...How Negotiators Can Assess and Successfully Challenge a Suicidal Person Deborah Kennedy CJ407-01: Crisis Negotiation Professor Gregory Cheaure Kaplan University August 3, 2012 This essay is going to explain how negotiators can assess a suicidal person and successfully challenge that person’s belief. When a negotiator gets called out to an incident it is their job to determine the subject’s state of mind. The negotiator must look for verbal cues if he/she cannot see the subject to get a look at their body language. Then there are other visual things the negotiator looks for if the subject is visible. One type of person that a negotiator must be very aware and concerned with is someone who may be suicidal. Some of the cues a negotiator can look for if the subject is visible can be found in the subject’s physical appearance. The subject might look like they have not showered in days, they might look like they have slept in their clothes, messy hair, or they just might look all disheveled. Their living quarters might look quite messy also with dirty dishes all over or empty soda cans lying around which normally would not be typical. In speaking with the subject their voice might be soft and they may have a flat affect. They may sound depressed. They may have very slow speech. When the negotiator begins to build trust and a dialogue with the subject asking the right questions will also help find out what the subject is thinking. The negotiator may need to allow the...
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...International & Cross-Cultural Negotiation Haruthai Numprasertchai, Ph.D. Kasetsart University International Negotiation: Art and Science International negotiations are much more complex than domestic negotiations. They challenge the negotiators to understand the science of negotiation while developing their artistry. • The science of negotiation provides research evidence to support broad trends that often, but not always, occur during negotiation. • The art of negotiation is deciding which strategy to apply when, and choosing which models and perspectives to apply to increase cross-cultural understanding. 16-2 Steps in International Negotiations What Makes International Negotiations Different? Two overall contexts have an influence on international negotiations: • Environmental context – Includes environmental forces that neither negotiator controls that influence the negotiation • Immediate context – Includes factors over which negotiators appear to have some control 16-4 The Contexts of International Negotiations 16-5 Immediate Context 1 “Factors over which the negotiators have influence and some measure of control”: • • • • • Relative bargaining power Levels of conflict Relationship between negotiators Desired outcomes Immediate stakeholders 16-6 Environmental Context 2 Factors that make international negotiations more challenging than domestic negotiations include: • • • • • • • Political and legal pluralism International...
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...ADR Bulletin ADR Bulletin Volume 12 | Number 2 Article 2 5-1-2010 Cultural impacts in international negotiation negotiating with Norwegians Simen Moen Nordbo Recommended Citation Nordbo, Simen Moen (2010) "Cultural impacts in international negotiation - negotiating with Norwegians," ADR Bulletin: Vol. 12: No. 2, Article 2. Available at: http://epublications.bond.edu.au/adr/vol12/iss2/2 This Article is brought to you by ePublications@bond. It has been accepted for inclusion in ADR Bulletin by an authorized administrator of ePublications@bond. For more information, please contact Bond University's Repository Coordinator. Nordbo: Cultural impacts in international negotiation ADR Bulletin of Bond University DRC Cross-cultural dispute resolution dynamics Cultural impacts in international negotiation — negotiating with Norwegians Simen Moen Nordbo Introduction The global community and the interdependent relationships amongst its citizens is ever-growing, causing increased communication and trade across cultures. For Norway international organisations like the WTO (the World Trade Organisation), EU (European Union) and EFTA (the European Free Trade Organisation) and improvements in communication and transport contribute to constant cross-border developments. As an industrialised country Norway takes part in these forms of globalisation. International connections and relationships are established while negotiation is used as a dominant factor in the intercultural...
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...on fully owning its foreign subsidiaries as they are seen as “national assets” (where national refers to American). Therefore the company doesn’t trust its foreign subsidiaries and is paranoid about losing technological secrets to competitors. Silverlight Electronics is a Korean based company selling its high tech products in Korea and abroad. It is part of the SiverLight Chaebol; a family of firms held together by cross-ownership and close personal ties. The SilverLight Chaebol offers a horizontal multi-industry integration. Therefore, SilverLight’s products are mostly the result of the SilverLight Chaebol’s work rather than from SilverLight Electronics itself. The company has enjoyed the government’s help and national protectionism over the past 40 years which has mainly contributed to the success of the company and some of its competitors (Samsung Electronics, Daewoo Electronics…). The company is thus closely tied to the government and is seen by the majority of the population as a Korean pride. Its many rewards from the government reflect this aspect. The company as a strong corporate family oriented identity where employees are socialized...
