Intercultural Intercultural communication in communication in

negotiationsnegotiations

WhenWhen is someone a good is someone a good intercultural negotiator?intercultural negotiator?

1.1. List 5 characteristics of a good List 5 characteristics of a good negotiator.negotiator.

2.2. Can you learn to be a good Can you learn to be a good negotiator or are you born one?negotiator or are you born one?

3.3. What elements of intercultural What elements of intercultural communication do you need to communication do you need to consider in intercultural consider in intercultural negotiations?negotiations?

Characteristics effective Characteristics effective intercultural negotiators:intercultural negotiators:

• ObservantObservant

• PatientPatient

• AdaptableAdaptable

• Good listenersGood listeners

• Keep their promisesKeep their promises

• Negotiate in good Negotiate in good faithfaith

• Realise culture Realise culture influences everythinginfluences everything

• Speak in a polite Speak in a polite wayway

• Use humour only Use humour only when appropriatewhen appropriate

• Do their homework Do their homework on the countrieson the countries

• Don’t critise the Don’t critise the other’s countryother’s country

• ……..?..?

• Which characteristics do you think Which characteristics do you think you have that would make you a you have that would make you a good negotiator?good negotiator?

Fisher (1980)Fisher (1980)

5 elements in intercultural 5 elements in intercultural negotiationsnegotiations::

1.1. Players and the situationPlayers and the situation

2.2. Decision-making stylesDecision-making styles

3.3. National characterNational character

4.4. Culture noiseCulture noise

5.5. Interpreters and translatorsInterpreters and translators

What affects the outcome of What affects the outcome of intercultural negotiations?intercultural negotiations?

1.1. Policy Policy (concept, negotiators, role, (concept, negotiators, role, protocol, significance)protocol, significance)

2.2. Interaction (language,persuasive,time)Interaction (language,persuasive,time)

3.3. Deliberation (trust,risk-taking,internal Deliberation (trust,risk-taking,internal decision-making systems)decision-making systems)

4.4. Outcome (form of agreement)Outcome (form of agreement)

(Moran and Stripp)(Moran and Stripp)

ProtocolProtocol

3 classifications3 classifications

1.1. TribalTribal

2.2. CollectiveCollective

3.3. PluralistPluralist

Person’s responsibilityPerson’s responsibility

TribalTribal::

Support family and follow rules of societySupport family and follow rules of society

CollectiveCollective::

Group contribution, honour, conformityGroup contribution, honour, conformity

PluralistPluralist::

Personal growth, achievement, Personal growth, achievement, independenceindependence

Interaction with strangersInteraction with strangers

Tribal:Tribal:

With strangers, aloof & formal; with With strangers, aloof & formal; with friends: warm, welcoming, trustingfriends: warm, welcoming, trusting

Collective:Collective:

Does not stand out, friendly yet Does not stand out, friendly yet noncommittal to strangersnoncommittal to strangers

PluralistPluralist::

Informal, direct communicationInformal, direct communication

Life objectiveLife objective

TribalTribal::

Respect of group, contribute to familyRespect of group, contribute to family

CollectiveCollective::

Succeed at work, to get opponent to Succeed at work, to get opponent to concede somethingconcede something

PluralistPluralist::

Success beyond goalsSuccess beyond goals

Business environmentBusiness environment

TribalTribal::strong vertical hierarchy, leaders strong vertical hierarchy, leaders

inaccessibleinaccessibleCollectiveCollective::Shared power, no one stands out, open Shared power, no one stands out, open

officesofficesPluralistPluralist::Layered hierarchy, private spaces, best Layered hierarchy, private spaces, best

offices for top managementoffices for top management

Conducts businessConducts business

TribalTribal::

Must control, manipulative, Must control, manipulative, correspondence limitedcorrespondence limited

CollectiveCollective::

Divided responsibilities, strategy and Divided responsibilities, strategy and ritual are important;ritual are important;

PluralistPluralist: direct, formality with : direct, formality with strangers, correspondence to maystrangers, correspondence to may

FeedbackFeedback

TribalTribal::

Avoids details, not accountable, Avoids details, not accountable, subjectivesubjective

CollectiveCollective: :

within the group consensus a must, within the group consensus a must, nothing negativenothing negative

PluralistPluralist: :

direct, specific, objective, impersonaldirect, specific, objective, impersonal

Decision-makingDecision-making

TribalTribal::

Decisions at the top, pride, emotionDecisions at the top, pride, emotion

CollectiveCollective::

Consensus, final decisions from the topConsensus, final decisions from the top

PluralistPluralist::

Independent, rational process, middle Independent, rational process, middle management approvalmanagement approval

Problem solvingProblem solving

TribalTribal::

Blame assessment more importantBlame assessment more important

CollectiveCollective::

Problems are evaded; someone loses face; Problems are evaded; someone loses face; conflict, no problem admittedconflict, no problem admitted

PluralistPluralist::

Addressed quickly, rationally; analysis after Addressed quickly, rationally; analysis after the factthe fact (Chaney & Martin,2004)(Chaney & Martin,2004)

Intercultural negotiation Intercultural negotiation modelsmodels

Sociopsychological modelSociopsychological model

Principles modelPrinciples model

Directional modelDirectional model

Interaction modelInteraction model

Package deal modelPackage deal model

How important are the following things How important are the following things in intercultural negotiations and why?in intercultural negotiations and why?

