Академический Документы
Профессиональный Документы
Культура Документы
Inventive Negotiations
with International
Customers, Partners,
and Regulators
Source: From William Hernandez Requejo and John L. Graham, Global Negotiation: The New Rules (New York: Palgrave Macmillan,
2009). Reproduced with permission of Palgrave Macmillan.
Source: From William Hernandez Requejo and John L. Graham, Global Negotiation: The New Rules (New York:
Palgrave Macmillan, 2009). Reproduced with permission of Palgrave Macmillan.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
19
distribution without the prior written consent of McGraw-Hill Education.
Exhibit 19.2 (2 of 4)
Linguistic Aspects of Language and Nonverbal
Behaviors (“How” Things Are Said)
Bargaining Behaviors Cultures*
(per 30 minutes) Japan Korea Taiwan China** Russia Israel
Structural Aspects
“ No’s” 1.9 7.4 5.9 1.5 2.3 8.5
“ You’s” 31.5 35.2 36.6 26.8 23.6 64.4
Nonverbal Behaviors
Silent periods 2.5 0 0 2.3 3.7 1.9
Conversational
6.2 22.0 12.3 17.1 13.3 30.1
overlaps
Facial gazing 3.9 9.9 19.7 11.1 8.7 15.3
Touching 0 0 0 0 0 0
For each group, n = 6 ** Northern China (Tianjin and environs)
Source: From William Hernandez Requejo and John L. Graham, Global Negotiation: The New Rules (New York: Palgrave Macmillan,
2009). Reproduced with permission of Palgrave Macmillan.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
20
distribution without the prior written consent of McGraw-Hill Education.
Exhibit 19.2 (3 of 4)
Linguistic Aspects of Language and Nonverbal
Behaviors (“How” Things Are Said)
Bargaining Behaviors Cultures*
(per 30 minutes) Germany U.K France Spain Brazil Mexico
Structural Aspects
“ No’s” 6.7 5.4 11.3 23.2 41.9 4.5
“ You’s” 39.7 54.8 70.2 73.3 90.4 56.3
Nonverbal Behaviors
Silent periods 0 2.5 1.0 0 0 1.1
Conversational
20.8 5.3 20.7 28.0 14.3 10.6
overlaps
Facial gazing 10.2 9.0 16.0 13.7 15.6 14.7
Touching 0 0 0.1 0 4.7 0
For each group, n = 6 ** Northern China (Tianjin and environs)
Source: From William Hernandez Requejo and John L. Graham, Global Negotiation: The New Rules (New York: Palgrave Macmillan,
2009). Reproduced with permission of Palgrave Macmillan.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
21
distribution without the prior written consent of McGraw-Hill Education.
Exhibit 19.2 (4 of 4)
Linguistic Aspects of Language and Nonverbal Behaviors (“How”
Things Are Said)
Cultures*
Bargaining Behaviors
(per 30 minutes) French-speaking English-speaking
USA
Canadians Canadians
Structural Aspects
“ No’s” 7.0 10.1 4.5
“ You’s” 72.4 64.4 55.1
Nonverbal Behaviors
Silent periods 0.2 2.9 1.7
Conversational
24.0 17.0 5.1
overlaps
Facial gazing 18.8 10.4 10.0
Touching 0 0 0
For each group, n = 6 ** Northern China (Tianjin and environs)
Source: From William Hernandez Requejo and John L. Graham, Global Negotiation: The New Rules (New York: Palgrave Macmillan,
2009). Reproduced with permission of Palgrave Macmillan.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
22
distribution without the prior written consent of McGraw-Hill Education.
Differences in Values
Four values held strongly and deeply by most
Americans seem to frequently cause misunderstandings
and bad feelings in international business negotiations:
• Objectivity—reflects the importance of objectivity in the
American culture
• Competitiveness and equality—values of each participating
cultural group are roughly reflected in the economic outcomes
• Punctuality—passage of time is viewed differently across
cultures and how these differences most often hurt Americans
Source: William Hernandez Requejo and John L. Graham, Global Negotiation: The New Rules (New York: Palgrave
Macmillan, 2009). Reproduced with permission of Palgrave Macmillan.
© Ralph Orlowski/Getty
Here U.S. Secretary of State Hillary Clinton meets with German Chancellor
Angela Merkel.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
30
distribution without the prior written consent of McGraw-Hill Education.
Negotiation Preliminaries (1 of 2)
Many companies in the United States provide
employees with negotiations training.
However, very few companies provide training for
negotiations with managers from other countries.
Negotiators need information specific to the cultures
in which they work.
Any experienced business negotiator will tell you
that there is never enough time to get ready.
