Post on 10-Apr-2018
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Dr. Nathalie van Meurs
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Last week:
Any index may inform a manager with regard todecisions at the national level
Hofstede added an index related to cultural values
Other researchers have explored these in relation
to business e.g., advertising
The most used are: I/C and PD
y 1. Horizontal individualist(HI): unique and self-reliant, no
status differences
y 2. Vertical individualist(VI) people try to compete with
others for distinction and status.y 3. Horizontal collectivist(HC) part of the in-group and
emphasize common goals with others
y 4. Vertical collectivist(VC) people sacrifice their personal
goals, some have more status than others.
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Is I/C enough?
Critique on research & management to focus
on crude measures
ANY motivation/reason/explanation for aphenomena needs to be inclusive enough to
capture subtleties
y The context is important
y The psychological state is important
y The interaction is important
y The underlying values may help to explain
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International Negotiation
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Quick test
What are the guiding principles in your
life?
Are you a cultural essentialist or agenetic determinist?
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Schwartz: Motives (guiding principles)
Universalism
Self-
Direction
Stimulation
Hedonism
Achievement
Power
Benevolence
Security
ConformityTradition
Self-
Enhancement
Openness
to Change
Conservation
Self-
Transcendence
ObedienceHumility
Devoutness
Helpfulness
Social Justice,
Equality
Creativity,
Freedom
Exciting Life
Pleasure
Success,
Ambition
Authority,
Wealth
Social Order
Organized by motivational
similarities and oppositions
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The global manager
Analysing feedback from returning overseasvisitors, Hammer, Gudykunst, and Wiseman
(1978) found that intercultural competence
concerns the ability to
y communicate effectively
y deal with psychological stress
y establish interpersonal relations.
Has anything changed?
y More global interactions instead of nationality
A vs. nationality B
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TopMBA.com
JeffWeiss on "What makes a good negotiator?"
Someone who can prepare, who understands their own objectives,
concerns, and perspective and their counterpart's
Someone who is creative and can come up with a range of possible
solutions
Well researched so that important data and figures are at the fingertips
Having a clear idea of what one wants
Digging under a counterpart's stated demands to get at the true driving
issues
An ability to question one's own assumptions about the other person's
objectives
An ability to systematically change tactics during the negotiation to
"dance a different dance" if things aren't working, or to change the tactics
to play your counterpart's game
Ability to manage the relationship with your counterpart
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Negotiation: TopMBA.com
JeffWeiss on "What makes a good negotiator?"- Someone who can prepare, who understands their ownobjectives, concerns, and perspective and their counterpart's- Someone who is creative and can come up with a range ofpossible solutions
- Well researched so that important data and figures are at thefingertips- Having a clear idea of what one wants- Digging under a counterpart's stated demands to get at thetrue driving issues- An ability to question one's own assumptions about the otherperson's objectives- An ability to systematically change tactics during thenegotiation to "dance a different dance" if things aren't working,or to change the tactics to play your counterpart's game- Ability to manage the relationship with your counterpart
Understanding own andothers perspective
Create solutions
Well researched, knows data
Have a clear idea of own wants
Do digging to understand
driving issues
Question own assumptionsabout others objective
Ability to change
tactics
Ability to manage
relationship with counterpart
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BATNA
Main source of power(Fisher & Ury)
Best option outside current
negotiationBetter BATNA, more you can
demand
yBatna very good at a market stall,
bad BATNA?
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Strategic choices
Confrontation
Social motivation
y
Function of: personalities, culture, context Confrontation Example:June 2006
Arcelor-Mittal negotiation European vs
Indian values
Social motivation Example: Arceloraftermath: Rather sell to Mittal than
Severstal
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American model
Concern for Self vs. Concern for Others
(Thomas, 1976)
y Getting to Yes
Brett:Individualism, cooperation, competition,
altruism
Copyright 2008 Nathalie van Meurs
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Jeanne Brett (2007)
Some stats on motives & negotiations
y Negotiators are predominantly cooperative (53%),
compared to 37% individualistic negotiators, and
few competitive negotiators (3%)
y High net value integrative agreements:
cooperators& individualistsNs are equally
successful, competitors Ns are sign. less so.
y Cooperators and individualists use different
strategies to each their goal
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Make the connection...