• Location of meetingLocation of meeting

• Time of meetingTime of meeting

• Duration of meetingDuration of meeting

• Number and status Number and status of negotiatorsof negotiators

• Gender of Gender of negotiatorsnegotiators

• Social talk before Social talk before the meetingthe meeting

• Making notes during Making notes during the meetingthe meeting

• Making a report of Making a report of the meetingthe meeting

• Negotiating over Negotiating over dinnerdinner

• Talking about detailsTalking about details

• Reaching agreement Reaching agreement very quicklyvery quickly

Cultural backgroundCultural background

Understanding cultural background is Understanding cultural background is vital to successful international vital to successful international business communication.business communication.

Basic cultural orientation centres Basic cultural orientation centres around the following items:around the following items:

Beliefs, values, attitudes, behaviour and Beliefs, values, attitudes, behaviour and norms (ethnocentrism)norms (ethnocentrism)

Beliefs Beliefs

Assumptions about the world and how Assumptions about the world and how it worksit works

ValuesValuesAssumptions about right and wrong, Assumptions about right and wrong,

preferabilitypreferability

AttitudesAttitudes

Expressions of values, influences on Expressions of values, influences on thought and actionthought and action

BehaviourBehaviourHuman actionHuman action

NormsNormsExpected or typical behaviourExpected or typical behaviour

EthnocentrismEthnocentrism

An egocentric view is ‘I’ centered.An egocentric view is ‘I’ centered.

An ethnocentric view is ‘we’ centered. It is based An ethnocentric view is ‘we’ centered. It is based on the social group. You judge all other groups on the social group. You judge all other groups according to your own standards, behaviours according to your own standards, behaviours and customs and you see differences as and customs and you see differences as inferior.inferior.

Ethnocentrism causes stereotyping and prejudice.Ethnocentrism causes stereotyping and prejudice.

Recognizing cultural Recognizing cultural differencesdifferences

The obvious differences:The obvious differences:

• AgeAge

• LanguageLanguage

• GenderGender

• Physical abilityPhysical ability

• Family statusFamily status

• Educational backgroundEducational background

Less obvious cultural Less obvious cultural differencesdifferences

• Social valuesSocial values

• Roles and statusRoles and status

• Decision-making customsDecision-making customs

• Concepts of timeConcepts of time

• Concepts of personal spaceConcepts of personal space

• Body languageBody language

• Social behaviour and mannersSocial behaviour and manners

• Legal and ethical behaviourLegal and ethical behaviour

• Corporate cultural differencesCorporate cultural differences

Guidelines for good Guidelines for good intercultural communication intercultural communication skillsskillsAssume differences until similarity is provenAssume differences until similarity is proven

Take responsibility for communicationTake responsibility for communication

Withhold judgmentWithhold judgment

Show respectShow respect

EmpathizeEmpathize

Tolerate ambiguityTolerate ambiguity

Look beyond the superficialLook beyond the superficial

Be patient and persistentBe patient and persistent

More guidelinesMore guidelines

Recognize your own cultural biasRecognize your own cultural biasBe flexibleBe flexibleEmphasise common groundEmphasise common groundIncrease your cultural sensitivityIncrease your cultural sensitivitySend clear messagesSend clear messagesDeal with the individualDeal with the individualLearn when to be directLearn when to be directTreat your interpretation as a hypothesisTreat your interpretation as a hypothesis

Negotiating across culturesNegotiating across cultures

Personal relationshipPersonal relationship

Tolerance for open disagreementTolerance for open disagreement

Different problem-solving techniquesDifferent problem-solving techniques

How to communicate How to communicate successfully in international successfully in international businessbusinessRealize and become aware of your own Realize and become aware of your own

communication behaviour:communication behaviour:

• Always be open to new informationAlways be open to new information

• Realize there is more than 1 Realize there is more than 1 perspectiveperspective

• Forget about stereotypes and Forget about stereotypes and defined categoriesdefined categories

When there is a conflict in When there is a conflict in intercultural communicationintercultural communication

In intercultural conflicts the following In intercultural conflicts the following can be of influence:can be of influence:

1.1. Thinking patternsThinking patterns

2.2. Language barriersLanguage barriers

3.3. Cultural contextCultural context

1.1. Thinking patterns Thinking patterns (Kaplan,1970)(Kaplan,1970)

English speakers: linear in language English speakers: linear in language (inductive, deductive reasoning)(inductive, deductive reasoning)

There is one central idea and all the There is one central idea and all the other ideas are related to this central other ideas are related to this central idea. To prove something, the idea. To prove something, the relationship between these ideas is relationship between these ideas is explained. explained.