2 Physical arrangements
3 Number of parties
4 Number of participants
6 Communications channels
Time limits
7
© Macduff Everton/Corbis
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
36
distribution without the prior written consent of McGraw-Hill Education.
At the Negotiations Table
Going into a business negotiation, most people have
expectations about the “proper” or normal process
of such a meeting—the ritual, so to speak.
Everywhere around the world we have found that
business negotiations proceed through four stages:
• Nontask sounding
• Task-related exchange of information
• Persuasion
• Concessions and agreement
Sources: N. Mark Lam and John L. Graham, China Now, Doing Business in the World’s Most Dynamic Market (New York: McGraw-Hill, 2007);
James Day Hodgson, Yoshihiro Sano, and John L. Graham, Doing Business with the New Japan (Boulder, CO: Rowman & Littlefield, 2008).
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
38
distribution without the prior written consent of McGraw-Hill Education.
Exhibit 19.4 (2 of 2)
Summary of Japanese, American, and Chinese Business Negotiation Styles
Category Japanese Americans Chinese
Four Stages of Business Negotiations
1. Nontask Considerable time and expense Very short periods are Long, expensive,
sounding devoted to such efforts is the typical. formal, intermediaries
practice in Japan. are key.
2. Task-related The most important step: High Information is given briefly Indirectness,
exchange of first offers with long and directly. “Fair” first explanations first,
information explanations and in-depth offers are more typical. intermediaries.
clarifications.
3. Persuasion Persuasion is accomplished The most important step: Questions, competing
primarily behind the scenes. Minds are changed at the offers, delays.
Vertical status relations dictate negotiation table, and
bargaining outcomes. aggressive persuasive
tactics are often used.
4. Concessions Concessions are made only Concessions and Holistic approach,
and toward the end of commitments are made revisiting closed issues,
agreement negotiations—a holistic throughout—a sequential goal is long-term
approach to decision making. approach to decision relationship. Progress is
Progress is difficult to measure making. difficult to measure for
for Americans. Americans.
Sources: N. Mark Lam and John L. Graham, China Now, Doing Business in the World’s Most Dynamic Market (New York: McGraw-Hill, 2007); James Day Hodgson, Yoshihiro Sano, and John L. Graham, Doing
Business with the New Japan (Boulder, CO: Rowman & Littlefield, 2008).
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
39
distribution without the prior written consent of McGraw-Hill Education.
Nontask Sounding
Americans always discuss topics other than business at the
negotiation table (e.g., the weather, family, sports, politics,
business conditions in general) but not for long.
Such preliminary talk, known as nontask sounding, is much
more than just friendly or polite; it helps negotiators learn
how the other side feels that particular day.
Learning about a client’s background and interests also
provides important cues about appropriate communication
styles.
© John Graham
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
43
distribution without the prior written consent of McGraw-Hill Education.
Concessions and Agreement
Americans often make concessions early, expecting
foreign counterparts to reciprocate.
However, in many cultures no concessions are made
until the end of the negotiations.
Americans often get frustrated and express anger
when foreign clients and partners are simply
following a different approach to concession making,
one that can also work quite well when both sides
understand what is going on.
Inventive negotiation is older than history, and more advanced than the
1
future—and it’s based on the most basic human talent: imagination.
It begins with a glimmer of hope, the vision that things can be better—even
2
world-changing.
3 You have to find just the right partners and sell them on your vision.
4 Then you build relationships—with those on the other side.
5 You create the system that makes these relationships happen.
6 You add exactly the right people in specific situations, including facilitators.
7 You consider culture and encourage diversity.
8 You meet in the right places and the right spaces, at just the right pace.
9 You leverage emotion and overcome power and corruption.
10 You encourage changing roles.
11 You use tools of innovation.
12 And you use the tools of improvisation.
13 You keep improving the relationships in new ways.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
47
distribution without the prior written consent of McGraw-Hill Education.
Conclusions
Despite the litany of potential pitfalls facing
international negotiators, things are getting better.
The stereotypes of American managers as “innocents
abroad” or cowboys are becoming less accurate.
Experience levels are going up worldwide, and
individual personalities are important.
So you can find talkative Japanese, quiet Brazilians,
and effective American negotiators.
But culture still does, and always will, count.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
48
distribution without the prior written consent of McGraw-Hill Education.
Summary
Because styles of business negotiations vary substantially
around the world, it is important to take cultural differences
into account when meeting clients, customers, and business
partners across the international negotiation table.
Cultural stereotypes can be quite misleading.
In many Eastern cultures, a more holistic approach is used in
discussions.
Listening skills, influence at headquarters, and a willingness to
use team assistance are important negotiator traits.
Situational factors such as the location for meetings and the
time allowed must also be carefully considered and managed.
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or
49
distribution without the prior written consent of McGraw-Hill Education.