...in since childhood. As I reflect on why I tend to avoid conflicts, I am immediately drawn to two factors: 1) I am an introvert by nature and 2) I grew up in a household where I witnessed abuse, in other words there was physical violence associated with certain conflict. There could be other contributing factors to my avoidance tendency, but these two are most prominent. Given this tendency, I have found through experience that I am more likely to negotiate with myself; I am more likely to negotiate using a “soft” negotiating style – especially when negotiating with parties I perceive as peers or superiors; and I am more likely to focus on the division of the pie, addressing positional issues quickly instead of looking for ways to create more value. Another key learning from this course is the importance of preparation. Given my natural tendency, I can maximize my strengths and minimize my weakness with the proper preparation and application of techniques. Negotiating with yourself is a practice that yields less-than optimal results. This is a bad habit of mine, because in past negotiations I have presented consecutive concessions to the counter-party without pausing to allow them to present a counteroffer. I undermined my own position. This habit was reinforced...
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...Personality Style Considerations in Effective Negotiation James L. Patterson, Ph.D., C.P.M. Associate Professor of Management Western Illinois University – Quad Cities 3561-60th Street Moline, IL 61265-5881 U.S.A. I. Introduction Most buyers and supply managers have been trained in the processes and mechanics of commercial negotiation and have had a significant experience in applying the tools and techniques that they have been taught. However, most commercial negotiators (buyers and suppliers alike) have not been sufficiently trained to identify and take advantage of the innate personality characteristics and tendencies that all humans have. This session will provide insight as to how the different personality styles of negotiators can affect the outcomes and process of a negotiation. Several simple models are discussed that can be used to predict and identify the different personality traits and related negotiating styles for more effective negotiation preparation and execution. It has been estimated that, even though most of us understand the basics of negotiation, 80% of us do not actually like to negotiate. In addition, we often perceive that we are better negotiators than we actually are, i.e., we tend to overestimate our personal effectiveness in achieving our desired outcomes in any given negotiation. Our supplier counterparts usually receive more negotiation training than we do, so they are better prepared and are often more effective. II. Negotiation as an Interactive...
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...HOW TO DEAL WITH CROSS CULTURAL PROBLEMS IN INTERNATIONAL BUSINESS NEGOTIATION. EMEM UDOBONG* ABSTRACT: Businesses all over the world today are extending their frontiers beyond domestic markets. In this global business environment, cross cultural negotiation becomes a common field of research. This is primarily due to the fact that the negotiating parties are often from different countries, with different cultural values and beliefs which they usually bring with them to the negotiating table. What is communicated, how it is communicated, how people think and behave during negotiations can differ across cultures. The purpose of this paper is to examine the effect of culture on negotiation and suggest ways to deal with cross cultural problems in international business negotiations. An analytical approach is applied in this research. The conclusion reached is that effective international negotiators need to know not only the fundamentals of negotiation, but also how culture can influence the negotiator’s behavior and the negotiation agreement. Understanding, accepting and respecting the cultural values of the other parties is very important as it will lead to a more successful outcome. * The Author is a legal practitioner and holds an LL.B (Hons) from the Igbinedion University, Okada. She is currently a postgraduate student of CEPMLP University of Dundee, Scotland, where she is pursuing an LL.M Degree in Energy Law and Policy. TABLE OF CONTENTS Page ABBREVIATIONS...
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...form or another we are negotiating something. In both our personal and professional day-to-day life we are negotiating, and what is to be noted is that most of the times we are not even aware of it. Every day we are negotiating at work, starting with the job offer details and later on for any development opportunities, salary increases, training support, taking ownership of new tasks or processes or simply by handling work- related conflicts. In the same way, our personal life is a result of our constant negotiation skills and this translates into obtaining better loan rates, longer payment terms, reassigning household tasks, in simple words getting better deals. Therefore, one aspect of many that will enable us to be successful in our personal and professional life is to be able to honestly assess our negotiating skills and improve where necessary. Some of the negotiation skills we have are part of our innate traits of character and the rest depends on how willing we are to further develop them. That is why there are several types of negotiators, having their own different styles. We can develop our negotiation skills by further building on what we already have as foundation, and this foundation is correlated with our personal values, family, education and life experiences. As an example, for a person with a less aggressive type of personality chances are that if he decides to pursue a career in negotiation most likely he will be soft negotiator. I do not...
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...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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...Business Negotiation Style 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...
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...Introduction The Cuban Missile Crisis is one of the most complicated conflicts in the history that faced two superpowers of the world, the United States and the Soviet Union. The discussions and negotiations on the various issues that directly or indirectly affected the crisis will be evaluated in detail in the discussion section; but it should primarily be said that the crisis period was very dense and it longed only 13 days. The negotiating styles, interests and communication efficiency of the parties that are concerned, were well enough to reach a wise agreement in a very short time relative to the conflict. All the parties’ interests, even the ones which demanded by the indirectly affected parties; such as Turkey, were taken into consideration; and a resolution that pleased almost every sides of the crisis. Avoiding a world war, which would possibly include nuclear weapons, is a fact that will show the succession of the negotiations during the crisis. Discussion There are several parties that concerned by the Cuban Missile Crisis directly or indirectly. The significant ones are the United States and the Soviet Union which were directly involved in the crisis and actively participated in the negotiations. Additionally, Cuba and Turkey concerned by the crisis because of their role of holding the missiles of the Soviet Union and the United States in their own soil; and Germany was indirectly concerned because of the possible attack of the USSR to Berlin (1). At the outbreak...
