...Paper #1 I. Negotiation Style in Terms of My Personality Prior to taking this course, I thought negotiators were either tough or soft, without much room in between. I believed that being tough meant being successful and that being soft meant giving others an unfair advantage by sacrificing your position. In reality, however, neither is the case. In terms of my personality, my first thought was that I am somewhere between individualistic and competitive. I had considered myself to be somewhat of a tough negotiator because I knew I had a tendency to be stubborn and overly truthful in order to achieve my goals. As I gave the matter more thought, however, I realized that I could be somewhat cooperative as well, depending on the needs of the situation. I analyzed past negotiations and how my style has evolved. I remembered that I did try to be fair – so long as I could achieve my goals as much as possible, I was willing to give some concessions. In other words, I did not want to “win the battle but lose the war.” II. Strengths and Weaknesses of My Style – Positive and Negative Outcomes Being a tough negotiator - with more of an individualistic or competitive edge - can have both strengths and weaknesses that produce a variety of outcomes. During such discussions, it is important to concentrate on your goals and not get sidetracked by irrelevant issues. Your interests must remain paramount in order to survive in a competitive business world. On a positive note...
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...Mariana Simões Foschetti [BRAZILIAN NEGOTIATING STYLE: CULTURAL TRAITS WITHIN] ABSTRACT The opening of borders to international trade transformed the forms of trading, whether in domestic or foreign markets, however, to internationally negotiate it is essential to take into account the cultural aspects of all parts involved in the process. It is notable that culture plays a crucial role in all negotiation process, such as to determine its triumph or fiasco. This paper aims to relate the general cultural aspects of the Brazilian people, how these characteristics influence their behavior during the international trading process and how to generally deal with them as the other party in negotiations. 1. INTRODUCTION In this era of globalization, there is an inordinate necessity to comprehend how culture effects negotiations among parties in diverse areas of the world. Culture deeply influences how people communicate, think and behave. Prosperous cross-cultural negotiations require a perception of the negotiation style of those involved in the process, and the approval and respect of their cultural dogmas and rules. As mentioned, it is unquestionable that culture profoundly influences how people think, communicate and behave (Faure, 1999), thus guiding the type of transactions made and how they are traded. Cultural differences between the negotiators can create barriers that prevent or hinder the development of negotiations. Therefore, knowledge, acceptance and respect for...
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...NEGOTIATION ISSUES, STYLES AND OUTCOMES IN BUIDING CONSTRUCTION PROJECTS IN THAILAND In construction industry, conflicts are inevitable in any construction projects. Construction projects require that every parties are related in term of negotiation such project managers, safety managers, clients, suppliers, designers, site engineers, and consultants. Negotiation is one potential consequence to succeed projects when comparing with other factors. Many negotiators need to understand their personal characteristics for bargaining. For any given issues, problem or conflict encountered, the participant has a negotiating position. Different construction projects have different conflict styles and different departments try to work together. Mr. Surapong Panja made a case study on “Negotiation Issues, Styles, And Outcomes: A Study of Building Construction Projects in Thailand”. He learned that construction industry always has conflicts that can be attributes to more factors such as change order, variation work, job safety, price adjustment (inflation or deflation), and time extension. These factors can produce many conflicts itself and may contribute germination and manifestation. Dispute is always negotiated by project participants, and the process of negotiation is the first task before considering other resolution methods. The project manager of contractor tends to use avoiding style. It is suggested that it is more important for negotiation outcome to understand the proper...
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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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...individualism-collectivism cultural dimension, Pruitt’s negotiation styles model, and Rahim’s conflict management model, this research examines how national culture influence the way people choose negotiation and conflict resolution handling styles through an empirical study of 87 individuals in the U.S. The respondents were divided in two groups: American, and Ethiopians. The results show that the individualism-collectivism cultural dimension did differentiate the members of the American culture from the members of the Ethiopian culture. Among the negotiation and conflict management styles object of this study, the dominating style was found to be preferred by those with high concern for self, whereas the cooperating and the integrating styles were found to be preferred by those with high concern for others. Introduction In order to remain competitive in their respective markets companies around the world are expanding their horizons beyond their original country, and they are increasingly seeking international partnerships and business ventures in different cultural environments. The ability to negotiate across national borders and within the organization has become increasingly important in the past decade, but despite the continuous growth of business globalization negotiation and conflict resolution styles are often misunderstood. According to much of the literature available scholars have conducted substantial research on the subjects of negotiation and conflict resolution over the past...
