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NEGOTIATION 7eLewicki ▪ Saunders
▪ Barry
RM 2053
Negotiation
Techniques
DR HJH AIDA NASIRAH ABDULLAH
UNIVERSITI PERTAHANAN NASIONAL MALAYSIA
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WEEK 11
INTERNATIONAL ANDCROSS-CULTURAL
NEGOTIATION
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INTERNATIONAL NEGOTIATION:
ART AND SCIENCE%nternational ne&otiations are much morecomple' than domestic ne&otiations. They
challen&e the ne&otiators to understandthe science o ne&otiation while de(elopin&their artistry.
• The science o ne&otiation pro(ides research
e(idence to support broad trends that oten$ butnot always$ occur durin& ne&otiation.
• The art o ne&otiation is decidin& which strate&y to
apply when$ and choosin& which models and
perspecti(es to apply to increase cross-cultural16-3
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!AT "A#ES INTERNATIONAL
NEGOTIATIONS DI$$ERENT%
Two o(erall conte'ts ha(e an in)uenceon international ne&otiations*
• En(ironmental conte't %ncludes en(ironmental orces that neitherne&otiator controls that in)uence thene&otiation
• %mmediate conte't %ncludes actors o(er which ne&otiatorsappear to
ha(e some control16-4
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EN&IRON"ENTAL CONTE'T
+actors that ma,e internationalne&otiations more challen&in& thandomestic ne&otiations include*• olitical and le&al pluralism• %nternational economics• +orei&n &o(ernments and bureaucracies• %nstability•
%deolo&y• ulture• E'ternal sta,eholders
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I""EDIATE CONTE'T
/+actors o(er which the ne&otiatorsha(e in)uence and some measure o
control*•elati(e bar&ainin& power
•e(els o con)ict
•elationship between ne&otiators
•3esired outcomes
•%mmediate sta,eholders
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T!E CONTE'TS O$
INTERNATIONAL NEGOTIATIONS
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!O DO E E'(LAIN INTERNATIONAL
NEGOTIATION OUTCO"ES%
%nternational ne&otiations can be muchmore complicated
• 4imple ar&uments cannot e'plaincon)ictin& international ne&otiationoutcomes
• The challen&e is to*nderstand the multiple in)uences o
se(eral actors
on the ne&otiation processpdate this understandin& re&ularly as
circumstances chan&e 16-8
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CONCE(TUALI)ING CULTURE
AND NEGOTIATION• ulture as learned beha(ior6 catalo&ue o beha(iors the orei&n ne&otiator
should e'pect• ulture as shared (aluesnderstandin& central (alues and norms%ndi(idualism7collecti(ism
ower distanceareer success78uality o lie
ncertainty a(oidance
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!O$STEDE*S "ODEL O$
CULTURAL DI"ENSIONS
• %ndi(idualism7collecti(ism
• ower distance
• areer success78uality o lie
• ncertainty a(oidance
16-10
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INDI&IDUALIS"+COLLECTI&IS"
3e9nition* the e'tent to which thesociety is or&ani!ed around indi(idualsor the &roup.
• %ndi(idualism7collecti(ism orientationin)uences a broad ran&e o ne&otiationprocesses$ outcomes$ and preerences %ndi(idualistic societies may be more li,ely
to swap ne&otiators$ usin& whate(er short-term criteria seem appropriate
ollecti(istic societies ocus on relationshipsand will stay with the same ne&otiator oryears
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(OER DISTANCE
3e9nition* /The e'tent to which the lesspowerul members o or&ani!ations and
institutions :li,e the amily; accept ande'pect that power is distributedune8ually.
• ultures with stron&er power distancewill be more li,ely to ha(e decision-ma,in& concentrated at the top o theculture.
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UNCERTAINT A&OIDANCE
3e9nition* /%ndicates to what e'tent aculture pro&rams its members to eel
either uncomortable or comortable inunstructured situations.
• "e&otiators rom hi&h uncertainty
a(oidance cultures are lesscomortable with ambi&uoussituations--want more certainty ondetails$ etc.
16-14
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!O$STEDE*S CULTURES RAN#INGIN T!E TO( ./
16-15
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CONCE(TUALI)ING CULTURE
AND NEGOTIATION
• ulture as dialectic6ll cultures contain dimensions or tensions
that are called dialecticsE'ample* =udeo-hristian parables /too many
coo,s spoil the broth and /two heads are betterthan one o
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SC!ART)*S ./ CULTURAL &ALUES
16-17
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T!E IN$LUENCE O$ CULTURE ON NEGOTIATION:
"ANAGERIAL (ERS(ECTI&ES
• 3e9nitions o ne&otiation• "e&otiation opportunity• 4election o ne&otiators• rotocol• ommunication• Time sensiti(ity• is, propensity• Groups (ersus indi(iduals emphasis• "ature o a&reements• Emotionalism
16-18
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T!E IN$LUENCE O$ CULTURE ON
NEGOTIATION: RESEARC! (ERS(ECTI&ES
•"e&otiation outcomesesearch su&&ests that culture has an
e
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T!E IN$LUENCE O$ CULTURE ON
NEGOTIATION: RESEARC! (ERS(ECTI&ES
16-20
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T!E IN$LUENCE O$ CULTURE ON
NEGOTIATION: RESEARC! (ERS(ECTI&ES
• "e&otiation process and inormatione'chan&e
ulture has been ound to ha(e si&ni9cante
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T!E IN$LUENCE O$ CULTURE ON
NEGOTIATION: RESEARC! (ERS(ECTI&ES
• E
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CULTURALL RES(ONSI&E
NEGOTIATION STRATEGIES• >hen choosin& a strate&y$
ne&otiators should*
?e aware o their own and the otherparty@s culture in &eneral
nderstand the speci9c actors in thecurrent relationship
redict or try to in)uence the otherparty@s approach
• 4trate&ies are arran&ed based on thele(el o amiliarity :low$ moderate$
hi&h; that a ne&otiator has with the@ 16-23
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LO $A"ILIARIT
• Employ a&ents or ad(isers :unilateralstrate&y;seul or ne&otiators who ha(e little
awareness o the other party@s culture• ?rin& in a mediator :Aoint strate&y; Encoura&es one side or the other to adoptone culture@s approaches or mediator
culture approach• %nduce the other party to use yourapproach :Aoint strate&y; The other party may become irritated or be
insulted 16-24
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"ODERATE $A"ILIARIT
• 6dapt to the other ne&otiator@sapproach :unilateral strate&y; %n(ol(es ma,in& conscious chan&es to your
approach so it is more appealin& to theother party
• oordinate adAustment :Aoint strate&y; %n(ol(es both parties ma,in& mutual
adAustments to 9nd a common process orne&otiation
16-25
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!IG! $A"ILIARIT
• Embrace the other ne&otiator@sapproach :unilateral strate&y; 6doptin& completely the approach o the other
ne&otiator :ne&otiator needs to completely bilin&ualand bicultural;
• %mpro(ise an approach :Aoint strate&y; rats an approach that is speci9cally tailored to the
ne&otiation situation$ other party$ and circumstances
• E