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cross cultural negotiation case study
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Stakeholders
In all projects, there are stakeholders which can be described as either person, organization or a group that have some form of interest in a project. Stakeholders have influence in every aspect of the project and influence more often end up in some form of conflict. Conflicts can derail a project, increase cost or even shut down a project and to avoid the situation as such, it is imperative to understand the importance of stakeholder’s difference in conflicts resolutions. This paper will discuss how understanding cultural value, beliefs, and norms of communication aids in conflict resolution between stakeholders.
Cultural value Stakeholder comes different cultures with different values from each other and without understanding
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While collective culture is one in which interdependency is promoted and much emphasis is on social obligations ((Lewicki, Saunders, & Barry, 2010, p 326). Knowing if a stakeholder is from an individualist or collective culture during the preparation stage leading up to negotiation of conflict resolution will be valuable information. This information for a negotiator will give him or her specific ideas or what negotiation strategies to use. Cultural values are the foundation towards understanding stakeholders difference in conflict resolutions and it is also within those values that beliefs are …show more content…
Understanding stakeholder’s norm gives them ability to have those necessary communications between stakeholders from different cultures. The norm in some stakeholder culture dictates how they communicate and understand this gives an insight into how the other stakeholder will communicate in a conflict situation. Communication norms between stakeholders can be direct or indirect in a conflict situation. A stakeholder that comes from a culture whose norm in communication is direct prefers to have explicitly communications. While a stakeholder that comes from in direct communication culture have words that are the same word but will different meaning to other stakeholders. Communication for stakeholders in negotiation goes beyond understanding when yes means no. If negotiators are going to reach integrative agreements, they need to share information about interests and priorities (Lewicki, Saunders, & Barry, 2010, p 330). Regardless of the stakeholder’s position direct and indirect communication will be used to deal conflicts when they
Value systems across cultures can help to explain the differences in behaviour amongst people from different countries (McCort and Malhotra, 1993), which tend to stay with people over time. There are many different cultures and in order for an organisation to be successful, they need to take many different into account to ensure that they are successful in different countries and cultures. Cultural values appear to have considerable effects on management decision making processes (Clark, 1990; Ken, 1985; Picken, 1987; Shane, 1988; Swierczek, 1991). Culture is defined as “the set of distinctive spiritual, material, intellectual and emotional features of society or a social group, and that it encompasses, in addition to art and literature, ways of living together, value systems, traditions and beliefs” (Unesco, 2002).
Conflicts situation can happen at any time. There are many different ways to handle conflict situations. To strengthen our skills in responding to conflicts situation we must understand the various conflict management style. The five styles of conflict management style include: Competing, Avoiding, Accommodating, Collaborating, and Compromising. The competing style is like a shark, a competitive approach to ensure only your views counts. Avoiding is like a turtle, avoiding every situation and giving up. Accommodating is like a teddy bear, working against your own goals to move forward. Collaborating is like an owl, working together with your partner to achieve both your goals. Compromising is like a fox, negotiating half your goals in order
Fisher and Ury explain that a good agreement is one which is wise and efficient, and which improves the parties' relationship. Wise agreements satisfy the parties' interests and are fair and lasting. The authors' goal is to develop a method for reaching good agreements. Negotiations often take the form of positional bargaining. In positional bargaining each part opens with their position on an issue. The parties then bargain from their separate opening positions to agree on one position. Haggling over a price is a typical example of positional bargaining. Fisher and Ury argue that positional bargaining does not tend to produce good agreements. It is an inefficient means of reaching agreements, and the agreements tend to neglect the parties' interests. It encourages stubbornness and so tends to harm the parties' relationship. Principled negotiation provides a better way of reaching good agreements. Fisher and Ury develop four principles of negotiation. Their process of principled negotiation can be used effectively on almost any type of dispute. Their four principles are 1) separate the people from the problem; 2) focus on interests rather than positions; 3) generate a variety of options before settling on an agreement; and 4) insist that the agreement be based on objective criteria. [p. 11]
Cross-cultural differences have a significant effect on the output of business negotiations across borderline. Failure to understand and appreciate these differences can render hard work and preparation unfruitful, and result in serious consequences for negotiations. During the meetings between the executives of Canwell and their Chinese customers, both parties demonstrated their willingness to cooperate. Yet due to the lack of acknowledgement in cultural discrepancies, every one behaved only in accordance to the code of their own culture, therefore failed to reach an agreement. In total, the Canadians neglected 3 major points of cultural differences: goal of negotiations, risk preferences
Working as a nurse in a psychiatric facility I see many conflicts on a daily basis that need resolved. Not all of them are life or death, most are pretty mundane, but nonetheless I must utilize some form of conflict management to resolve the situation. There are three types of conflict that are dealt with; staff versus staff, staff versus patient and patient versus patient. Sometimes the staff difference in thinking is the most difficult to be resolved since we all learn the same information but apply it differently. The hospital provides us with a class (NAPPI- Non-Abusive Psychological and Physical Intervention) that teaches conflict resolution techniques to use with the patients. This is the area I will explore to see if there are better or more options to utilize.