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...The Chinese view of negotiations The Chinese word for negotiation—tan pan—combines the characters meaning “to discuss” and “to judge.” From a Chinese perspective, negotiation exists primarily as a mechanism for building trust so that two parties can work together for the benefit of both. Trust is built through dialogue that lets each party judge or evaluate the partner and the partner’s capabilities and assess each other’s relative status. The negotiation process also enables parties to reach an understanding on a specific issue, condition, or transaction, in a way that lets each side feel that “a good deal” was brokered. But the concept of negotiation hinges on creating a framework for long-term cooperation and problem-solving much more than on drafting a one-time agreement. As such, negotiation in China is viewed as an ongoing, dynamic process that takes into account practical matters and context. Many Chinese prefer this approach over creating contract-based absolutes, which many Chinese perceive as the primary purpose of Western-style negotiations. Significant differences in negotiation style and culture can be accompanied by mutually unfavorable perceptions. Americans may see Chinese negotiators as inefficient, vague, and perhaps even dishonest, while Chinese perceive American negotiators as impersonal, impulsive, and overly focused on immediate gains. When adapting to Chinese-style negotiations, task-based, time-conscious foreign partners must balance the need for...
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...Negotiation Skills By: Kunal Samani President-Business Development Rolex Lanolin Products Ltd Why Negotiation? • Negotiation is needed to resolve intra-person or inter-person conflicts / disagreements / clash of interests. • Negotiation is something that we do all the time and is not only used for business purposes. The aim of negotiation is to explore the situation, and to find a solution that is acceptable to both the sides. • Only man negotiates; animals do not; when faced with larger predator, they do not ask for negotiation or justice rather just run away. • Negotiation is one of the most difficult jobs a person can do. It requires not only good business judgment but also a keen understanding of human nature Negotiation Interperson Negotiatio n Unplanned Negotiatio n Integrative Negotiatio n Hard Negotiatio n Soft Negotiatio n Planned Negotiatio n Distributiv e Negotiatio n Principled Negotiatio n Intra-person Negotiation Hard Negotiation • Hard negotiation involves the negotiation of positions, rather than interests. • It is highly competitive, seeing victory as the number one goal. • Hard bargainers, see the participants as adversaries. They distrust the other side and play sneaky games to try to gain the negotiating advantage. • Hard bargainers refuse to make concessions and demand onesided gains as the price of an agreement. • When confronted with a softer opponent, hard bargainers almost always will win. When confronted with another hard bargainer, however, it...
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...Management Teams Can Have a good Fight.” Based on this article and in-class discussion, explain the recommended approaches for helping to ensure that conflict is productive. 3. Identify and describe each of the five conflict handling styles/conflict handling intentions as outlined during class (slides) and also described in the text using slightly different labels. What style did Thomas Green seem to use in the conflict with his boss? Was it helpful? Apply each of the five-styles to suggest different ways Green could have respondeded. Which style might you suggest Green use instead – why? 4. Which conflict handling style best describe Donna Dubinsky’s approach when 1) the JIT idea first surfaced and during 2) the task force meetings? How effective were these styles at each of these points? Defend your points. What other approach (es) might you suggest for Donna at each of these points in the case? 5. You received what you consider to be a great offer for the car you are selling. Should you accept this first offer from the potential buyer? Demonstrate your knowledge of the psychology surrounding the question of whether or not you should accept first offers and related issues. 6. The “blue buggy” negotiation was a distributive negotiation with a negative bargaining zone/Zone of Possible Agreement. What does that mean for the...