Individualism
y Maximise own outcomes
Competition
y Maximise own at expense of
others outcome
Cooperation
y Maximise own and others
outcomes
Altruism
y Maximise others outcomes
1. Horizontalindividualist(HI)be
unique and self-reliant,
but not distinguished
or having high status.
2. Vertical individualist
(VI)compete with
others for distinctionand status.
3. Horizontal
collectivist(HC)
perceive self as an
aspect of in-group and
emphasize common
goals with others
4. Vertical collectivist
(VC)sacrifice personal
goals for in-group
goals; some members
have more status than
others.
penness to change
elf nhancement
elf Transcen ence
Conservation
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Culture & negotiation
Not all members of a culture behave like
the cultural prototype and cultural
prototypes overlap
Cultures are not composed of a single
feature
Knowledge structures that include
cultural effects depend on the context Negotiators are likely to reciprocate
each others strategies
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The Ugli Orange Case
Read the vignette
Consider these issues:
y
BATNA:If you had to buy the oranges, whatmaximum price would you have offered?
y Strategy:How would you negotiate the
deal?
yCommunication:How would you agree towhom and how the oranges are delivered?
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Akio Morito, founder, Sony
Grammar and pronunciation arent as
important as expressing yourselfin a
way that matches the way Westerners
think, which is very different from ourthought process. So when youre in
America you must be clear, and when
you return to Japan you must be vague.Its more difficult than you can imagine.
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When we can get it wrong:
Difficulties of social interaction and communication arise inseveral main areas:
y (1) language use, including forms of polite usage
y (2) non-verbal communication: uses of facial expressions,gesture proximity, touch, etc.
y (3) rules of social situations, e.g., for bribing, gifts and eating
y (4) social relationships, within the family, at work, betweenmembers of different groups
y (5) motivation, e.g., achievement motivation and for face-saving
y (6) concepts and ideology, e.g., ideas derived from religionand politics (Argyle, 1982, p. 76).
VariationVariation
inin communicationcommunication
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In Business: Whats effective?
American managers in Saudi Arabia and Frenchmanagers in the U.S.A. on Intercultural CommunicationEffectiveness (Dean and Popp, 1990).
Both groups agreed on what is ICEy
Ability to work with others, deal with unfamiliar situations, andhandle misunderstandings and changes in lifestyle.
Tominaga, Gudykunst, and Ota (2002) also found thatJapanese and Americans share the idea that effectivecommunication concerns a positive approach, understanding, andclarity (Tominaga, et al., 2002).
HOWEVER, The Japanese were concerned with good relations and
the Americans were concerned with clarity.
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In Business: Who decides whats effective?
How does your colleague rate your skills?y Employees' descriptions of theirown
communication skills correlates poorly withdescriptions contributed by colleagues
(Sypher and Sypher, 1984) Listening to others and speaking to others are
two independent aspects of the communicationprocess (Sargent et al, 1997)
y
E.g., Germans preferred the action style (prefer to receive conciseand error free information), Israelis preferred the content style(prefer to evaluate complex information carefully) andAmericansendorsed both the people (concern for others feelings andemotions) and time (brief and hurried interactions) style
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Some cultural differences: I/C
Individualistic : verbally directy Value communication openness, learn to self disclose, like to be
clear, straightforward, and contribute to a positive management
climate
Collectivistic: indirect communication
y Group harmony is essential. It is rare in Asian cultures to have
open conflict, because it appears to disrupt group harmony.
Note:Collectivists are more stringent in treating the in-group
differently from the out-group (Triandis, 1988).
