《商务谈判课件（英文）》Lecture 8

1、Culture and Etiquette in NegotiationLecture 88.1 The Foundation of a Culture文化是在传统与创新的交替作用下发展的，民族文化对民族自身的生存与发展具有决定性的作用。 作为人类社会发展和不断完善的历史产物，文化是人们千百年来生存斗争的创造结晶，也是民族群体逐渐摆脱自然的控制走向成熟和自由的重要标志。 Culture is a complex matter, including knowledge, belief, art, morals, custom, and other capabilities acquired by

2、 people as a member of society. People learn culture in the course of everyday living by communication with those around them. People transmit culture to others, especially to their offspring, through direct instruction and the behaviors they consciously and unconsciously encourage and discourse and

3、 discourage.The foundation of a culture is its values and norms. Values establish the culture bedrock of a society and provide the context within which a societys norms are formed and justified. The social structure and religion can be influenced by values and norms of a society. As business becomes

4、 increasingly global, culture understanding becomes the basis of success or failure in any business. 8.1.1 Values and NormsValues systems vary from one person to another. When people share similar values at work, the result usually turns out positive. Values can dominate ones view of choices of jobs

5、. Their attitudes and values help them to determine what they think is right or appropriate; what is important, and what is desirable, as these are the ones they will look at. They must consider attitudes and values.Values are presented in the political and economic system of a society. Capitalism p

6、resents a philosophical value system that emphasized individual freedom. Values are not necessarily static, but change in a countrys value system can be slow and painful for the society.As for norms, they are social rules and guidelines that prescribe and rule appropriate behavior in special situati

7、ons. Norms shape the actions of people toward one another.Norms direct the relationship of people. Norms can be categorized as folkway or mores. Folkways refer to the routine conventions of everyday life. They are social conventions including appropriate dress, social etiquette, table manners, neigh

8、borly behavior, and so on. 8.1.2 Social StructureIn regard of social structure, there are two things which have particular importance for explaining differences between cultures. The first one is the basic unit of social organization of individual, as opposed to the group. Generally, Western societi

9、es tend to emphasize the primacy of the individual, Many Asian societies especially the Japanese, emphasize the primacy of the group，while Western countries are inclined to emphasize the primacy of the individual. The second one is the degree to which a society is stratified into classes or castes.

10、Some societies are characterized by a fairly high degree of social stratification and relatively low mobility between classes, for example, those of India and, Great Britain, while other societies are characterized by a low degree of social stratification and high mobility between strata, for exampl

11、e, Japan and the United States.8.2 Policy of adaptation to different cultures for companiesManaging and communicating with a culturally different or varied workforce requires new methods and techniques. Success in this first objective is needed so that the company may understand consumers whose beha

12、vior and tastes are different from that of the home country. So companies should adopt a positive policy of adaptation to different cultures. This policy includes the following points：Adaptation of the Self Adaptation to Host Government Adaptation to Collaborators Communication between Westerners an

13、d Easterners 8.2.1 Adaptation of the SelfThe cultural imperialism associated with earlier models of international business cannot prevail in a world where the customer is king. In the same way, the expectation that native speakers of English need make no allowance for those with no command of Englis

14、h language is now dangerous. The language of business is the language of the customer, and anthropology has taught us that the best route to the understanding of a foreign culture is through its language. 8.2.2 Adaptation to Host GovernmentAwareness of relevant laws, regulations, ethics and the gene

15、ral business environment are essential. Every company needs to ensure that its practices and products are acceptable to the target community. Cultural competence required here will be of a formal kind involving links with government agencies, banks, etc., and demanding knowledge of the local busines

16、s environment.8.2.3 Adaptation to Collaborators(合作者)Cultural competence will be of more informal nature.Frequent personal contact with agents, parents and the like will demand extensive language skills and background knowledge. This exposure is clearly at its importance when a full subsidiary employ

17、ing members of the local population is set up. Try to consider the adaptation to collaborators, particularly assumptions which should be tested. 8.2.4 Communication between Westerners and EasternersThe communication in China is to initiate, develop and maintain social relationships; it puts a focus

18、on the kind of communication, which promotes such relationships. It means the process-oriented communication. While, the outcome of communication in Western is more important than process. Most Chinese use indirect mode of communication, while Western businessmen try to communicate in a clear, preci

19、se and explicit way, which normally bring conflicts comparing with Chinese vague and indirect communication in many joint management.Many western managers would like to ask the feedback from their Chinese staffs to managers regarding their performance. If no response were got, they would think that

20、the communication has been effective and everything is going smoothly. On the contrary, Chinese staffs or managers seldom provide feedback. This difference often brings understandings between two sides.8.3 Different negotiating styles With the globalization of business, cultural diversity is growing

21、. People from different countries will find themselves cooperating with people from different cultures. Due to different history, politics, economics, cultural traditions and customs of different parts of the world, there exist evident differences of values and negotiating styles among people all ov