Thinking pattern Thinking pattern

Romance language speakers:Romance language speakers:Although similar to the English they Although similar to the English they

allow greater freedom for digression allow greater freedom for digression or introduction of other material into or introduction of other material into the conversation. The pattern shows the conversation. The pattern shows that the Romance speakers are more that the Romance speakers are more inner-oriented and rely more on inner-oriented and rely more on feelings and expectations in their feelings and expectations in their behaviour and judgment.behaviour and judgment.

Pribim (1949) thinking Pribim (1949) thinking patternspatterns

In the Western worldIn the Western world

1.1. UniversalisticUniversalistic

2.2. Nominalistic or hypotheticalNominalistic or hypothetical

3.3. Intuitional or organismicIntuitional or organismic

4.4. dialectaldialectal

1.11.1 Universalistic Universalistic

Dominated by the principle of identity Dominated by the principle of identity of thinking and being. of thinking and being.

• Hierarchical system of rigid conceptsHierarchical system of rigid concepts

• Can be directly proved by human Can be directly proved by human mindmind

French, Mediterraneans, Latin AmericaFrench, Mediterraneans, Latin America

1.2. 1.2. Nominalistic/hypotheticalNominalistic/hypothetical

Puts emphasis on induction and Puts emphasis on induction and empiricism. Thinking is dominated by empiricism. Thinking is dominated by hypothetical concepts.hypothetical concepts.

• Knowledge based on our sense Knowledge based on our sense perceptions and freely formed perceptions and freely formed conceptionsconceptions

Anglo-Saxon countriesAnglo-Saxon countries

1.3.1.3. Intuitional/organismic Intuitional/organismic

Mixture of universalistic and nominalistic.Mixture of universalistic and nominalistic.

It denies the existence of innate ideas but It denies the existence of innate ideas but assumes that, with the assistance of the assumes that, with the assistance of the insight of the human mind, we are able to insight of the human mind, we are able to attribute knowledge to the general truth.attribute knowledge to the general truth.

• Intuition and unity of the wholeIntuition and unity of the whole

Germany, Slavic Central European countriesGermany, Slavic Central European countries

1.4.1.4. Dialectical Dialectical

Denies the principle of the existence of Denies the principle of the existence of innate ideas. It assumes the mind can innate ideas. It assumes the mind can fully understand the universe and fully understand the universe and discover the general truth.discover the general truth.

• Explanations follow the evolutionary Explanations follow the evolutionary process of thesis, antithesis and process of thesis, antithesis and synthesis.synthesis.

Sub Sahara AfricaSub Sahara Africa

2. Language Barriers2. Language Barriers

3 Major barriers in intercultural 3 Major barriers in intercultural communicationcommunication

1.1. Verbal communication stylesVerbal communication styles

2.2. Variant meaningsVariant meanings

3.3. Indirect verbal languageIndirect verbal language

2.1.2.1. Verbal communication Verbal communication stylesstyles

1.1. Direct: verbal messages used to Direct: verbal messages used to show our intentions in the process of show our intentions in the process of conversations.conversations.

2.2. Indirect: used to conceal or Indirect: used to conceal or camouflage our true intentions.camouflage our true intentions.

(low context <-> high context cultures)(low context <-> high context cultures)

2.2.2.2. Variant meanings Variant meanings

1.1. Situational context is not emphasizedSituational context is not emphasized

2.2. Important information usually occurs Important information usually occurs in explicit verbal messagesin explicit verbal messages

3.3. Self-expression, verbal fluency and Self-expression, verbal fluency and eloquent speech are valuedeloquent speech are valued

4.4. Opinions and intentions used to Opinions and intentions used to persuade others are expressed persuade others are expressed directly.directly.

2.3.2.3. Indirect verbal Indirect verbal messagesmessages1.1. Explicit verbal messages are not Explicit verbal messages are not

emphasizedemphasized2.2. Important information is usually carried Important information is usually carried

in contextual clues (place, time, in contextual clues (place, time, situation, relationship)situation, relationship)

3.3. Harmony is highly valued, using Harmony is highly valued, using ambiguous language and keeping silentambiguous language and keeping silent

4.4. People talk around the point, avoid People talk around the point, avoid saying ‘no’.saying ‘no’.

3.3. Cultural context Cultural context

Determinants of Determinants of conflict:conflict:

• FaceFace

• InterrelationInterrelation

• FavourFavour

• SenioritySeniority

• StatusStatus

• Power Power

• CredibilityCredibility

• InterestInterest

• Severity of conflictSeverity of conflict

• GenderGender