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...regimentation. It is important to note that these conflicts occur within an individual. Hence, it may not be relevant to a conflict between two parties. ▪ Interpersonal Conflict Interpersonal conflicts occur between individuals. For instance, it can happen between co-workers, spouses, siblings or even neighbours. At this level, we study interpersonal negotiation, and directly address the management and resolution of interpersonal conflict. ▪ Intragroup Conflict Intragroup conflicts happen within a group, be it a team, work group members, families, classes or living units. At this level, we analyse conflict as it affects the ability of the group to make decisions, work productively, resolve its difference, so as to continue achieve its goals effectively. ▪ Intergroup Conflict Intergroup conflicts arise between organizations, ethnic groups, warring nations, or fragmented families. At this level, conflict is difficult to understand because of the large number of people involved. This is also the most complex level. Conflicts have both dysfunctions and benefits. It is dysfunctional because it may be an indication that something is wrong and it may create destructive consequences. On the other hand, I...
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...MGT 300 Yina Chai 2015/9/16 Mintzberg's Managerial Roles In the MIntzberg’s Managerial Roles, I choose four rules. They are spokesperson, disseminator, figurehead and negotiator. Spokesperson always launch a nationwide advertising campaign to raise new products and new awareness of service. This role always organize the future organization in the local community. Spokesperson belongs informational role. As a spokesperson, they need keen eye, clear mind, and they good at summary and expression. For example, Apple launched new iphone last year. But a lot of Internet users said iphone 6 and iphone 6 plus are very easy to bend. Trudy Mahler who is spokesperson in the Apple company said that the bending of iphone is rare, they only received 6 message of complain. And spokesperson also said iphone used very strong stainless steel. In this case, spokesperson is very important. It need publish the important message when product has some problem. When customer propose argument, spokesperson need explain the decision on behalf of company. I think manger is very important for spokesperson. When company need to publish something to people, company need manage to spokesperson how to publish, and which action can help spokesperson express their decision clearly. Disseminator means that manager inform employees effect when organization has changed, and take some communication which the organization’s future and target with employee. Disseminator blongs to informational role. For example...
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...The following paper serves to explain the thought process of acting upon the following scenario: You are a police psychologist for a major metropolitan area. You are also a member of its hostage negotiation team. You have just been called out to a crisis incident at 3:15 p.m. on a Friday. It is a residential area about three blocks from a middle school and a public library. The information you have at this time is that the subject is a 42-year-old male who is holed up in his house with his wife, son, and family friend. He has murdered his next-door neighbor and is threatening to kill those in the house if he does not get his demands. One of his demands is for immunity from the murder charge if he surrenders without harming any of the people in the house. He also wants a case of beer and some fast food soon or "something will happen". The focus of this essay is to explain the type of incident that has occurred, which category this hostage-taker falls into, and what my optimal role is in the situation as a police psychologist. Next will be to provide a plan and course of action to interact with the suspect, explain the precautions to be taken, along with the precautions I will request the department to take, express what fundamental problems that I as a police psychologist may be able to foresee in a prolong standoff and how to address them. Identifying the sources used to gather information regarding the perpetrator and the specific information that would be most beneficial...
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...Culture Impact on German Negotiation Style Chen Shuqi SEIB Abstract As the increasing frequency of international trades， international negotiation skills draw a lot of attention. Regarded as a major barrier for cross-cultural communication, understanding culture difference is of signification . This essay will firstly introduce the study history and relevant definitions of international negotiation and how culture factors impact on negotiation style. Considering the gradual closed trade relationship between Germany and China and the commonly acknowledged differences of national cultures between them, this essay would firstly analyzes images of Germans for the general Chinese in a book, Die Langnasen . Further, it clarifies German negotiation style basing on analysis from Hofstede's cultural dimensions theory. We find out that some of German business behaviors from the theory don’t fit with our general impression as the book concludes. After discussion about the deficiency of the theory or possible stereotype of the book, we try to present a modification of the prevalent impression about German negotiation style, and give some suggestion about how to carry out a better international business negotiation with Germans. It may be possible to provide us a better understanding in successful negotiation process with Germans. Key words: International negotiation, German culture, German negotiation style 德国文化对其谈判风格的影响 陈舒祺 国际商务英语学院 2011级国际商务管理 摘 要: 随着跨国贸易的频率迅速增长，国际商务谈判技巧尤为重要。...
