negotiation styles
NegotiationStyle
NegotiationStyleQuiz for Negotiation StyleQuestion 1You want to sell your yacht and you know that you would be very fortunate to get as much as ￡225 000 for it. While you are considering placing the advertisement, a keen yachtsman approaches you and offers ￡250 000 in cash immediately for your boat. Do you:A. Accept his offer without further ado?B. Tell him to wait until the boat is advertised?C. Haggle?Question 2You are in the market for a yacht and have taken a fancy to the ‘Isabella’ which is advertised at ￡225 000. The most you can raise is ￡212 000 from selling your own boat and borrowing from the bank. You meet the owner in the boathouse and casually tell him of your (strong) interest. You mention that you could only raise ￡212 000. He agrees to sell you the ‘Isabella’ for that sum. Is this:A. An offer you cannot refuse?B. A lousy situation?C. An occasion to celebrate your bargain?Question 3A young talented actor wants to get into the ‘big time’ and she meets a television producer who is desirous of securing her services for an important part in a detective film. He tells her that she cannot get top rates until she is ‘known’ but if sh e does this one ‘cheap’ and gets famous, she will see ‘train loads of money’ coming her way for her future work. Shouldshe:A. Tell the producer to ‘offski’?B. Agree, as she has to start somewhere?C. Demand top rates if she is to do a top job?Question 4A customer, who buys simple forged metal components from you, tells you that they have decided to make them in-house when the current order is delivered. Do you:A. Offer to discuss your prices?B. Warn him that in-house manufacturing of these components would be more expensive when tooling, casting dies and quality controls are considered?C. Suggest that you discuss the problem with him?D. S ay ‘Fine’, wish them the best and to come back if they experience problems? Question 5The aluminium company's marketing manager is back on the phone, saying that your most recent purchase order cannot be fulfilled because it looks as if there will be a strike at the plant and all the stocks of aluminium ingots are being diverted for the manufacture and delivery of products for long term priority customers. Over your protests she tells you that first priority customers pay a premium price per ton over what you pay, despite the recent price increase you agreed with her. Do you:A. Ask what size of premium the priority customers are paying and offer to match it?B. Ask what size of premium the priority customers are paying and offer to beat it?C. Urgently take your business elsewhere?Question 6You have been buying a component for your room dividersystems, which you manufacture and install to order, from a large aluminium extruder for a number of years. Their new marketing manager rang you this morning with the news that they have decided to cease extruding your line because they cannot make a profit at current prices. Do you:A. Suggest that you re-negotiate the current contract price?B. Ask for details of their costings and profit requirements?C. Check for availability of capacity and prices from other extruders?D. Tell them that you are well aware of the negotiating ploy she is up to?Question 7You have been working only three weeks in a new job as a shipping agent in Baltimore, USA, and had planned to get married on Friday 18 August (which you did not disclose at the job interview). Your ‘intended’ spouse expect s a proper honeymoon vacation of at least a week in Bermuda. It's now 16 August and you ask your boss for leave for the wedding day and for the vacation. She is visibly not happy with your request and asks stiffly how long you were ‘thinking of being absent’. Do you reply:A. The wedding day only?B. Two weeks?C. Three days?Question 8You are a package tour operator negotiating with a Spanish hotel chain on the terms for next season's holiday bookings. The price they are asking per person per week in their hotels is ￡45 higher than your current offer. They offer to ‘split the difference’ 50–50. Do you:A. Suggest, say, 55–45 in your favour?B. Say you can't afford to split the difference?C. Agree to their offer?D. Agree, if it is 75–25 in your favour?Question 9Do you see negotiating as being about:A. A fair and equal transaction?B. Compromising?C. Making a joint decision in which you get some of what you want and they get some of what they want?Question 10You are engaged in extremely difficult negotiations with a Lebanese government department. After much haggling over finance for a rural road project, they make a small unilateral concession on their demand for irrevocable letters of credit. Do you:A. Note the concession but otherwise ignore it?B. Reciprocate with a concession of your own?。
新视野商务英语综合教程3_U2教师用书
Unit 2NegotiationsLead-inTask 1Suggested AnswersTask 2Key1. 订货2. 发盘3. 还盘4. 询价5. 购货合同6. 销售确认书Reading AStarting PointTask 1Translation主要的个人及团队谈判风格在过去几十年里，商品交易会一直被公认为是最有效的营销手段之一。
但近几年情况发生了变化：出于安全和成本的考虑，不少商家都在缩减参展次数，转而将目光投向互联网。
谈判员及其谈判团队必须选择一种能最大限度服务于其谈判目标的谈判风格，在确保对手不会放弃此次谈判的前提下，从对手那儿获取最大的让步。
然而，同一种谈判风格并不适用于所有场合，而每一次谈判也并不是所有风格都适用。
谈判员必须要懂得变通，能够根据情况的变化调整谈判风格。
对自身进行真实而全面的评估，有利于谈判人员选择最适用的谈判风格。
主要的个人谈判风格包括:进攻型、顺从型、被动型、胁迫型、技巧型、财务型、顽固型、实务型及傲慢型。
以被动型为例。
在谈判桌上，被动型的谈判人员并非如他们表面所展示的那样。
这种风格往往被发展中的、合同律法尚未完善的经济体所运用。
被动型谈判员往往会使对方误以为双方已达成共识，故而使对方将一切底牌亮到谈判桌上。
而被动的一方并不亮牌，只是频频点头，使对方认为双方已达成共识。
但点头仅仅表示他们听明白了。