Individualism and collectivismfeature strongly communication
theories (e.g., High vs. Low Context Communication and Face
Theory)
http://globthink.com/2009/06/24/indirect-communication-and-indirect-leadership-in-asia/
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High Context vs.
Low Context Communication
In 1976, Hall published his work on low and highcontext cultures (LCC vs. HCC).
Hall proposed that cultures can be differentiatedon the basis of whether the meaning of amessage should be inferred from its context(HCC) or is explicitly put forward by the speaker(LCC).
y U.S.A., Scandinavia and the UK are typicalexamples ofLCC
y China, Japan, and Taiwan would be typicalexamples ofHCC.
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Some key points
Our perceptions of the situation are biased.y Social norms, communication rules, and strangers
characteristics.y Expectations also emerge from our out-group attitudes and
the stereotypes we hold (Gudykunst, 1998, p. 101).
Understanding involvesy Culture general information (i.e., knowing if Peruvians are
individualistic or collectivistic)y Culture specific information (i.e., is Peruvian HCC
particular to hierarchical business environments?)
Overcoming misunderstandings due to style
differences is difficult because in seeking to clarify,each speaker continues to use the very strategywhich confused the other in the first place (Tannen,1979, p. 5).Next week:Leadership
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an Meurs: Model
Cultural Values
Context
Team B
Concerns
ClarityInconvenience
ControlStrategies
Problem SolvingAvoiding
DominatingCommunication Style
Consultative
IndirectDirect
Perceived Negotiation
Satisfaction
(Success & Comfort)
Team A
Concerns
ClarityInconvenience
ControlStrategies
Problem SolvingAvoiding
DominatingCommunication Style
Consultative
IndirectDirect
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an Meurs: Negotiation styles
Confl. Man.Strategies
Other Dominating
Dominating
Other Avoiding
Avoiding
Other Prob Solv
Problem Solving
Mean
s(Scale1-5)
4.00
3.50
3.00
2.50
2.00
1.50
Nationality
Dutch
British
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an Meurs: Communication
COMMUNICATION STYLES
Other Direct
Direct
Other Indirect
Indirect
Other Consultative
Consultative
Mean
s(Scale1-5
)
4.50
4.00
3.50
3.00
2.50
2.00
Nationality
Dutch
British
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an Meurs: OutcomeModel 1Model 1
SuccessSuccess
StandardisedStandardised
F ChangeF Change Model 1Model 1
ComfortComfort
StandardisedStandardised
F ChangeF Change
Step 1:Step 1:
NationalityNationality
.38**.38** 5.49*5.49* Step 1: OtherStep 1: Other
Problem SolvingProblem Solving
.19*.19* 56.09*56.09*
Other IndirectOther Indirect .30**.30** 8.40**8.40** ConsultativeConsultative .19**.19** 14.42**14.42**
Adjusted R Adjusted R .05.05 InconvenienceInconvenience --.20**.20** 5.90*5.90*
d.f.d.f. 2,2402,240 Other ConsultativeOther Consultative .21**.21** 6.28*6.28*
FF 7.03**7.03** NL sub/UK supNL sub/UK sup
RelationshipRelationship
--.14**.14** 5.15*5.15*
Other DirectOther Direct .20**.20** 5.91*5.91*
Tenure Tenure .14*.14* 6.25*6.25*
Adjusted R Adjusted R .34.34
d.f.d.f. 7, 2227, 222
FF 16.14**16.14**
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Test question: Critical incident
IBM requested parts from a trial project, with the specification
We will accept three defective parts per ten thousand. The
Japanese manufactured the parts, and sent them with a note:
We, the Japanese people, had a hard time understanding
North American business practices. But the three defective
parts per10,000 have been separately manufactured and
have been included in the consignment. Hope this pleases
you. This is an example of:
A)Face saving B)Low context communication
C)High context communication
D)Individualism