22、er the world. Therefore a business negotiator should have some understanding of different cultures, customs and business conventions of different countries.8.3.1 Task-centered vs. people-centered 成就型与人本型People who are purely task-oriented are concerned entirely with achieving a business goal. They a

23、re not at all concerned about the effect which their determination will have on the people with whom they come into contact. They will pursue their business objectives relentlessly; they will go to the limits of morality; as negotiators, they will be very tough, very fighting, very aware of tactical

24、 ploys and anxious to make maximum use of them.People-oriented managers, on the other hand, are highly concerned about the well-being of those who work for them, or alongside them or above them. This concern about people dominates their activity, says the theory, and it can lead to an almost total n

25、eglect of the business goals.8.3.2 Pioneer vs. bureaucrat 开拓型与官僚型The “pioneer” is the strong individual. He is prominent in his own organization. The sort of man is good at seizing an opportunity, spotting a market, making a profit. He tends to be very dominating, good at improving, intuitive in his

26、 thinking, charismatic in his personality.A negotiator of this type will be pushful, forceful, ready to take decisions and to come to agreements. He will be distinguishable particularly in the way in which he acts as a team leader: the focal point of the team, the one who speaks for the team on all

27、issues, the on e who uses his team members to obtain information for himself which he then transmits to other party.Bureaucracy is the pattern most often found in large organizations. The style of working is systematized. There are books of rules, standardizations, planning, numerous committees, lot

28、s of checking, double-checking and cross-checking. The organization is governed with a clear hierarchy. It is compartmentalized and coordinated by the system, the rules, the procedures and the objectives.Advantage within a bureaucratic organization comes to the people who are most competent at playi

29、ng the game according to the rules. This means that their negotiators may be expected to have both objectives and styles of working which are bureaucratic. In setting up a deal, it is more important for the bureaucratic negotiator to fit into the budgetary provisions than the total sum of money invo

30、lved.8.3.3 Relationship-focused vs. deal-focused cultures 人际关系型与生意型In deal-focused cultures, people are relatively open to dealing with strangers. The marketer can make initial contact with the prospective buyer without any previous relationship or connection. Having an introduction or referral is h

31、elpful but not essential. In relationship-focused cultures, firms do not do business with strangers. A third party introduction bridges the relationship gap between one and the person or company one wants to talk to. Embassy officials tend to be accorded high status in relationship-oriented cultures

32、, and of course it is part of their job to promote exports. Chambers of commerce and trade associations are other potential customer or partner, whether via a trade show, a trade mission or a third-party introduction8.3.4 Formal vs. informal business cultures 正统型与非正统型Formal cultures tend to be organ

33、ized in steep hierarchies which reflect major differences in status and power. In contrast, informal cultures value more egalitarian organizations with smaller differences in status and power.8.3.5 Rigid-time vs. fluid-time cultures 时间观念严紧型与松散型People look at time and scheduling differently in differ

34、ent parts of the world. In rigid-time societies, punctuality is critical, schedules are set in stone, agendas are fixed and business meetings are rarely interrupted. In direct contrast are polychrome cultures, where people place less emphasis on strict punctuality and are not obsessed with deadlines

35、. Polychrome cultures value loose scheduling as well as business meetings where meetings-within-meetings may be taking place simultaneously.Monochromic business cultures: Nordic and Germanic Europe, North America, Japan.Moderately monochromic: Australia/New Zealand, Russia and most of East-Central E

36、urope, Southern Europe, Singapore, China, Korea, South Africa.Polychrome business cultures: The Arab /World, most of Africa, Latin America, South and Southeast Asia.Japan was classified as polychrome by Edward T. Hall in the 1960s. But today the Japanese are as schedule-obsessed and clock-conscious

37、as the Swiss.Singapore, a polychromic Southeast Asian entrepot just 30 years ago is now a moderately monochrome business culture. Both countries are proof that culture does change, albeit slowly.8.3.6 Expressive vs. reserved cultures 表现型与保守型Expressive people communicate in radically different ways f

38、rom their more reserved counterparts. Expressive people tend to be uncomfortable with more than a second or two of silence during a conversation. In contrast, people from reserved cultures feel at ease with much longer silences. Japanese negotiators, for example, often sit without speaking for what

39、seems like an eternity to voluble Mexicans, Greeks or Americans. After three or four seconds the latter feel compelled to say something, anything to fill the awful silence.Very expressive cultures: The Mediterranean Region, Latin Europe, Latin America.Reserved cultures: East and Southeast Asia, Nord

40、ic and Germanic Europe.Variably expressive: USA and Canada, Australia and New Zealand, Eastern Europe, South Asia, Africa.To sum upA competent negotiator should develop a style appropriate for his own strengths including the strengths of his particular culture. He should not seek to follow the style

41、 of a different culture. He should not follow a style in which other people have strengths, but he does not, as that would lead to displaying his natural weaknesses rather than his natural strengths8.4 Different negotiating styles of different culturesPeople from different countries have different v