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...Culture influences negotiation through its effects on communications and through their conceptualizations of the process, the means they use, and the expectations they hold of counterparts' behavior. Culture provides the context for negotiation because it takes place within the framework of a culture's institutions and is influenced by its norms and values. Culture is a key factor affecting negotiation processes and outcomes. Negotiation practices differ from culture to culture. Culture provides the "negotiating style" the way persons from different cultures conduct themselves in negotiating activities. Culture determines the way people perceive and approach the negotiating process. They have specific perspectives on power, time, risk, communication, and complexity. Thus cross-cultural negotiators bring into contact unfamiliar and potentially conflicting sets of categories, rules, plans, and behaviors. The cross-cultural negotiator cannot take common knowledge and practices for granted. Difficulties sometimes arise from the different expectations negotiators have regarding the social setting of the negotiation. The cultural differences consistently influence international business negotiations. This indicates that even though some universal characteristics of international business negotiation are generally recognized, negotiators from specific cultures view negotiations as a particular style. They emphasize different priorities of goals, the negotiation process, and expected...
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...3.2 NEGOTIATION STYLES AND STRATEGIES 3.2.1 Distributive Strategy – Distributive bargaining, also known as positional bargaining, or negotiation win-lose, is a type or style of negotiation in which parties compete for the distribution of a fixed amount of value. Distributive bargaining is more competitive. The goal in distributive bargaining is not to assure both sides win, but rather that one side wins as much as it can, which generally means that the other side will lose, or at least get less than it had wanted. The strategy is not suited for the negotiation since Zenur will have some points to consider at the negotiation. And with this approach Levon may end up losing the deal. (International Online Training Program On Intractable Conflict, 1998) 3.2.2 Integrative Strategy - Integrative strategy tends to be more cooperative. It is also known as “Win/Win" or the collaboration style, firstly put forward by Nierenberg(1968)with the philosophy that all the parties should gain benefit from the negotiation process, as this produces more successful outcomes than the adversial ‘winner takes all’ approach. . It is about making sure both parties have their needs or goals met, while creating as much mutual value as time and resources allow.URYet al.(1991) further developed a concept of a win-win approach as principled negotiation ,where the goal is to reach a lasting agreement ,rather than the win –lose traditional scenario ,the steps in the process comprises of : the creating...
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...costs, and dwindling market shares” (Dubrin 2010). Conflict also bars collaboration between departments or between team members. Before we try to resolve conflict, we must first understand conflict. Then, we must consider the five conflict management styles and determine which one to use in the specific situation. We as leaders can also use different approaches to resolving conflicts. This section of the handbook will discuss understanding conflicts, the different conflict management styles, and approaches to use to resolve conflicts. Understanding Conflict We cannot attempt to resolve a conflict until we fully understand conflict. Conflict is a normal and healthy part of relationships. When handled properly, conflicts can actually strength a relationship instead of destroying it. (Segal & Smith 2013) Many different things cause conflicts. Eight common causes of conflict are (Gatlin, Wysocki, & Kepner 2002): 1) Conflicting Needs – In the workplace, these needs could include resources, recognition, or power. (Gatlin, Wysocki, & Kepner 2002) 2) Conflicting Styles – People approach other people and problems differently because we are all individuals. We all need to understand our own style and how to accept the styles of others around us. (Gatlin, Wysocki, & Kepner 2002) 3) Conflicting Perceptions – People also have different perceptions and may view the same issue in dramatically different...
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...starts with a conflict between two guys in a movie theatre where other guys come and join them and it gets chaotic. The video portrays various negotiating styles to resolve conflict in an interactive manner. According to the video, we begin to experience conflict when our concerns are threatened and every individual has a different style of acting on it. These styles can be majorly categorized into five types on the basis of two inherent characteristics i.e. “assertiveness” and “cooperativeness” as explained below: First style: Avoiding conflict When your position is to not to take a position in the conflict, then you belong to the category “avoiding conflict”. People who always try to avoid conflict are neither cooperative nor assertive. According to me, this style does not solve any purpose. So, it’s best to avoid avoiding. But in emotional situations, its better to avoid conflict at that point in time. Second Style: Accommodate When an individual is more cooperative than assertive, then he just accommodates himself to the whims of the other person and more often than not, satisfies other party’s concerns at his/her expense. This is not an ideal way of negotiating since one will not win anything from the conflict and will be walked all over. People take advantage of individuals who follow this style in a conflict. Third style: Compete On the other hand, when a person is more assertive than cooperative, he/she is said to be competing. These people, most often, are not capable...
