Negotiation in Cross Cultures
Negotiation In a Cross-Cultural EnvironmentAmerican versus Japanese
By Therese Perlmutter
HR595 Negotiation Skills
Keller Graduate School of Management
Dr. Larry Ray
May 10, 2005 Table of contents
I. Introduction
II.
III.
IV.
V. Conclusion
VI. References I. Introduction
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)
Any negotiation challenges the parties involved in a variety of ways, but parties with conflicting interests face important additional difficulties when attempting to negotiate an agreement across culture lines. Not only will the difficulties arising from the known similarities and differences of opinion be more pronounced, but also unsuspected factors could easily enter the picture and condition perceptions of the situation. In cross-cultural negotiations, a reasonable second acknowledgment should be that the hidden factors that are always at work are more likely to interfere with reaching an agreement. It is especially important that this acknowledgment be understood to apply not only to the dynamics of interactions
By Therese Perlmutter
HR595 Negotiation Skills
Keller Graduate School of Management
Dr. Larry Ray
May 10, 2005 Table of contents
I. Introduction
II.
III.
IV.
V. Conclusion
VI. References I. Introduction
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)
Any negotiation challenges the parties involved in a variety of ways, but parties with conflicting interests face important additional difficulties when attempting to negotiate an agreement across culture lines. Not only will the difficulties arising from the known similarities and differences of opinion be more pronounced, but also unsuspected factors could easily enter the picture and condition perceptions of the situation. In cross-cultural negotiations, a reasonable second acknowledgment should be that the hidden factors that are always at work are more likely to interfere with reaching an agreement. It is especially important that this acknowledgment be understood to apply not only to the dynamics of interactions
References: Hodgson, James Day, Yoshihiro Sano and John L. Graham, Doing Business with the New Japan, 2000, Boston, Rowman & Littlefield Publishers, Inc. March, Robert M., Working For A Japanese Company, 1992, Otowa, Kodansha International, Ltd. Schmidt, Warren H. and Robert Tannenbaum, 2000, "Management of Differences," Harvard Business Review on Negotiation and Conflict Resolution, Boston, Harvard Business School Press, Harvard Business School Publishing Corporation, 1-26. Gerick, Patricia, On Track with the Japanese, 1992, Otowa, Kodansha America. Kato, Hiroki and Joan Kato, Understanding and Working with the Japanese Business World, 1992, New Jersey, Prentice Hall, Business Information & Publishing Division. Cleary, Patrick J., The Negotiation Handbook, 2001, New York, M.E. Sharpe Inc.