《Lessons》课件-Wk章节13 Cross-cultural Communication章节

Cross-culturalCommunicationWeek13ContentsCross-culturalNegotiation

-withChinese -WithAmerican -MajorConflictBetweenL&HContextDecisionMaking

-Factors -ApproachCases-IWhenPresidentGeorgeBushwenttoJapanwithleadingAmericanbusinessmen,hemadeexplicitanddirectdemandsonJapaneseleaders,whichviolatedJapaneseetiquette.TotheJapanese,itisrudeandasignofignoranceordesperationtomakedirectdemands.SomeanalystsbelieveitseverelydamagedthenegotiationsandconfirmedtotheJapanesethatAmericansarebarbarians.

CaseDiscussionQuestionsCaseI-WhydidtheJapanesethinkthat Americansarebarbarians?Japan-HighContextculture

HighcontextcultureinvolvesinteractionviaNONVERBALlanguagebehavior,socialstatus,relationshipsratherthanverballanguageAmerica-LowContextculture

LowcontextcultureinteractviaVERBALlanguage.AnAmericanbusinessmanrefusedacupofcoffeefromaSaudibusinessman.SucharejectionisconsideredveryrudetotheSaudis,andthebusinessnegotiationsstalled.Cases-IICaseII-Whydidarefusalofcoffeelead tothedeadlockinthe negotiations?

Arabiccultureiswarm,andtheirpeoplearesincereandwarm.

Inordertostartabusiness,Americanshouldlearnhowtogetalongwiththemandgetusedtotheirhospitality.Oncemakingfriendswiththem,businesscomesyourway.CaseDiscussionQuestionsCross-culturalNegotiationGOALSCultureNegotiatingStyle:NegotiationBehavior(defense/attack/trust)Verbal&Non-verbalBehaviorAttitudestowardstimeTeamCompositionTaskvs.InterpersonalRelationshipsTrustlevel&DurationRelationsCultureCross-CulturalNegotiationVariablesCross-culturalNegotiationNegotiatewithChinese

-Variationsamongdifferentregions -TwoMajorareasofconflict:

a)Amountofdetail b)Apparentinsincerityaboutreaching anagreement -AuthoritativeNegotiatorCross-culturalNegotiationCulturalFactorsInfluenceChineseNegotiators: - Ingrainedpoliteness - Emotionalrestraint - Emphasisonsocialobligation - Beliefintheinterconnectionof work,family,andfriendshipCross-culturalNegotiationHeartofNegotiationwithChinese -Face,twocomponentsare:

a)Lien(Lian)

Aperson’smoralcharacter,themost importantthingdefiningthatperson b)Mientzu(Mianzi)

One’sreputationorprestige,earned throughaccomplishments, bureaucraticorpoliticalpowerCross-culturalNegotiationNegotiatewithAmerican

- Knowwhentocompromise - Takeafirmstandatthebeginning - Refusestomakeconcessionbeforehand - Setupthegeneralprinciplesand delegatethedetailwork - Keepamaximumofoptionsopenbefore negotiation - Statehis/herdifferentopinionasclearly aspossible - GoodsenseoftimingandisconsistentConflictsBetweenL&HKeyQuestionsLow-ContextHigh-ContextWhyWhenAnalytic,LinearLogic,Instrumental,Dichotomybetweenconflict&conflictPartiesSynthetic,spirallogic,Expressiveoriented,Integrationofconflict&conflictpartiesIndividualisticoriented,LowcollectivenormativeExpectations,ViolationsofindividualexpectationsCreateconflictpotentialsGrouporiented;HighCollectivenormativeExpectations;Viola-tionsofcollectiveexpectationscreateconflictpotentialsConflictsBetweenL&HKeyQuestionsLow-ContextHigh-ContextWhatHowRevealment,DirectConfrontationalattitudeactionandSolutionorientedConcealment;indirectNonconfrontationalAttitude;‘Face’andRelationshiporientedExplicitcommunicationCodes,Line-logicstyle,Rational-factualrhetoric,open,directstrategiesImplicitcommunicationcodes;Point-logicstyle:intuitive-effectiverhetoric,Ambiguous,IndirectIndirectstrategiesDecisionMakingCulturalInfluences

- Throughthebroadercontextof thenation’sinstitutionalculture - Throughculturallybased value systemsDecision-makingProcess:

a)-definingtheproblem b)-gathering&analyzingdata c)-consideringalternativesolutions d)-decidingonthebestsolution e)-implementingthedecisionDecisionMakingDecisionMakingProblemDefinitionCULTUREDataGatheringConsiderationofAlternativeSolutionsDecisionImplementationRiskTolerancePerspective(Ob/Sub)Past/FutureOrientationLocusofControl(Inter/Exter)Individualism/CollectivismLocusofdecisionmakingUtilitarianism/MoralIdealsDecisionMakingApproachestoDecisionMaking

Therelativelevelofutilitarianism/moralidealismi