一旦一切底牌亮出，先前被动的一方便开始挑选对自己有利的条款，而就那些他们未能接受的条款开始展开主动积极、甚至是攻势凶猛的谈判。
顽固型是谈判员偏好的另一种风格。
某些谈判员会利用固执掩盖他们真正的动机，分散对手的注意力。
另一种方式是在某些原本被视为无谈判余地的点上进行让步。
这种做法有利于谈判员以回报为理由，从对手那边获取更多重大的让步。
主要的团队谈判风格包括:舆论统一型、牛仔型、逐个击破型和软硬兼施型。
尽管“牛仔”一词带有强烈的个人主义色彩，貌似不大适用于商务领域，在国际商务谈判中，牛仔型的谈判风格就意味着由“路线总指挥”(通常都是由首席谈判员来担任)整合反对意见，并使对方按首席谈判员指定的方向前进。
文化差异对商务谈判风格的影响英语作文
文化差异对商务谈判风格的影响英语作文全文共3篇示例，供读者参考篇1The Impact of Cultural Differences on Negotiation StylesNegotiations are an integral part of the business world, bringing together parties with diverse interests and backgrounds to reach mutually beneficial agreements. However, the process of negotiation is not a one-size-fits-all endeavor; it is profoundly shaped by cultural nuances that influence communication styles, decision-making processes, and interpersonal dynamics. As a student of international business, I have come to appreciate the intricate interplay between culture and negotiation tactics, and how navigating these complexities can be the key to successful cross-cultural negotiations.One of the most significant cultural influences on negotiation styles is the concept of individualism versus collectivism. In individualistic cultures, such as those found in the United States and many Western European countries, negotiators tend to prioritize personal goals and assert their individual interests. They often engage in direct communication,express disagreement openly, and strive for tangible, measurable outcomes that benefit themselves or their organization. Conversely, in collectivistic cultures prevalent in parts of Asia, Africa, and Latin America, negotiators place greater emphasis on group harmony, face-saving, and maintaining strong interpersonal relationships. They may adopt a more indirect communication style, avoid confrontation, and seek outcomes that benefit the collective rather than solely individual gains.This contrast in cultural values can lead to significant differences in negotiation approaches. For instance, in individualistic cultures, negotiations may be more transactional, with a focus on achieving specific terms and conditions. In contrast, in collectivistic cultures, the negotiation process itself is often viewed as an opportunity to build trust and establish long-term relationships, with the specific deal terms being secondary.Another critical cultural dimension that influences negotiation styles is the concept of power distance, which refers to the extent to which members of a society accept and expect unequal distributions of power. In high power distance cultures, such as those found in many Asian and Middle Eastern countries, hierarchical structures and authority figures are highly respected.Negotiators from these cultures may defer to those in positions of power and may be more comfortable with top-down decision-making processes. Conversely, in low power distance cultures, like those found in countries like Denmark, Sweden, and New Zealand, there is a greater emphasis on egalitarianism and participative decision-making. Negotiators from these cultures may be more comfortable challenging authority and may expect a more collaborative approach to negotiations.Time orientation is another cultural factor that can significantly impact negotiation styles. In cultures with a more future-oriented perspective, such as those found in many Western countries, negotiators may prioritize efficiency and strive to reach agreements quickly. They may also place greater emphasis on long-term planning and strategic considerations. In contrast, in cultures with a more present-oriented orpast-oriented perspective, such as those found in parts of Africa, the Middle East, and Latin America, negotiators may be more focused on building relationships and establishing trust in the present moment, with less emphasis on strict timelines orlong-term planning.Beyond these broad cultural dimensions, there are also numerous specific cultural norms and practices that caninfluence negotiation styles. For example, in some cultures, silence during negotiations is seen as a sign of respect and contemplation, while in others, it may be interpreted as a lack of interest or engagement. Similarly, the use of nonverbal cues, such as gestures, eye contact, and physical proximity, can carry vastly different meanings across cultures, potentially leading to misunderstandings or miscommunications during negotiations.Navigating these cultural complexities requires a deep understanding and appreciation of the diverse perspectives and communication styles at play. Effective cross-cultural negotiators must be adept at recognizing and adapting to these differences, while also remaining true to their own cultural values and norms. This may involve adjusting communication styles,decision-making processes, and even negotiation strategies to better align with the cultural expectations of their counterparts.For example, when negotiating with a counterpart from a collectivistic culture, it may be beneficial to invest time in building personal relationships and establishing trust before delving into substantive negotiations. Additionally, adopting a more indirect communication style and emphasizing the potential benefits to the collective group, rather than solely individual gains, can be an effective strategy.Conversely, when negotiating with a counterpart from an individualistic culture, a more direct and transactional approach may be more appropriate, with a greater focus