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The Whorf hypothesis is the view that language shapes cognition; that is, concepts and ways of thinking depend on language. People who speak significantly different languages, then, view the world differently. Also called the hypothesis of Linguistic relativity or the Sapir-Whorf hypothesis: the Whorf hypothesis was named after the early twentiethcentury linguist Benjamin Whorf. Related to linguistic relativity is linguistic determinism, the view that language necessitates how one thinks (thinking outside the bounds of one's language is impossible). Some psychologists believe the Whorf hypothesis helps explain cognition; like linguistic determinism, however, it is highly controversial.
HIGH CONTEXT
Communications have multiple meanings
interpreted by reading the situation Asian and Arabic languages are among the most high context in the world
LOW CONTEXT
The words provide most of the meaning
including German, French, English, and the Scandinavian languages are low context
% Direct
% Formal
KINESICS
Communicating through body movements
Facial expressions Body posture
PROXEMICS
The use space to communicate
The personal bubble of space - nine inches to over
twenty inches North Americans prefer more distance than from Latin and Arab cultures
TOUCH
Basic human interaction In greeting - shake hands, embrace, or kiss Latin European and Latin American cultures-
INTERPRETERS
Provide simultaneous translation of a foreign
language Require greater linguistic skills than speaking a language or translating written documents Insure the accuracy and common understanding of agreements
meanings Select words with few alternative meanings Follow rules of grammar strictly Speak with clear breaks between words
Avoid sports words or words borrowed from literature Avoid words that represent pictures Mimic the cultural flavor of nonnative speakers language Summarize Test your communication success
INTERNATIONAL NEGOTIATION
More complex than domestic negotiations
Differences in national cultures and differences
in political, legal, and economic systems often separate potential business partners
No focus on business Partners get to know each other Social and interpersonal exchange Duration and importance vary by culture
STEP 4: PERSUASION
Heart of the negotiation process Attempting to get other side to agree to a position
Command
No Interrupting
happening Stalling - do not reveal when you plan to leave Escalating authority - clarify decision making authority
any concessions You are wealthy and we are poor - ignore the ploy Old friends - keep a psychological distance
agreeable to all sides Concession making: requires that each side relax some of its demands
STYLES OF CONCESSION
Sequential approach
Each side reciprocates concessions Concession making begins after all issues are discussed
Holistic approach
some negotiators to one approach (EX 3.10) Most experts recommend a problem solving negotiation strategy
n ai Sp l zi ra B ia er ig y N an m er G M o ic ex
K U SA U a di In ce an Fr ina t en rg A na hi C n pa Ja
80
60
40
100
20
% Win-Win
Empathy
Can learn a lot, but likely to focus on dos and donts Often leads to superficial understanding Requires inferences from observed behavior and learning about a culture More powerful, because values drive (partially) behavior
Shared values
Shared assumptions
Very abstract these drive our values but are very hard to determine Very powerful, helps truly understand a culture
extent to which power differentials are expected and honored Low : Anglo/Germanic/Scandinavian High: Developing Nations, particularly Pacific Rim Effect: As power distance increases, more approval from higher ups and less involvement from lower levels. Also, can expect more formality in Ns with people from high PD cultures, and they may be upset if you do not appear to be of sufficient status. Individualism/Collectivism extent to which society is organized by individuals vs. groups Ind.: Western European - based societies Coll.: Latin America, Pacific Rim Generally, wealthier societies tend to be more individualist Effect: Relationship stability over time emphases, individual negotiators vs. group of negotiators, importance of consensus, value placed on individual winner, emphasis on group vs. individual goals, rewards, communication in Ns, etc.
extent to which values fit traditional gender-based stereotypes M: Japan, Anglo/Germanic F: Scandinavia. Effect: Masculinity associated with competitiveness vs. empathy & compromise should expect strong relationships with distributive vs. integrative styles. Uncertainty Avoidance degree of discomfort with unstructured situations High: no strong pattern, but many Hispanic nations Low: no strong pattern, but Anglo/Scandinavia Effect: High prefers stable rules and procedures, less adaptive. High also tends to be more risk-averse risk aversion has played into many N. dynamics. High tends to do business ritualistically & formally.
present vs. future vs. past orientation Time as linear vs. time as circular Can affect timing/urgency of Ns, and also what sorts of time-related objectives (short-term vs. long-term) are valued more Americans often seen obsessed with time. Universalism vs. particularism Can ideas/practices be applied everywhere every time, or do circumstances dictate application? Use of precedent vs. adapting styles/processes/agreements to situations Emotionality Great potential for misunderstandings here!!! Achievement vs. ascription Is status conferred by what youve done or who you are? How will a person be viewed in a N situation?
