The Cross Cultural Negotiation Variables

The Cross Cultural Negotiation VariablesWeiss (1993) identified twelve variables in the duologue process which leave lead to understanding negotiating style better.Different groups view the purpose and process of negotiation unlikely. Negotiation may be seen as a conflict in which one side arrive ats and another loses, as a competition to identify who is best or as a collaborative process to formulate nigh undertaking. The winner of a negotiation in some countries is the one who gains the most concessions, regardless of the value of the concessions.Every group chooses negotiators on the basis of a physical body of factors. Negotiators may be selected on the basis of their previous experience, their status, knowledge of a particular subject, or personal attributes.Different groups attempt different aspects of the negotiations. nigh groups stress substantive issues directly related to the agreement while others stress relationships.Different groups have their own particular etiq uette associated with the negotiation process and their adherence to protocol varies harmonise to its perceived importance. Protocol factors that should be considered are gift giving, entertainment, dress codes, seating arrangements, numbers of negotiators, timing of breaks, and picturened duration of the process of negotiations.Different groups communicate in different ways and are more comfortable with one or another form of communications. Some groups rely on verbal communications, others on nonverbal. Some groups rely on one method, others mixed. The more varied method of communications, the more complex is the communication context and the more care must be effrontery to understanding the context.Different groups attempt to persuade others and are persuaded by the use of a variety of different types of arguments. Some rely on facts and logical arguments, others on tradition and the way things were done in the past, still others on intuition or emotion and others on the belie fs associated with a particular religion or philosophy.Individuals add different roles in different societies. In some groups, the individual is seen as very important and a particular individuals success or failure feces depend on the outcome of the negotiation process. In other groups, individuals are subordinate to the home negotiating party and personal ambitions are contained.Trust is a demand if groups are going to work together to their mutual benefit and all groups seek to establish charge with the other parties in the negotiation process.Negotiation involves a degree of risk because the final outcome is unknown when the negotiations begin. Different groups view uncertainty and risk as relatively desirable or undesirable.The value of fourth dimension differs from one group to another. Some people view time as limited and something to be used wisely. opposites view time as plentiful and incessantly available, therefore they are more likely to expect negotiations to pro gress slowly and to be flexible about schedules.Decisions are made differently in different groups. They may be made by individuals or by the group as a whole. Some groups accept the decision of the majority of the group members. Other groups seek consensus among group members and will not make a decision until all member have agreed.In some cultures, written agreements are expect in others verbal agreements or a handshake is accepted. In some cultures, agreements are detailed and set out as many points as possible. In others, broad general agreements are preferred with details to be worked out as they arise. In some cultures, agreements are expected to be legally binding, in others, there is little faith in legal contracts and much more emphasis is placed on a persons obligation to keep his or her word.Chinese Negotiation StyleChina is going to be used to demonstrate that culture affects negotiation style. From Tony (2006)s research, there are three main Chinese negotiation styles. The Chinese negotiation styles includes Maoist bureaucrat in learning, Confucian gentleman, and Sun Tzu-like strategian.The Chinese negotiator as a Maoist bureaucrat always follows governments plan when doing business. The negotiator combines business with politics, avoids taking initiatives, shuns responsibility, and fears criticism. The Chinese negotiator is smart and tough because he is trained by Chinese bureaucracy daily in which talk terms is an important element (Davidson, 1987 Frankenstein, 1988 Lieberthal and Oksenberg, 1986 Pye, 1982).Being a Confucian gentleman, the Chinese negotiator behaves refers to the mutual send and benefit, looking for cooperation and win-win solutions for everyone to succeed. He behaves high value on trust and sincerity on his own part. He analyses contracting essentially as an ongoing relationship or problem-solving process instead of a one-off legal mail boat (Deverage, 1986 Kindel, 1990, Seligman, 1990 Shenkar and Ronen, 1987). He associat ed business with guanxi, friendship, and trust. His negotiation strategy is characterized by cooperation, basically.As a Sun Tzu-like strategist, the Chinese negotiator think negotiation is a zero-sum game and the marketplace as a battlefield (Chiao, 1981 Chu, 1991 Mun, 1990 Pye, 1982). He sets out to win-lose you, and never stops bargaining. The Chinese negotiator is skilful, provided with a formidable many of Chinese stratagems from his ancestors. Sun Tzu-like strategist adopts apparently soft but essentially tough tactics in negations. His negotiation strategy is characterized by competition.Managerial implicationsSending the right team to pull off in China is extremely important, the status of the team members will directly affect the attitude of Chinese host organization toward your company. Your team leader should be a person with charismatic charm, a patient personality, credibility and sufficient authority to make a key decision.It is crucial importance to show the Chinese the political support and governmental backing behind your China missions when negotiating large industrial high-risk B2B projects in China. The Chinese government is an importance player in business networks (Kock 1995).When embarking on a china venture makes sure you know the legitimate Chinese negotiators. Despite the large Chinese team with many participants, the real Chinese negotiators usually are absent from the negotiation room. By identifying and negotiating with the real Chinese negotiators, you may, as a Chinese proverb stated, Get twice the government issue with half the effort.The number 8 is adored (whereas the number 4 is disfavoured) in Chinese culture. So try to use design 8 numbered products for China as a metaphor to enunciate the importance of respecting and learning Chinese sociocultural traits.From the perspective of Confucianism, China is a familistic society in which it takes time to build trust between non-family members. The Chinese distrust fast talkers who want to make quick deals (Pye, 1982, p. 92). By being patient, tolerant, calm, persistent, and honest in dealing with the Chinese, you will eventually win the Chinese heart and trust.