on achieving specific, measurable outcomes that benefit the individual parties involved.Ultimately, successful cross-cultural negotiations require a delicate balance of cultural awareness, adaptability, and strategic decision-making. It is essential to approach negotiations with an open mind, a willingness to learn and adapt, and a genuine respect for the cultural perspectives of one's counterparts.As a student of international business, I have come to recognize the profound impact that cultural differences can have on negotiation styles and outcomes. By developing a deep understanding of these cultural nuances and cultivating the skills necessary to navigate them effectively, we can not only enhance our negotiation capabilities but also foster greater cross-cultural understanding and cooperation in the global business landscape.篇2The Impact of Cultural Differences on Business Negotiation StylesIn today's increasingly globalized business world, negotiating across cultures has become an integral part of conducting international transactions and fostering successful partnerships. Cultural disparities can significantly shape communication styles, decision-making processes, and strategies employed during negotiations. As a student aspiring to a career in the business realm, understanding the nuances of cross-cultural negotiation is paramount to navigating the intricate landscape of global commerce effectively.Culture, a multifaceted concept encompassing values, beliefs, attitudes, and behaviors, profoundly influences how individuals perceive and approach negotiations. One of the most notable cultural dimensions that impact negotiation styles is the distinction between individualistic and collectivistic societies. Individualistic cultures, such as those found in the United States and Western Europe, tend to prioritize personal goals, direct communication, and assertive bargaining tactics. Negotiators from these cultures often aim to achieve the best possible outcome for themselves, emphasizing competition and individual interests.In contrast, collectivistic cultures, prevalent in parts of Asia, Latin America, and Africa, place a greater emphasis on groupharmony, indirect communication, and a more cooperative approach to negotiations. Representatives from these societies typically strive to maintain relationships and avoid confrontation, valuing compromise and consensus-building over outright competition. Understanding these contrasting orientations is crucial for effective cross-cultural negotiations, as it can help bridge gaps in communication and facilitate mutual understanding.Another significant cultural dimension that shapes negotiation styles is the concept of power distance, which refers to the extent to which individuals accept and expect unequal power distribution within hierarchical structures. Cultures with high power distance, such as those found in many Asian and Latin American countries, tend to exhibit a more formal and hierarchical approach to negotiations. Decisions are often made by those in positions of authority, and negotiators from these cultures may be less inclined to challenge or contradict their superiors.Conversely, cultures with low power distance, like those found in Northern Europe and parts of North America, tend to adopt a more egalitarian and participative negotiation style. Negotiators from these cultures are more likely to voice theiropinions openly, challenge assumptions, and engage in frank discussions, regardless of hierarchical positions.Time orientation is another cultural factor that can significantly impact negotiation styles. Cultures with a more short-term orientation, such as those found in parts of the United States and Western Europe, tend to priorit篇3The Impact of Cultural Differences on Negotiation StylesNegotiation is a crucial aspect of any business transaction, and the ability to negotiate effectively can often make or break a deal. However, negotiation styles can vary significantly across cultures, and understanding these differences is essential for successful cross-cultural negotiations. In this essay, we will explore the impact of cultural differences on negotiation styles and how these differences can be navigated to achieve mutually beneficial outcomes.One of the most significant cultural differences in negotiation styles is the emphasis placed on individualism versus collectivism. In individualistic cultures, such as those found in the United States and Western Europe, negotiators tend to prioritize individual interests and goals. They are often more direct in theircommunication and more willing to engage in confrontational tactics. In contrast, negotiators from collectivistic cultures, such as those found in many Asian and Latin American countries, tend to prioritize group interests and harmony. They may be more indirect in their communication and place a greater emphasis on building relationships and saving face.Another key cultural difference in negotiation styles is the attitude towards time and deadlines. In some cultures, such as those found in Northern Europe and the United States, time is viewed as a valuable commodity, and punctuality and adherence to deadlines are highly valued. Negotiators from these cultures may become impatient if negotiations drag on for too long or if deadlines are not met. In contrast, negotiators from cultures with a more relaxed attitude