42、alues, different attitudes and different experience. They have different strengths and different weaknesses from one another.AmericanThe American style is very direct and they try to demand the same from counterparts. Generally, Americans openly disagree and use aggressive persuasive tactics such as

43、 threats and warnings. Americans tend to make concessions throughout the negotiations, setting one issue, then proceeding to the next. Thus the final agreement is a sequence of several smaller concessions. Within the American culture, great respect is attached to economic success. There is concern t

44、o acquire the symbols of material success.The American negotiator is adept at using tactics to gain advantage, and expects others to have the same professionalism. Americans do prefer speedy negotiations and get annoyed with too much extraneous socializing or postponement. They are used to cutting d

45、eals short just to save time.Americans make decisions based upon the bottom line and on cold, hard facts. They do not play favorites. Economics and performance count, not people. Business is business.1925年，美国总统福特访问日本，美国哥伦比亚广播公司（CBS）受命向美国转播福特在日的一切活动。在福特访问日本前两周，CBS谈判人员抵东京租用器材、人员、保密系统及电传问题。美方代表是一位年轻人，雄

46、心勃勃，提出许多过高要求，并且直言不讳的表述意见，而日方则沉默寡言。第一轮谈判结束时，双方未达成协议。两天后，CBS一位要员飞抵东京，他首先以个人名义就本公司年轻职员的冒犯行为向日方表示道歉。接着就福特访日一事询问能提供哪些帮助。日方转变了态度并表示支持，双方迅速达成协议。在这个事例中，美国人坦率外漏的思维方式和日本人内部思维方式相冲突。美国人反对过分拘泥于礼仪办事，干净利落，注重实际，语言表达直率，而且耐心不足；日本人讨厌过分施加压力，比较注重资历，地位。CBS的要员充分掌握了日本人的性格及谈判风格，才促成了谈判成功。GermanGerman negotiators are known fo

47、r very thorough preparation. In other words, in particular the German preparation for negotiations is superb.They are also well known for sticking steadfastly to their negotiating positions in the face of pressure tactics. During the negotiation, he will put the issues and the bids clearly, firmly a

48、nd assertively. He will not be significantly open to compromise. The pattern of negotiating is surprisingly akin to some interpretations of the German character: thorough, systematic, highly prepared, low in flexibility and compromise.Germans take their time to deliberate and to confer with responsi

49、ble colleagues before making an important decision. Decisions are made after careful, thorough and precise analysis, so that risks are minimized.Germany is a land of precision. Time schedules are strictly adhered to by the Germans. Punctual delivery means on the day precisely.FrenchFrench negotiator

50、s are reputed to have three main characteristics in international dealings: a great deal of firmness, an insistence on using French as the language for negotiation, and a decidedly lateral style in negotiating. That is, in contrast to the American piece-by-piece approach, they prefer to make an outl

51、ine agreement, then an agreement in principle, then headings of agreement, repeatedly covering the whole breadth of a deal. The French are verbally and nonverbally expressive. They love to argue, often engaging in spirited debate during business meetings. The French will discuss every point at lengt

52、h and will have a position on every topic. Avoid direct confrontation. The French love debate but not intense criticism. It will be taken as a personal attack.France is the land where bureaucracy was invited. Red tape can be a big part of negotiation, especially when dealing with government-run comp

53、anies.RussianThe Russian people are extremely warm and gregarious. Its very difficult to dislike them on a personal level. Parties, dinners and introductions to friends and family can lull the foreigner into a belief that theyll be treated as friends at the negotiating table. The Russian decision-ma

54、king is rather bureaucratic. Even the simplest deals will take a great deal of time. Numerous trips will be required for medium to large ventures.Its best to get as many details written into the document as possible. Important points must be stressed continually as the Russians tend to look at the t

55、otality rather than the details of a contract. AustralianThe Australians are tough breed and they enjoy competition.They encourage long-term relationships and prefer to work with people they count as friends.Be direct while negotiating, as the Australians are keen to spot deception and they fell no

56、hesitation to walk away from the table if they feel one is holding back information.They research the target economies and companies in great detail, with an eye toward limiting surprises at the table. Be assured that theyll know all about the prospective company and culture before the first meeting

57、.BritishThe British are old hands at international business. The depth of their knowledge is without comparison. They may put a wide safety margin in their opening position so as to leave room for substantial concessions during the bargaining process.Britain is an orderly society and punctuality is

58、mandatory. Arrange appointments in advance and present an agenda as early the process as possible.Leave yourself some negotiation room but dont be excessive. The British counterpart will have already researched the true value range of the deal.The business lunch has been institutionalized in Britain

59、. Much negotiation will be done with knife and fork in hand.They have clear agendas and no strategy or tactic is off-limits. Arrive at the negotiation table with clear objectives and make few concessions early in the discussions. ChineseChinese tend to have business negotiations in a rather indirect

60、 manner, as opposed to the direct manner of American businessmen. The decision-making process of Chinese companies is considered to be very slow and time-consuming. This is because most Chinese companies have the bottom-up decision-making system which involves many people in the decision-making.The