跨文化交流与谈判课件

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1、Chapter7Cross-Cultural Communication and NegotiationThe specific objectives of this chapter are:DEFINE the term communication, examine some examples of verbal communication styles, and explain the importance of message interpretation.ANALYZE the common downward and upward communication flows used in

2、 international communication.1.EXAMINE the language, perception, and culture of communication, and nonverbal barriers to effective international communications.Chapter7Cross-Cultural Communication and NegotiationPRESENT the steps that can be taken to overcome international communication problems.5.

3、DEVELOP approaches to international negotiations that respond to differences in culture.REVIEW different negotiating and bargaining behaviors that may improve negotiations and outcomes.The specific objectives of this chapter are:3Communication Process and Verbal Communication StylesnCommunicationnTh

4、e process of transferring meanings from sender to receivernVerbal communication stylesnContext is information that surrounds a communication and helps convey the messagenMessages are often highly coded and implicit in high-context societies, such as Japan and many Arab countriesnThe message is expli

5、cit and the speaker says precisely what he or she means in low-context societies such as the United States and Canada4Explicit and Implicit CommunicationHigh-context/implicit communication culturesLow-context/explicit communication culturesGermansSwiss GermansScandinaviansNorth AmericansFrenchEnglis

6、hItaliansLatin AmericansArabsJapaneseAdapted from Figure 71: Explicit/Implicit Communication: An International Comparison5Table 71Major Characteristics of Verbal StylesPhases of Multicultural DevelopmentAdapted from Table 71: Major Characteristics of Verbal StylesIndirect vs. directIndirectDirectImp

7、licit messagesExplicit messagesCollective, high contextIndividualistic, low contextSuccinct vs. elaborateElaborateHigh quantity of talkModerate uncertainty avoidance, high contextExactingModerate amount of talkLow uncertainty avoidance, low contextSuccinctLow amount of talkHigh uncertainty avoidance

8、, high contextCultures in WhichMajor Interaction Focus Characteristic ItVerbal Style Variation and Content Is Found6Table 71Major Characteristics of Verbal StylesPhases of Multicultural DevelopmentCultures in WhichMajor Interaction Focus Characteristic ItVerbal Style Variation and Content Is FoundAd

9、apted from Table 71: Major Characteristics of Verbal StylesContextual vs. personalContextualFocus is on the speaker and role relationshipsHigh power distance, collective, high contextPersonalFocus is on the speaker and personal relationshipsLow power distance, individualistic, low contextAffective v

10、s. instrumentalAffectiveLanguage is process oriented and receiver focusedCollective, high contextInstrumentalLanguage is goal oriented and sender focusedIndividualistic, low context7Communication Process and Verbal Communication StylesnIndirect and direct stylesnIn high-context cultures, messages ar

11、e implicit and indirectnVoice intonation, timing, and facial expressions play important roles in conveying informationnIn low-context cultures, people often meet only to accomplish objectives and tend to be direct and focused in their communicationsVerbal communication styles (continued)8Communicati

12、on Process and Verbal Communication StylesnElaborate and succinct stylesnThree degrees of communication quantity elaborate, exacting, and succinct. nThe elaborating style is more popular in high-context cultures that have a moderate degree of uncertainty avoidancenThe exacting style focuses on preci

13、sion and the use of the right amount of words to convey the message and is more common in low-context, low-uncertainty-avoidance culturesnThe succinct style is more common in high-context cultures with considerable uncertainty avoidance where people tend to say few words and allow understatements, p

14、auses, and silence to convey meaning. Verbal communication styles (continued)9Communication Process and Verbal Communication StylesnContextual and personal stylesnContextual style is one that focuses on the speaker and relationship of the partiesnContextual style is often associated with high-powerd

15、istance, collective, high-context culturesnPersonal style focuses on the speaker and the reduction of barriers between the parties nPersonal style is more popular in low-power-distance, individualistic, low-context culturesVerbal communication styles (continued)10Communication Process and Verbal Com

16、munication StylesnAffective and instrumental stylesnAffective style is common in collective, high-context cultures and is characterized by language that requires the listener to note what is said and to observe how the message is presentednThe meaning is often nonverbal and requires the receiver to

17、use his or her intuitive skills to decipher the messagenInstrumental style is goal oriented and focuses on the sender who clearly lets the other party know what he or she wants the other party to know.nThe instrumental style is more commonly found in individualistic, low-context culturesVerbal commu

18、nication styles (continued)11Summary of Verbal Styles12Communication FlowsnDownward communicationnTransmission of information from manager to subordinatenPrimary purpose of manager-initiated communication is to convey orders and informationnManagers use this channel for instructions and performance

19、feedbacknThe channel facilitates the flow of information to those who need it for operational purposes13Communication EpigramsAdapted from Figure 72: Communication Epigrams14Matsushitas PhilosophyTable 73Matsushitas PhilosophyAdapted from Table 73: Matsushitas PhilosophyBasic Business PrinciplesTo r

20、ecognize our responsibilities as industrialists, to foster progress, to promote the general welfare of society, and to devote ourselves to the further development of world culture.Employees CreedProgress and development can be realized only through the combined efforts and cooperation of each member

21、 of the Company. Each of us, therefore, shall keep this idea constantly in mind as we devote ourselves to the continuous improvement of our Company.15Matsushitas PhilosophyTable 73Matsushitas PhilosophyAdapted from Table 73: Matsushitas PhilosophyThe Seven Spiritual ValuesNational service through in