towards time, such as those found in Latin America and parts of Asia, may view deadlines as more flexible and may be more willing to take their time in negotiations.The importance of personal relationships in negotiations is another area where cultural differences can play a significant role. In many collectivistic cultures, such as those found in Asia and Latin America, personal relationships are highly valued, and building trust and rapport is essential for successful negotiations.Negotiators from these cultures may spend a significant amount of time getting to know their counterparts and building personal connections before delving into the substantive issues. In contrast, negotiators from individualistic cultures may place less emphasis on personal relationships and may be more focused on the specific terms and conditions of the deal.Cultural differences can also impact the communication styles used in negotiations. In some cultures, such as those found in Northern Europe and the United States, direct and explicit communication is preferred, with negotiators stating their positions and interests clearly and directly. In other cultures, such as those found in Asia and parts of the Middle East, indirect and implicit communication is more common, with negotiators using subtle cues and nonverbal communication to convey their messages.Furthermore, cultural differences can influence the decision-making processes used in negotiations. In some cultures, such as those found in Western Europe and North America, decision-making tends to be more centralized, with a small group of individuals or a single individual having the authority to make decisions. In other cultures, such as those found in Asia and parts of Africa, decision-making may be moredecentralized, with input and consensus sought from a larger group of stakeholders.To navigate these cultural differences successfully, it is essential for negotiators to develop cultural intelligence and sensitivity. This involves not only understanding the cultural norms and practices of their counterparts but also being able to adapt their own behavior and communication styles to bridge the cultural gaps.One effective strategy for navigating cultural differences in negotiations is to conduct thor。
negotiation styles
Negotiation (Styles)Negotiation means taking action in order to achieve a situation acceptable to both parties.A negotiation is a meeting between two parties, andthe objective is to reach an agreement over issueswhich:are important in both parties’viewsmay involve conflicts between the partiesneed both parties to work together to achieve theirobjectivebusinessasking for a pay rise higgling……Preparations1.Background•Content•Other party 's experiences,abilities……•Time and place2.The target•What's our aim?•Expected outcome•The worst result can be acceptedExamplesRussians are famous for its good arrangement of time and how to control the time well on negotiation.They always make use of the time difference ,making prolonged negotiations to exhaust their rival.For the guest team,it is really a painful thing.Good at delaying the begining of negotiation to make their opponent nervous.CHECKLIST: Negotiating Objectives What are our objectives?What outcomes do we want?Are our objectives specific,timed,and measurable?Do we have a fall-back position?If we were in their shoes,what would our position be?Do we know their objectives?If not,how can we find out?What demands are they likely to make?What concessions are we likely to have to give?Do they know our objectives?Our fall-back position?How much room for manoeuvre is there between our two positions?How strongly are we committed to our objectives as a negotiating team?As representatives,how strongly are our constituents behind us? What is the best outcome we can realistically hope for?The worst we would be prepared to settle for?Negotiating Strategies(战略)•Decide on Priority Interests and Rank Them •Assess the Other Side’s Priorities （优先权）•Money Represents Other Needs•Plan Factual Inquiries Carefully1.take our benefits into considerations;2.give our point of view on the questions;3.put forward our arguments and means of proof;4.make a summationBringing the other side around to our opinion by : 1.showing up the weakness in its arguments;1.defending our line of argument by emphasizing some of our pointsIn a word, for successful cultural negotiations, cultural differences need to be perceived, accepted and most importantly played down.。
谈判Styles
France
France
Frence negotiators persist in speaking French and they always meeting in very formal clothes.Though Frence negotiators are gentle and calm, they show their cards in the very end of negotiation, which always be valued as sly negotiators.Besides,they like to conduct logical analysis about the subjects.
Germany
Germany
German negotiators focus on effiviency so when they prepare negotiation with other countries or companies ,they will fix a plan and then arrange their negotiating schedule according to the plan.Besides,German businessmen have serious principles concerning interpersonal relationship and they focus on credit.
SOUTH KOREA
(2) the heavy atmosphere Korean businessman attaches great importance to start stage of business negotiation, they will build a good first impression, create a harmonious atmosphere of trust. Business negotiations are generally arranged in a famous hotel.