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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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...When you use the Controlling style, you manage conflict by hard bargaining or in terms of “might makes right.”Someone whose conflict management style is Controlling pursues personal concerns at another’s expense. If you conflict with someone of who uses the Controlling conflict management style, you may need to stand up for your rights, defend a position which you believe is correct, or simply try to win. The Controlling style of conflict management works well when you need to act quickly or when you believe you are correct. On the other hand, the Controlling style of conflict management intimidates people, and they may be afraid either to admit to problems or to give you important information. Collaborating When you use the Collaborating style, you manage conflict by negotiating and may believe that two heads are better than one. When Collaborating you work with others to explore their disagreement, generate alternatives, and find a mutually satisfying solution. The Collaborating style of conflict management allows you to learn from another’s perspective. It can be helpful when you need a decision that addresses both parties’ concerns. On the other hand, the Collaborating style of conflict management may be unsuitable either for minor decisions or when time is limited. Compromising When you use the Compromising style, you manage conflict by splitting the difference so that the solution partially satisfies both parties. The Compromising style of conflict management is useful...
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...) To arrange or settle by discussion and mutual agreement: negotiate a contract. (2) To sell or discount (assets or securities, for example). (3a.) To succeed in going over or coping with: negotiate a sharp curve. (3b.) To succeed in accomplishing or managing: negotiate a difficult musical passage. [Latin negotiari, to transact business] The Art of Negotiation • • Negotiation - “the art of letting them have your way.” Your Task - to understand and shape your counterpart’s perceived decisions, so that the counterpart chooses in its own interest something that you also want. “People think of negotiating power as being determined by resources like wealth, political connections, physical strength, friends, and military might. In fact, the relative power of two parties depends primarily upon how attractive to each is the option of not reaching agreement.” “Getting to Yes, Negotiating Agreement Without Giving In” • Negotiation Settings & Examples Many places… • Personal life • Professional life • Etc. Throughout the day… • Driving, walking, etc. • Overcoming challenges • Making decisions Instances… • employment negotiations, dining, buying a car, selecting travel itinerary, resource consumption, settling disputes, etc. Interpersonal Dynamics & Forces at Play • • • • • • • • Assumptions – not explicit BATNA (Alternatives) – Always have options! Relationship (l-t vs. s-t) - getting the better of another?? Options (creativity) – no one solution, needle in haystack Communication...
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...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 can result in no agreement, both losing. Soft Negotiation • Soft negotiation also involves the negotiation of positions, rather than interests. However, it treats the participants as friends, seeking agreement at almost any cost, and offering concessions easily in the interests of preserving (or creating) a good relationship with the other side. • Soft bargainers trust the other side, and...
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...Negotiation: the Chinese style Tony Fang School of Business, Stockholm University, Stockholm, Sweden Abstract Purpose – To examine the nature of Chinese business negotiating style in Sino-Western business negotiations in business-to-business markets involving large industrial projects from a social cultural point of view. Design/methodology/approach – A conceptual approach developed from personal interviews. Findings – This study reveals that the Chinese negotiator does not possess an absolute negotiating style but rather embraces a mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu-like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop-comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices. Research limitations/implications – The focus of this study is on Chinese negotiating style shown in large B2B negotiations with Chinese SOEs. Originality/value – Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context...
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...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. Heightened sensitivity, more attention to detail, and perhaps even changes in basic behavioral patterns are required when working in another culture. Different cultural systems can produce divergent negotiating styles—styles shaped by each nation’s culture, geography, history, and...
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...promote a successful negotiation. The negotiation process involves two or more parties that try to gain an advantage over the other party when each party reaches an agreement. A simple compromise is the sole outcome of a negotiation. Some major differences between two competing philosophies of negotiation There is negotiation by negation, where one side wins everything and the other loses all and creative negotiation where both sides win. Negotiation by negation is also seen as bargaining. Bargaining or haggling is a form of negotiation where the buyer and seller dispute terms or conditions on how the exact nature of a transaction will take place. The final result in this style of negotiation ends in a win lose situation for each party. Negotiation by negation involves the idea only one of the negotiating parties can be the winner. In the creative negotiation approach the ultimate goal is for parties to find a mutual beneficial solution through the negotiation. It can be difficult to reach a solution if the parties involved in the negotiation focus more on getting what they see as the better deal without taking in consideration the other persons feelings. In some cases creative solutions is not possible to be put into place. If one party can convince the other party the benefits are equal in the final solution one presents you could win them over and come to a win-win negotiation. According to American Express Company (2012),...
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...Michelin has decided to expand the company internationally to China. As treasurer for this prestigious company it’s my responsibility to research different factors prior to the expansion that will assist the company in this successful venture. Topics of discussions are foreign trade issues; determinants of entering China, embarking in international negotiation and many more valid points are included in my research to soften the blow of unnecessary challenges. Dealing with foreign trade issues. Acting as treasurer several factors would have to be developed and monitored when expanding internationally such as money exchange, current exchange rates, cash flow, bribery, tariffs, and international trade laws for the company. Having knowledge of the country’s culture is very important simply to keep the lines of communication open and most of all not to offend someone. Determinants of foreign entry and how would our company enter A few factors that determines if our company is qualified to enter China are as follows; the size of the firm my play a significant role in the organization’s entry into the country. The profitability of the company would indicate experience and target a dimension of competition within the country. (Culture Distance) Our firm will enter the country with a licensing agreement that is wholly owned by its affiliates. (Market Knowledge) The organizations will have an advantage by using the wholly owned entry mode as we gain knowledge and get...
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