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...pushing negotiations too fast. In fact, the loss of the contract underlines the important role that cultural differences play in international negotiation. For one country’s negotiators, time is money; for another’s, the slower the negotiations, the better and more trust in the other side. This author’s advice will help negotiators bridge the cultural differences in international negotiation. (This article first ran in the September/October 2004 issue of Ivey Business Journal). International business deals not only cross borders, they also cross cultures. Culture profoundly influences how people think, communicate, and behave. It also affects the kinds of transactions they make and the way they negotiate them. Differences in culture between business executives—for example, between a Chinese public sector plant manager in Shanghai and a Canadian division head of a family company in Toronto– can create barriers that impede or completely stymie the negotiating process. The great diversity of the world’s cultures makes it impossible for any negotiator, no matter how skilled and experienced, to understand fully all the cultures that may be encountered. How then should an executive prepare to cope with culture in making deals in Singapore this week and Seoul the next? In researching my book The Global Negotiator: Making, Managing, and Mending Deals Around the World in the Twenty-First Century (Palgrave Macmillan, 2003), I found that ten particular elements consistently arise to...
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...EXECUTIVE SUMMARY In its basic form, negotiation is a method of conflict resolution. It is a problem-solving process in which two or more parties attempt to resolve their disagreement or conflict in a manner, and through a process, that is mutually agreeable. Whereas the general concept of negotiation is easy enough to understand, in practice it can be an extremely difficult proposition. Opposing views about what is right and wrong, disagreement on what is fair and equitable, understanding each other’s message and form of communication, and even the procedures that will be used to conduct negotiations are but a few of the hurdles that negotiators will encounter. Negotiation is further complicated when the parties find themselves negotiating across dissimilar cultures. Culture is a powerful factor in shaping how people think, communicate and behave. It therefore affects how they negotiate. In business arena, negotiations are crucial aspects of inter-organizational relationships like joint ventures, mergers and acquisitions, licensing and distribution agreements, and sales of products and services. As the proportion of foreign to domestic trade increases, so does the frequency of business negotiations between people from different countries and cultures. To successfully manage these negotiations, businesspeople need to know how to influence and communicate with members of cultures other than their own. This paper investigates the impact of culture on negotiations. It begins...
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...Adalberto Saenz 7/27/2013 BU3110 Final Part 4 Hostage Negotiations Hostage situations involve the taking of a person captive for Tangible reasons; the suspect needs the police or other authorities to meet specific demands (e.g., ransom, transportation, money). In these events, the captive is used as leverage to obtain other substantive goals.Law enforcement agencies have been employing negotiation strategies in their responses to hostage/barricade situations, kidnappings, personal crises, and other critical incidents since they were first introduced by the New York City Police Department in 1973. Fewer than 20 percent of law enforcement critical incidents deal with actual hostage taking, and most crises are successfully resolved without loss of life. In fact, containment and negotiation strategies yield a 95 percent success rate in terms of resolving a hostage crisis without fatalities to either hostages or hostage-takers There are three especially dangerous periods during a hostage crisis. The first is the initial 15-45 minutes when confusion and panic are likely to be greatest. The second is during the surrender of the Hostage / Takers, when strong emotions, ambivalence, and lack of coordination among “HT’s” and crisis team members can cause an otherwise successful resolution to go bad. Finally, tactical assault to rescue the hostages carries the highest casualty rate, probably for two interrelated reasons. First, the very fact that tactical intervention is necessary...