怎样和怎样和中国人相处英语作文
怎样和怎样和中国人相处英语作文Getting Along with the Chinese: A Cultural ExplorationChina, the world's most populous country and one of the oldest civilizations, has a rich cultural heritage that is both fascinating and complex. As the global economy becomes increasingly interconnected, more and more people find themselves interacting with Chinese individuals, whether for business, travel, or personal reasons. Navigating these cross-cultural exchanges can be a rewarding yet challenging endeavor. By understanding the nuances of Chinese culture and etiquette, one can build meaningful connections and foster productive relationships.At the heart of Chinese culture lies a deep respect for hierarchy, harmony, and collectivism. The Confucian principles that have shaped Chinese society over millennia emphasize the importance of maintaining social order, fulfilling one's duties, and prioritizing the group over the individual. This mindset manifests in various aspects of daily life, from interpersonal interactions to business practices.One crucial aspect of getting along with the Chinese is understanding the significance of hierarchy and status. In China, respect is often demonstrated through deference to those in positions of authority or seniority. When meeting new Chinese acquaintances, it is important to address them using appropriate titles and honorifics, such as "Mr.," "Mrs.," or "Professor." Avoid using first names unless explicitly invited to do so, as this can be perceived as disrespectful.Furthermore, the concept of "face" (mianzi) is deeply ingrained in Chinese culture. Face refers to one's social standing, reputation, and sense of dignity. Preserving and protecting face is of utmost importance, as losing face can be seen as a significant social and personal embarrassment. When interacting with Chinese individuals, it is crucial to avoid actions or statements that could cause them to lose face, such as publicly criticizing or contradicting them.Another key aspect of Chinese culture is the emphasis on group harmony and consensus-building. Chinese individuals often prioritize the collective good over individual interests, and they may be reluctant to express dissent or disagreement openly. In group settings, it is important to be mindful of this dynamic and to avoid confrontational or aggressive behavior that could disrupt the harmony of the group.When it comes to communication, the Chinese tend to be more indirect and subtle in their speech patterns. They may use euphemisms, metaphors, or implied meanings rather than direct statements. This can be particularly challenging for individuals from more direct communication cultures, such as the United States or Western Europe. To effectively communicate with Chinese counterparts, it is essential to pay attention to nonverbal cues, tone, and context, and to avoid making assumptions based on literal interpretations.In the realm of business, understanding Chinese cultural norms is crucial for success. Developing personal relationships, known as guanxi, is often seen as the foundation for successful business transactions. Chinese businesspeople may place a higher value on building trust and rapport than on the immediate financial aspects of a deal. They may also be more inclined to prioritize long-term relationships over short-term gains.Additionally, the concept of "saving face" is particularly important in the Chinese business context. Negotiation styles tend to be more indirect, with an emphasis on preserving the dignity and reputation of all parties involved. Confrontational or aggressive tactics are generally frowned upon and may even jeopardize the success of a business venture.To navigate these cultural nuances effectively, it is essential for individuals engaging with Chinese counterparts to approach interactions with an open mind, a willingness to learn, and a genuine interest in understanding Chinese customs and values. This may involve studying the Chinese language, researching Chinese history and cultural traditions, or seeking guidance from experienced cross-cultural consultants.Furthermore, it is crucial to demonstrate respect, patience, and adaptability. Adapting one's communication style, body language, and even dress code to align with Chinese cultural norms can go a long way in building trust and fostering positive relationships.In conclusion, getting along with the Chinese requires a deep understanding of the cultural values, social dynamics, and communication patterns that shape the Chinese way of life. By embracing the nuances of Chinese culture, individuals can navigate cross-cultural interactions with greater ease, develop meaningful connections, and ultimately achieve their personal and professional goals. As the world becomes increasingly interconnected, the ability to effectively engage with the Chinese will continue to be a valuable asset in the global arena.。
Compare-different-negotiation-styles-of-Chinese-and-American-cultures(中西方谈判风格的不同)
Compare different negotiation styles of Chinese andAmerican culturesToday m y group’s topic is comparing different negotiation styles of Chinese and American cultures. This is our content about five partContent:1、The definition of negotiation styles2、Negotiation American styles3、Negotiation Chinese styles4、Compare different negotiation styles5、Conclusion1.(1)What is negotiation styles?First of all, negotiation style is manifested in the negotiations and in the process of negotiations on the behavior; secondly, style is the refraction of the negotiators and reflect the cultural heritage; thirdly, negotiating style has its own characteristics, there are significant differences between different countries or regions of the style; finally, after repeated negotiation style practice and summary, accepted by a country or a nation's merchant.