Verbal Interruptions/10m
Silent periods >10s/30m Eye contact/10m
12.6
10.3
28.6
5.5
3.5
1.3
3.3
5.3
Touches/30m
4.7
Domestic 1
International 1
Close to final settlement where haggling is not customary (e.g. Australia, Sweden) Expect lots o haggling in some nations (e.g. Russia, Egypt, China) Rule of thumb (that wont always work, so apply with caution): if a culture has a long history of bartering & bargaining, expect to haggle. Detail vs. big-picture in presentation Detail where culture emphasizes formality, logic, data, organization (e.g. Germany, UK, Swiss, Japan) Broad concepts preferred in some other areas (e.g. Latin America, Middle East)
Lack of trust across cultural differences trust building essential Some cultures are standoffish (e.g. British, Germanic), so get down to business before too long Emotional Aspects Sensitivity is low for US, high for Latin America Loyalty to self in US, to organization in many other cultures Decision Making Frame In US change is acceptable, even encouraged, decisions made quickly In many other nations, status quo is the normal frame of reference US is relatively prone to using agendas, may be restrictive to some others
(e.g., Israel vs. Iran in Middle East) Remember you are negotiating with an individual(s) who may or may not fit cultural norms to a T!!!
Source: How to Negotiate Anything with Anyone Anywhere in the World, Frank Acuff
invites trouble). Ramadan is especially slow for business. Group oriented, and very deferential to those of status Much time upfront spent in developing relationships Masculine Arabs read poetry, use intuition, and are emotional. Feminine Arab qualities are coolness and pragmatism. Israelis are direct, Arabs indirect, vague & expressive, often to point of exaggeration & filled with fantastic metaphors No is uncommon; look for a hesitant yes instead white lies common form of courtesy Saying I dont know you are of little account Strong eye contact, close personal space, touchy High initial demands, slow concessions, issues sequential, extreme face orientation, truth is revealed very slowly because it is considered dangerous
emphasis on initiative & achievement Loyalty & hard work are valued Greater hierarchy than in US Speakers s/b articulate & intellectual, formal, logical, and subtle Low emotionality, reserved Moderate initial demands, issues sequentially processed, slow concessions
Courtesy rituals, formality, politeness, modesty, loyalty to group and deference to elderly, non-confrontational Negotiations slow, relationship orientation & group negotiation style with team consensus critical implementation usually quick, though Very collectivist Words mean little, conversation very indirect he who speaks doesnt know, he who knows doesnt speak No uncommon; might get a well study this further instead Reserved body language, average-to-close personal space, not touchy Sensitivity valued but not overstated Moderate-high initial offers, multiple issues presented at once, slow concessions, logical decisions Face is critical
factual appeals are based on what they believe is objective information, presented with the assumption that it is understood by the other side on a logical basis. Arabs use affective appeals based on emotions and subjective feelings. Russians employ axiomatic appeals that is, their appeals are based on the ideals generally accepted in their society.
Knows when to compromise Takes a firm stand at the beginning of the negotiation Refuses to make concessions beforehand Keeps his or her cards close to his or her chest Accepts compromises only when the negotiation is deadlocked Sets up the general principles and delegates the detail work to associates Keeps a maximum of options open before negotiation Operates in good faith
to the big one Is humble and trusts the opponent Is able to withdraw, use silence, and learn from within Relies on himself or herself, his or her own resources and strengths Appeals to the other partys spiritual identity Is tenacious, patient, and persistent Learns from the opponent and avoids the use of secrets Goes beyond logical reasoning and trusts his or her instinct as well as faith
exercise on him Uses references to people who are highly respected by the opponents to persuade them to change their minds on some issues Can keep secrets and in so doing gains the confidence of the negotiating parties Controls his temper and emotions Can use conference as mediating devices Knows that the opponent will have problems in carrying out the decisions made during the negotiation Is able to cope with the Arab disregard for time
Managing Negotiation
Managing Negotiation
Successful management of intercultural
To gain specific knowledge of the parties in the upcoming meeting To prepare accordingly to adjust to and control the situation To be innovative
for the negotiation process by: Increasing the likelihood that an agreement is reached when a zone of agreement exists (solutions that both parties would accept) Decreasing the direct and indirect costs of negotiations, such as costs caused by time delays (strikes, violence), and attorneys fees, among others Maximizing the chances for optimal outcomes
Amount of detail about product characteristics Apparent insincerity about reaching an agreement
norms
Politeness and emotional restraint Emphasis on social obligations Belief in the interconnection of work, family, and friendship
Managing Conflict
Decision Making
Stages in the Rational Decision Making Model Defining the problem Gathering and analyzing relevant data Considering alternative solutions Deciding on the best solution Implementing the decision
subjective (basing decisions on emotions) approach Risk tolerance Locus of control internal (managers in control of events), or external (managers have little control over events)
Stakeholders Involvement
Persuasion Tactics
Return
CONCLUSIONS
Successful negotiators: Understand the negotiation steps Build cross-cultural communication skills Understand nonverbal communication Avoid attribution errors