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...The Nature of Negotiation 1-1 Introduction Negotiation is a basic generic human activity A process that is often used in labor management relations 1-2 Introduction Business deals ◦ Mergers ◦ Sales International Affairs Every Day Activities 1-3 Introduction Negotiation is something that everyone does, almost daily 1-4 Introduction The Structure and process of negotiation are fundamentally the same ◦ at the personal level ◦ at the diplomatic level ◦ at the corporate level 1-5 Introduction We may fail to negotiate sometimes perhaps because we do not recognize that we are in a bargaining situation 1-6 Negotiations Negotiations occur for several reasons: ◦ To agree on how to share or divide a limited resource ◦ To create something new that neither party could attain on his or her own ◦ To solve a problem or dispute between the parties 1-7 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words: Bargaining: describes the competitive, win-lose situation Negotiation: refers to win-win situations such as those that occur when parties try to find a mutually acceptable solution to a complex conflict 1-8 Key Principles and Mistakes Achieving a settlement through negotiation is not just a matter of applying a repertory of tactics and techniques in whatever...
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...of the most influential and valuable classic books to have on your shelf. Its importance to the negotiation theory and practice is appreciated by millions of people who, by reading and analyzing this book, hope to become more efficient negotiators. I considered myself to be a part of the group that wants to, as William Ury said, take the walk from “no” to “yes”. In the proceeding paragraphs I will present my analysis of Getting to Yes and how I absorbed the essential ideas and skills used for effective negotiation. Early in the book, the readers are introduced to some concepts and mistakes that are commonly practiced by inexperienced and ineffective negotiators. These poor negotiators promote positional bargaining. The main idea that can be extracted is that we should strongly avoid bargaining over a position, whether it is over family, contracts or even peace treaties amongst nations. Positional bargaining is directly correlated to the fact that negotiations fail, because negotiators assume either too hard or too soft positions. The authors in this book explain to us that a good agreement is a wise agreement, one that is efficient, one that improves the relationship between the negotiators, ultimately producing a win-win agreement. A negotiator must take a position that is neither hard nor soft; but instead, should take an alternative approach. This is the type of agreement that we are all trying to reach and is also known as principled negotiation. Principled negotiation is...
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...Stockholm Syndrome: Why Victims Attach to their Captors When people are placed in a situation where they feel a loss of control for their own fate, have been abused, or generally begin to believe that their abductor or tormentor has all of the power. This often leads to them becoming sympathetic to that very person. This is a very delicate situation that is known as Stockholm syndrome. Even months after their abduction or abuse, victims display allegiance to their abusers and/or captors. This paper will not only provide an overview of this disorder, but will explore the causation and describe well-known instances where this syndrome has been publicized. Stockholm syndrome is a psychological disorder that describes the behavior of kidnap or abuse victims who, after a certain period of time, become sympathetic to them. It occurs in the most psychologically traumatic situations, often hostage situations or kidnappings, and its effect usually do not end when the crisis ends. In most classic cases, victims continue to defend and care about their captors even after they escape captivity. Symptoms of Stockholm syndrome have been identified as being similar to the battered-spouse cases, cults, and slave/master relationships. This disorder was first coined in the early 1970’s to describe the odd behavior four bank employees had for their captors in Stockholm, Sweden. In this situation two robbers seized four bank personnel hostage for approximately 5 days. During this...
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...Cross Cultural Negotiations Lecture 3: “The Incredible Shrinking World.” Culture in Negotiations Cross-Cultural Negotiations: An introduction When two people communicate, they rarely talk about precisely the same subject, for effective meaning is flavored by each person’s own cognitive world and cultural conditioning. When negotiating internationally, this translates into anticipating culturally related ideas that are most likely to be understood by a person of a given culture. Discussions are frequently impeded because the two sides seem to be pursuing different paths of logic; in any cross-cultural context, the potential for misunderstanding and talking past each other is great. When one takes the seemingly simple process of negotiations into a cross-cultural context, it becomes even more complex and complications tend to grow exponentially. It is naive indeed to venture into international negotiation with the belief that “after all people are pretty much alike everywhere and behave much as we do.” Even if they wear the same clothes you do, speak English as well as (or even better than) you, and prefer many of the comforts and attributes of American life (food, hotels, sports), it would be foolish to view a member of another culture as a brother in spirit. That negotiation style you use so effectively domestically can be inappropriate and when dealing with people from another cultural background; in fact its use can often result in more harm than gain...
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