(2)The choice of negotiating styleYou can make the corresponding choice according to the different negotiation situation and the negotiation factors, such as faith, ability, culture, economic strength and so on 2.About negotiation American stylesThe main features of American negotiating style:(1)They always make people feel confident and feel goodabout themselves. Because The United States is one of the most economically developed countries in the world.The strength of the national economy is also the most abundant, whether it is the language spoken by Americans, or the currency used by the United States, in the world economy occupies an important position.English is the most common language in international negotiations, and more than 50% of world trade is settled in dollars. All of these make Americans feel proud of their country and have a strong sense of self-respect and honor. This mentality is fully demonstrated in their trade activities. They have a strong sense of self-confidence and self-esteem in the negotiations, and in addition to the self - serving beliefs that they believe in, they often make foreign negotiators with them feel that Americans have a sense of superiority.(2)They pay attention to reality and interests. Because Americans do deals, often with the ultimate goal of gaining economic benefits. Therefore, they sometimes have to consider other factors in the negotiations of the Japanese and Chinese, such as the interests of the community formed by political relations, such as the expression cannot be understood. Although they are practical benefits, but they generally do not make exorbitant demands, not love others too much. In their view, both sides should make a profit to buy and sell, regardless of which side of the proposal should be fair and reasonable. Therefore, the Americans for the Japanese, Chinese people pay attention to the habit of friendship and look at the face of an old friend, can be arbitrarily accommodating approach is not suitable. (3)They are warm and frank, outgoing personality. An American is an extrovert. Most of their emotions are expressed by their behaviorto. In the negotiations, they are full of energy and emotion, whether in the presentation of their views, or to indicate the position of each other's attitude, are more straightforward.(4)Americans attach great importance to contracts, strong legal concepts. The United States is a highly legal country. According to the disclosure of information: the average 450 Americans have a lawDivision, which is directly related to the United States to resolve conflicts and disputes to resort to law. They are also very clear in the legal concept of commercial transactions. Americans believe that the most important thing is the economic interests of the transaction. In order to ensure their own interests, the most fairness, the most appropriate solution is to rely on the law, relying on the contract, while others are unreliable.(4)Pay attention to time efficiency. The United States is ahighly developed country, the pace of life faster. This makes Americans pay special attention to, cherish the time, paying attention to the efficiency of activities.Therefore, in business negotiations, Americans often complain about other countries' negotiating opponents delay, lack of work efficiency.3、Negotiation Chinese styles（1）Establishment of negotiation relationship.Chinese businessmen attach great importance to interpersonalrelationships, the establishment of a relationship is to seek trust and a sense of security. In the business and social contacts in all aspects, are permeated with the relationship".After the establishment of the relationship, Chinese businessmen often through a number of social activities to achieve mutual communication and understanding. These activities usually include banquets, sightseeing, shopping and so on.（2）Time concept. The Chinese are not very sensitive to the passage of time. People like to be methodical and orderly. In business communication, the judgment of the time directly affects the transaction behavior. More haste, less speed. If the time is not mature, they would halt the troops and wait too hasty. With the establishment and deepening of the market economy, the concept of time is gradually strengthened, and the work efficiency is constantly improving.(3)Communication mode. Harmony and balance of Chinese culture in broad sense. Influenced by the Confucian culture, the concept of "face" goes deep into all aspects of social life and has a direct impact on business negotiation. In business negotiations, businessmen do not like the direct, tough communication, the other side of the requirements put forward to take a vague, ambiguous way to answer, or the use of rhetorical questions to focus shift.(4)Attitude toward contract.Traditional Chinese society attaches importance to relations rather than the law. After the reform and opening up, China has strengthened the legal system construction and law enforcement efforts. China is in a period of rapid development, a large number of conditions have changed, the government and enterprises are likely to make some adjustments to some extent, thereby affecting the performance of the agreement signed in advance.什么是谈判风格？首先，谈判风格是在谈判场合与过程中表现出来的关于谈判的言行举止；其次，谈判风或地区的风格存在显著的差异；最后，谈判风格历经反复实践和总结，被某一国家或民选择谈判风格？你可以根据不同的谈判情况和谈判的因素，如信仰，能力，文化，经济实力等作出相应的选择美国人谈判风格上的特点主要有：(1)自信心强，自我感觉良好美国是世界上经济技术最发达的国家之一。
Jananses negotiation styles
Negotiation StylesClass 10Quotes of the Day“Discussion is an exchange of knowledge; an argument an exchange of ignorance.“Robert Quillen “Stay committed to your decisions,but stay flexible in your approach.“Tom RobbinsThis Lecture•Negotiation Styles–The Japanese perception of negotiations –Negotiation teams–Negotiation tactics•Decision Making–What is a decision?