22、dustryFairnessHarmony and cooperationStruggle for bettermentCourtesy and humilityAdjustment and assimilationGratitude16Communication BarriersnLanguage barriersnCultural barriersnSuggestions that can be of value to American managers who are engaged in international communications include:nBe careful

23、not to use generalized statements about benefits, compensation, pay cycles, holidays, or policies in your worldwide communications.nSince most of the world uses the metric system, be sure to include converted weights and measures in all internal and external communications.nKeep in mind that even in

24、 English-speaking countries, words may have different meanings. Not everyone knows what is meant by “counterclockwise,” or “quite good.”17Communication BarriersnRemember that letterhead and paper sizes differ worldwide. The 812 by 11-inch page is a U.S. standard, but most countries use an A4 (814 11

25、12-inch) size for their letterhead, with envelopes to match.nDollars are not unique to the United States. There are Australian, Bermudian, Canadian, Hong Kong, Taiwanese, and New Zealand dollars, among others. So when referring to American dollars, it is important to use “US$.”nLanguage barriersnCul

26、tural barriersnSuggestions that can be of value to American managers who are engaged in international communications include:18Nonverbal CommunicationnNonverbal communicationnThe transfer of meaning through means such as body language and use of physical spacenKinesicsnThe study of communication thr

27、ough body movement and facial expressionnEye contactnPosturenGesturesnChromaticsnThe use of color to communicate messages19Nonverbal CommunicationnProxemicsnThe study of the way that people use physical space to convey messagesnIntimate distance is used for very confidential communicationsnPersonal

28、distance is used for talking with family and close friendsnSocial distance is used to handle most business transactionsnPublic distance is used when calling across the room or giving a talk to a group20Personal Space in the U.S.Intimate distance18”Personal distance18” to 4Social distance4 to 8Public

29、 distance8 to 10Adapted from Figure 73: Personal Space Categories for Those in the United States21Nonverbal CommunicationnChronemicsnMonochronic time schedulenThings are done in a linear fashion.nManager addresses Issue A first and then moves on to Issue BnTime schedules are very important and time

30、is viewed as something that can be controlled and should be used wiselynPolychronic time schedulesnPeople tend to do several things at the same timenPeople place higher value on personal involvement than on getting things done on timenSchedules are subordinated to personal relationships22Achieving C

31、ommunication EffectivenessnImprove feedback systemsnTwo basic types of feedback systems between home office and affiliatesnPersonal (e.g., face-to-face meetings, telephone conversations and personalized e-mail)nImpersonal (e.g., reports, budgets, and plans)nLanguage trainingnCultural trainingnFlexib

32、ility and cooperation23Flexibility Cooperation: Intercompany Interaction and NegotiationTable 77Negotiation Styles from a Cross-Cultural PerspectiveAdapted from Table 77: Negotiation Styles from a Cross-Cultural Perspective24Flexibility Cooperation: Intercompany Interaction and NegotiationTable 77Ne

33、gotiation Styles from a Cross-Cultural PerspectiveAdapted from Table 77: Negotiation Styles from a Cross-Cultural Perspective25Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allidentify the objectives

34、negotiators would like to attain and explore the possible options for reaching these objectivesSet limits on single-point objectivesDivide issues into short- and long-term considerations and decide how to handle eachDetermine the sequence in which to discuss the various issuesPlanning26Managing Cros

35、s-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allGet to know the people on the other side “Feeling out” period is characterized by the desire to identify those who are reasonable and those who are notPlanningImper

36、sonal Relationship Building27Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allEach group sets forth its position on the critical issuesThese positions often change later in the negotiationsParticipant

37、s try to find out what the other party wants to attain and what it is willing to give upPlanningImpersonal Relationship BuildingExchanging Task-Related Information28Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acc

38、eptable to allSuccess of the persuasion step depends onHow well the parties understand each others positionThe ability of each to identify areas of similarity and differencesThe ability to create new optionsThe willingness to work toward a mutually acceptable solutionPlanningImpersonal Relationship

39、BuildingExchanging Task-Related InformationPersuasion29Managing Cross-Cultural NegotiationsNegotiation: The process of bargaining with one or more parties to arrive at a solution that is acceptable to allPlanningImpersonal Relationship BuildingExchanging Task-Related InformationPersuasionAgreementGr

40、ant concessions and hammer out a final agreementThis phase may be carried out piecemeal, and concessions and agreements may be made on issues one at a time.30Cultural Differences Affecting NegotiationsnDo not identify the counterparts home culture too quickly. Common cues (e.g., name, physical appea

41、rance, language, accent, location) may be unreliable. nBeware of the Western bias toward “doing.” Ways of being (e.g., comportment, smell), feeling, thinking, and talking can shape relationships more powerfully than doing.nCounteract the tendency to formulate simple, consistent, stable images.nDo no

42、t assume that all aspects of the culture are equally significant.nRecognize that norms for interactions involving outsiders may differ from those for interactions between compatriots.nDo not overestimate your familiarity with your counterparts culture. 31Negotiation TacticsnLocationnTime limitsnBuye

43、r-seller relationsnBargaining behaviorsnUse of extreme behaviorsnPromises, threats and other behaviorsnNonverbal behaviors32Effective Negotiation CharacteristicsAdapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations33Effective Negotiation CharacteristicsAdapted from Table 7-10: Culture-Specific Characteristics Needed by International Managers for Effective Negotiations