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
This paper discusses a cross-cultural conflict scenario in which a mediator must apply the appropriate skills to resolve the conflict. In order to resolve these types of conflicts mediators must apply a non-bias approach to the conflict because the mediator must perceive and identify the cultural differences in order to appropriately resolve the conflict. The mediator must facilitate communication, and they must invoke trust with the disputants for successful cross-cultural conflict resolution.
In addition, research for this project enabled me to identify five essential elements for acquiring cross cultural competency which I will use as guidelines in conflict resolution in my future occupation:
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
jeswald w. salacuse (2) 005 ‘The Top Ten ways that Culture can Affect International Negotiations ‘. Available from < http://iveybusinessjournal.com/topics/global-business/the-top-ten-ways-that-culture-can-affect-international-negotiations#.Uzwdh6iSySp > [ 3 April 2014]
Cultural creativity: This step consists of creating a synergistic solution including people from different cultures. After analyzing the situation, my suggested solution is to encourage mutual respect within the whole team and specifically the two members of the conflict. To encourage mutual respect I would first dialogue with the two parts involved to discuss our cultures, differences, and similarities my intention with this exercise is to create cultural awareness, get to know each other and break stereotypes and prejudice. Second, communicate ground rules, it is imperative to let them know that disrespect and discrimination it is not tolerated at all, Third, explaining to them why it is important to create a common ground. Suggest some behaviors, for instance, be cordial, but respect each other’s personal
Differences within the team are the major reason for conflict. This stems from differences in opinion, attitude, beliefs, as well as cultural back grounds and social factors. The Conflict can be positive which is functional and supports or benefits the organization or a person’s main objectives (Reaching Out, 1997). Conflict is viewed as positive when the conflict results in increased involvement form the group, increased cohesion, and positive innovation and creativity. Conflict tends to be positive as well when it leads to better decisions, and solutions to long-term problems.
... maintained over lengthy periods of time, a more comprehensive approach to understanding the subjective interpretations of communication partners could help an intercultural partnership enhance their working relationship (Heffernan, 2008). In a sense, miscommunication and conflict could be not only minimized but hypothetically avoided all-together by communication partners. The possibility of this phenomenon could make Communication Accommodation Theory an inviting prospect for researchers interested in the development of cross cultural communication practices, organizations operating over-seas, and individuals who engage in intercultural discourse on a regular basis. The practicality of CAT in addressing the causes of intercultural conflict management, could make a significant impact on the way modern business and social interactions are conducted across the world.
Negotiation tactics are an important aspect to consider when doing business in a cross-cultural environment. Negotiation or special communication that takes place shows how to reach the agreement and how to handle both common to conflicting interests between two or more parties (Denk-Helmond et al., 1996, pp. 42-60). Competition within a global setting, it is essential to recognize some of the typical negotiating tactics when working with people from different cultures. A negotiating process is a dynamic process which two parties, each with its objectives, seek a mutually acceptable agreement on a matter of common interest (Gorg, Hanley, Hoffmann, & Seric, 2017 pp. 187-194). Countries from Asia, North America, and Europe
Negotiations always occur between parties who believe that some benefit may come of purposeful discussion. The parties to a negotiation usually share an intention to reach an agreement. This is the touchstone to which any thinking of negotiations must refer. While there may be some reason to view negotiations as attempts by each party to get the better of the other, this particular type of adversarial negotiation is really just one of the options available. Among the beginning principles of a negotiation must be an acknowledgment that the parties to a negotiation have both individual and group interests that are partially shared and partially in conflict, though the parameters and proportions of these agreements and disagreements will never be thoroughly known; this acknowledgment identifies both the reason and the essential subject matter for reflection on a wide range of issues relevant to a negotiation. (Gregory Tropea, November 1996)