the multiple influences of several factors on the negotiation process Update this understanding regularly as circumstances change 11- 7

8.  Culture as learned behavior A catalogue of behaviors the foreign negotiator should expect  Culture as shared values Understanding central values and norms  Individualism/collectivism  Power distance  Career success/quality of life  Uncertainty avoidance 11- 8

9.  Individualism/collectivism  Power distance  Career success/quality of life  Uncertainty avoidance 11- 9

10. Definition: the extent to which the society is organized around individuals or the group  Individualism/collectivism orientation influences a broad range of negotiation processes, outcomes, and preferences Individualistic societies may be more likely to swap negotiators, using whatever short-term criteria seem appropriate Collectivistic societies focus on relationships and will stay with the same negotiator for years 11- 10

11. Definition: “The extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally”  Cultures with stronger power distance will be more likely to have decision making concentrated at the top of the culture. 11- 11

12. Definition: cultures differ in the extent to which they hold values that promote career success or quality of life.  Cultures promoting career success are characterized by the acquisition of money and things, and not caring for others.  Cultures promoting quality of life are characterized by concern for relationships and nurturing. 11- 12

13. Definition: “Indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations”  Negotiators from high uncertainty avoidance cultures are less comfortable with ambiguous situations--want more certainty on details, etc. 11- 13

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15.  Culture as dialectic All cultures contain dimensions or tensions that are called dialectics  Example: Judeo-Christian parables “too many cooks spoil the broth” and “two heads are better than one” offer conflicting guidance  This can explain variations within cultures  Culture in context No human behavior is determined by a single cause All behavior may be understood at many different levels simultaneously 11- 15

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17.  Definition of negotiation  Negotiation opportunity  Selection of negotiators  Protocol  Communication  Time sensitivity  Risk propensity  Groups versus individuals emphasis  Nature of agreements  Emotionalism 11- 17

18.  When choosing a strategy, negotiators should: Be aware of their own and the other party’s culture in general Understand the specific factors in the current relationship Predict or try to influence the other party’s approach  Strategies are arranged based on the level of familiarity (low, moderate, high) that a negotiator has with the other party’s culture 11- 18

19.  Employ agents or advisers (unilateral strategy) Useful for negotiators who have little awareness of the other party’s culture  Bring in a mediator (joint strategy) Encourages one side or the other to adopt one culture’s approaches or mediator culture approach  Induce the other party to use your approach (joint strategy) The other party may become irritated or be insulted 11- 19

20.  Adapt to the other negotiator’s approach (unilateral strategy) Involves making conscious changes to your approach so it is more appealing to the other party  Coordinate adjustment (joint strategy) Involves both parties making mutual adjustments to find a common process for negotiation 11- 20

21.  Embrace the other negotiator’s approach (unilateral strategy) Adopting completely the approach of the other negotiator (negotiator needs to completely bilingual and bicultural)  Improvise an approach (joint strategy) Crafts an approach that is specifically tailored to the negotiation situation, other party, and circumstances  Effect symphony (joint strategy) The parties create a new approach that may include aspects of either home culture or adopt practices from a third culture 11- 21