–Decision making processes–Ringi-seidoJapanese Negotiations•According to March(1990) Japanese are not very much in favor of meetings in a Western sense•…and prefer to work things out behind the scenes•Somebody“selling“something can be considered a bit superficial in Japanese eyes •Vagueness in discussion is considered a virtue •Decisions are made by involving others, listening to their views until a consensus is reachedParticularities of JapaneseNegotiations•Japanese prefer arrangements based on sincerity and goodwill•Longer negotiation processes than in the West, with matters of continuing after the agreement seems final (contracts are viewed as more of a preliminary stage)•Often after the contract is signed matters that require additional negotiation are brought up againBefore the Negotiations Nemawashi •Nemawashi was originally a gardening term translating as “to dig around the root of a tree a year or two before transplanting it”, from根(ne, root) and 回す(mawasu, to go around[something]). However, is is widely used in Japan today, especially in business circles, to mean…groundwork laid unobtrusively in advance“Nemawashi ExampleA company in Japan held a meeting of section chiefs in order to make a decision on a change of models for their product. The chief of the planning section who was responsible for this plan was sure of the new model surpassing the old one, so he was full of confidence at the meeting. However, contrary to his expectations, the other chief reacted negatively to his plan. The chief of the designing section critized the new design severely because he and the chief of the planning section did not get along well. Then the chief of the finance section said it was too soon to change the model because of financial problems. Actually, there was no financial problem, but the chief of the finance section was against the plan. Two section heads supported the new model, but five others remained noncommittal. As a result, they had to turn down the plan because of the supposed financial problems. Although the chief of the planning section usually expressed his ideas clearly and strongly, he sensed that he should not insist on an agreement at this time, otherwise, he might lose a second chance to present it. So he decided to postpone the proposed model change (See Naotsuka1980, p. 201-202 in Davis and IkenoInfluence Factors on Negotiations •Conscience–Japanese are conscience-motivated people(ryôshinteki na minzoku良心的な民族)•Pre-giving–Little gifts are exchanged to create a strongerrelationship•Advice–Opinions of a number of people are considered •Ostracism–There is a fear of being excluded from the group(March1990)Naniwabushi Strategy •Naniwabushi浪花節are popular Japanese ballads dating back to the Edo period(1600-1868)、whose performers chant tales of chivalrous robbers and the rise and fall of great families•The ballads consists of three parts –kikkake切掛け–seme責め–urei憂いnaniwabushi•kikkake–Gives a general background to the story and tells what people involved are thinking andfeeling•seme–A narrative of critical events•urei–An expression of pathos and sorrow at whathas happenedJapanese Negotiation Tactics •Persistence•Buyers outrank sellers•Building trust•The use of middlemen•Concealing the top man•The use of amae•The use of silence•Wait and see•Nonverbal expressionJapanese Meeting Culture •Japanese companies usually have a largenumber of meetings•Meetings are used to exchange information and not necessarily to come to a solution or conclusion via discussionArrangementAssessment of the JapaneseNegotiator•Strengths–Teamwork (Leader isrespected and noteverybody wants to be anegotiator)–Position–Bargaining(Concessions)–Lack of Hurry •Weaknesses–Communication skills–Consensus can be adead weight–SensitivityWhat is Decision Making?•The process of decision making is a set of interactions through which demands are processed into outputs(Pettigrew1972) •Decision makers are expected to produce outcomes that are consonant with their own or their system`s goals•Decisions are influenced by power in the organization and by corporate communication processesDecision Making in Organizations •Decison makers strive for mutally acceptable solutions•Different values, personalities, backgrounds etc. can lead to conflicts•The potential for conflict increases with organizational size and diversity•Probability of conflict differs according to culture • A decision should be acceptable for those implementing and authorizing it• A decision needs to look reasonable, to have face validity and needs to contain built-in justifications and excuses if it results in unexpected outcomes(Keeley 2001: p.154)Decisions and Power•In most cultures authority, responsibility and power are associated with the types of decisions managersparticipate in making and approving•In some cultures power of an individual is demonstrated by making decisions individually in other cultures those in positions of authority are expected to delegatedecision making to a defined group or at least reach a consensus.•However, final decisions that emerge reflect the different amounts of power mobilized by the parties in competition •Decision making can therefore be seen as a political process in which outcomes are a function of thebalancing of various power vectors(Keeley 2001: p.154)Decision Making in a WesternCompany•Top-down decision making–Downward communication consists primarily of orders for implementation, and upward communicationsconsist of reports on performance andaccomplishment•Top management needs to make decision making a routine function(employees should follow a course)•Many decision need discretion and the power level of the manager is often also connected to the degree of discretionDecision Making in a WesternCompany•Group decisions are made by members of the group presenting their ideas and defending them before the group. After this the group explores the alternatives until one is found that satisfies the majority of the group or the most powerful members•Groupthink(happens in a highly cohesive group where members feel the need to conform to group pressure)•Analytical approach(cost-benefit analysis)–Assessing each factor objectively–Calculating the advantages and disadvantagesInformation in Japanese DecisionMaking•The Japanese corporate communication system is anchored in the socio-cultural values of the society as a whole•The effective corporate communication system is related to the high level of productivity and technological innovation (Erez1992)Communication Networks in aJapanese Corporation •Communication networks in a Japanese corporation are highly complex formal and informal systems with top-down, bottom-up, horizontal and diagonal channels(Erez1992: 50)•Ballon (1988) states that in contrast to the linear pattern with a definite point of origin for the communication flow and the decision making process, in the Japanese case the pattern is circular, whereby any single point in a circle can become the origin(in Keeley 2001, p. 149)•Bottom-up style decision making(middle management has the greatest influence on decision making)•Information also flows from lower levels to higher ones(roles are not clear defined)•nemawashi is used(pre-meeting discussion and informal information exchanges)•Decision are a unanimous agreement(a group decision is desired!!)