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...The Negotiation Checklist Negotiation and deal making has been practiced for generations and most everybody engages in it daily from the boss at work to their spouse/partner to the garage sale down the street. A successful negotiator is a person that is well prepared, uses effective communication and sets clear goals to achieve. Regarding the factors that are critical to successful and effective negotiation per the checklist is setting clear objectives for what needs to be achieved and resolved. Just like many other things in life establishing clear goals helps to understand what you need, where you want to be and what the desired outcome is. Without knowing what you want to accomplish and what you would like the desired outcome to be, negotiation is obscure and unclear. Although setting goals and objectives for a negotiation checklist is an obvious consideration, it nevertheless, is extremely critical to understand what you’re trying to accomplish in a negotiation and is the foundation in which everything else follows. Another very important factor that goes hand in hand with establishing objectives for negotiating is what the issues are that needs to be resolved. Knowing what you’re trying to accomplish and what specific issues need resolved is crucial to effective negotiating. Again, knowing exactly what needs negotiated and resolved is an obvious answer, however, it is very important to have specific issues addressed. This will help to eliminate any misunderstandings...
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...Negotiating Strategies in Germany Nowadays, with increasingly globalizing tendency, the international business environment has been changing rapidly. It is recommended that the challenges in today’s geopolitical and economic environment are to learn and practice international management effectively. When dealing with the international trade with other countries, the first thing we need to recognize is to master the different negotiating strategies in different areas throughout the world. I would take German’s negotiating strategy as an example to illustrate specifically their cultural background and the most efficient techniques negotiating with them. General view of German trade Germany is located in the western Europe, and the national form of its government is a parliamentary republic. Meantime, Germany is the world’s largest trading partner, with more than 230 countries and regions to maintain trade relations. The country’s export industry known for high quality, good service, delivery on time and world-renowned. The main export products are automotive, mechanical products, chemicals, communications technology, supply and distribution equipment, and medical and chemicals equipment. The main import products are chemicals, automotive, oil and gas, machinery, communications technology and steel products. The main trade partners of Western industrial countries, which import and export half from or sold to EU countries. ...
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...Negotiation Closing Deals, Settling Disputes, and Making Team Decisions David S. Hames University of Nevada, Las Vegas @>SAGE Los Angeles | London | New Delhi Singapore | Washington DC • •-*» •• • i ' w ' t * • * 5s" i- . •> - • • y . » " •• is • Acknowledgments Preface PART I: THE FUNDAMENTALS 1 The Nature of Negotiation: What It Is and Why It Matters Intended Benefits of This Chapter The Essence of Negotiation What Is Negotiation? 5 6 6 When Do People Negotiate? Technology 6 4 3 xvii xix 1 3 Why Has Negotiation Become a More Important Skill? The Workplace 7 8 9 10 11 How People Negotiate: The Dual Concerns Model The Pros and Cons of Negotiating The Shadow Negotiation 10 What Does a Negotiation Look Like? Conclusion and Implications for Practice READING 1.1 - ONLINE DISPUTE RESOLUTION: DO YOU KNOW WHERE YOUR CHILDREN ARE?, 8Y DAVID A . LARSON 1 3 19 READING 1.2 - BALANCING ACT: HOW TO MANAGE NEGOTIATION TENSIONS, BY SUSAN HACKLEY Preparation: Building the Foundation for Negotiating Intended Benefits of This Chapter The Essence of Preparation 23 23 23 The Preparation Process, or How to Make I t All Happen Strategic Planning: Establishing the Framework Defining the Situation Setting Goals 29 30 25 25 25 Determining Your Strategy Strategy Implementation: Operationalizing the Plan 30 The Component Parts of the Situation 30 Best Alternative to a Negotiated Agreement (BATNA) Reservation Prices or...
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