•Meetings are often followed by a party where people who dissent can express their opinions•Very little personal responsibility •Japanese firms spend a lot of energy in developing a consensusRingi-Sho•A ringi-sho稟議書is a written recommendation or proposal urging a specific course of action.•Sho means document, while ringi is the act of obtaining approval on a proposed matter through the vertical, and sometimes horizontal circulation of documents to the concerned members in the organization.ringi-sho ProcessRingi-seido•Advantages–Fewer aspects areoverlooked–Trauma that companieschange is reduced–Participants feel morecommitted–Bolder decisions canbe made •Disadvantages–Who is responsible?–Extremely timeconsumingChallenges for Japanese DecisionMaking Processes•Rapid rate of technological growth and change•The nature of markets, competition, and lead times is becoming shorter•The need to protect all those involved creates a bias toward risk avoidance (Sethi et al. 1984)Pros and Cons of Japanese Decision Making(Woronoff1992)•Democracy for lower levels •Greater participation (because combined with meetings)•Decision are met with general acceptance •Reinforces harmony within the company •Very time consuming •An excessive number of people are involved•An excessive number of meetings must be held •Can lead to lost business opportunities。
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The importance of negotiation
• Negotiation occurs in business, non-profit organizations, government branches, legal proceedings, among nations and in personal situations such as marriage, divorce, parenting, and everyday life. • Professional negotiators are often specialized, such as union negotiators, leverage buyout negotiators, peace negotiators, hostage negotiators, or may work under other titles, such as diplomats, legislators or brokers.dividualistic values, imagining self and other as autonomous, independent, and self-reliant.
中：Nice to meet you, I am the representative of xxx. Thank you for coming. 美：Nice to meet you, too. 中： Coming from far America, have you being adapted to the time differences ？ （贵方代表从美国远道而来，骤然的时差变化还适应吗？）(hospitable and friendly) 美：Everything is well! This place is beautiful. Thank you for asking, now let’s begin. 中：Thank you for your praise. I wish all of you could be satisfied with the arrangement of your trip to xxx. （谢谢贵方的称赞。不知贵方代表对我方安排的xxx之行还满意吗？） 美：Yes! Very excellent, you are really very considerate. 中：It is overprized. We just hope that we can also enable both parties in the treaty! (socialization during the negotiation process is expected in China) （过奖了。希望我们此次谈判也能够让双方如此满意！） 美：Oh, yes. Of course. We are also looking forward to! Should we begin now? （Prefer speedy negotiations and get annoyed with too much socializing or postponement）
Chinese negotiators expect to deal with someone of authority and high status, and they feel insulted or slighted if they do not negotiate with such individuals.
中：Okay, so here we go! 美：It seems that it’s trustworthy of your production then how about the grade about quality? 中：Here is some relevant information; you can see that all of our products are rank in special class. 美;It seems your company's product is in line with our procurement requirements, how much the price of your product? 中;We would like to know your offer first. ( do not wish to openly confront conflict ) 美：Our offer is 2500 U.S. dollars / ton （be competitive in their approach to negotiations, including coming to the table with a fall-back position but beginning with an unrealistic offer) 中：Ah my friend，are you kidding with us? Your side's offer is too low! 美：So how about your offer? 中：Our offer is 3800 U.S. dollars / ton 美：No，it is too high and I do not think it very excellent! (direct and honest in delivering their negative evaluations.) 中：Then we will use your company‘s best-selling multi-species comparison. See ， It is clear that our production’s quality is significantly higher than other varieties of production .Sir, our offer is very reasonable. ( patient and has good tempered, eager to corporate with others)
• Negotiation is a dialogue between two or more people or parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two people/parties involved in negotiation process. Negotiation is a process where each party involved in negotiating tries to gain an advantage for themselves by the end of the process. Negotiation is intended to aim at compromise.
My name is Tracy and I am the negotiator who represents our company to negotiate with a Chinese company. I am 28 years old, from America. As young I am, I definitely have enough technical expertise to represent a big American company to negotiate with other companies. As a negotiator from America, one should meet some requirements as following: ●Preparation and planning skill ● Thinking under pressure ● Judgment and intelligence ● Verbal expressiveness ● Product knowledge ● Perceive and exploit power ● Integrity
Low-context Cultures
• North America and much of Western Europe • Low-context cultures are logical, linear, individualistic, and action-oriented. 1. People value logic, facts, and directness. 2. Decisions are based on fact rather than intuition. 3. Discussions end with actions. 4. And communicators are expected to be straightforward, concise, and efficient in telling what action is expected. 5. Explicit contracts conclude negotiations.
High-context Cultures
• • 1. 2. 3. 4. Middle East, Asia, Africa, and South America High-context cultures are relational, collectivistic, intuitive, and contemplative. Developing trust is an important first step to any business transaction. These cultures prefer group harmony and consensus to individual achievement. People are less governed by reason than by intuition or feelings. Words are not so important as context.