...Ting-Toomey and the Face-negotiation theory Face-negotiation theory seeks to explain and understand the roots of conflict in terms of identity management on both individual and cultural level. Face can be defined as “the claimed sense of favorable social self-worth and/or projected other-worth in a public situation” (Ting-Toomey & Kurogi, 1998). Namely the public image of an individual, or group, that their society sees and evaluates is based on cultural norms and values. The concept of face has been used to explain linguistic politeness rituals, apology acts, embarrassment episodes, requesting behaviors, rapport-building, and conflict interactions (Ting-Toomey 2010). Born in Hong Kong, Stella Ting-Toomey (Ph.D., University of Washington) is a professor in the Department of Human Communication Studies, California State University at Fullerton. Being an author and scholar in the field of intercultural communication for over twenty years, Ting-Toomey is the leading researcher on “mindfulness” and “facework” in intercultural communication. The theory and its central issues such as face-saving, face-losing, and face-honoring “resonate with diverse ethnic groups and cultural groups on a global level,” as she says (Rinderle 2002). Currently, her research focuses on testing and fine-tuning the conflict face-negotiation theory and the cultural/ethnic identity negotiation theory. Back in the 1980s, the mainstream, Western-based interpersonal and workplace conflict research literature...
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...Conflict, Decision Making, & Organizational Design To apply negotiation strategies to potential workplace conflicts we must first examine and understand exactly what negotiation is. Negotiation in itself is a dialogue between two or more people or parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two people/parties involved in negotiation process (Buel, 2007). Following the pertinent information below would be beneficial in applying negotiation strategies to potential conflicts. Assessing the situation would be the first step. Each negotiation is going to be different, no matter how often someone has addressed similar situations. We will always be negotiating with people who have different styles, goals and objectives, and who are coming from different circumstances and have different standards. So, always take stock and gauge each negotiation as something unique (Roberts, 2011). Next is to ask yourself—what kind of negotiation is this? There are essentially 3 circumstances to consider. The first one is it one-time negotiations where we will unlikely interact with the person or company again? The second one is it a negotiation that we are going to be repeating again? The last one is it a negotiation where we...
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...RMIT International University Vietnam Bachelor of Commerce Program ASSIGNMENT COVER PAGE Your assessment will not be accepted unless all fields below are completed |Subject Code: |BUSM3311 | |Subject Name: |INTERNATIONAL MANAGEMENT | |Location where you study: |RMIT Vietnam – City Campus | |Title of Assignment: |Literature Review | |File(s) Submitted |BUSM3311_G2_s3245939_LiteratureReview_Negotiation.docx | |Student name: |Nguyen Van Thanh | |Student Number: |S3245939 | |Student Email Address: |s3245939@rmit.edu.vn | |Learning Facilitator in charge: |PETER TRAN | |Assignment due date: |16/5/2011 ...
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...Managers must prepare for strategic negotiations with parties in other countries to make specific plans as well as for continuing operations. In the global arena, cultural differences produce great difficulties in the negotiation process. Important differences in the negotiation process from country to country include: the amount and type of preparation for a negotiation; the relative emphasis on tasks versus interpersonal relationships; the reliance on general principles rather than specific issues and the number of people present and the extent of their influence. The term negotiation describes the process of discussion by which two or more parties aim to reach a mutually acceptable agreement. For long-term positive relations, the goal should be to set up a win-win situation-that is, to bring about a settlement beneficial to all parties concerned. The negotiation process comprises five stages, the ordering of which may vary according to the cultural norms: preparation; relationship building; the exchange of task-related information; persuasion and concessions and agreement. The importance of careful preparation for cross-cultural negotiations cannot be overstated. Adept negotiators conduct research to develop a profile of their counterparts so that they know, in most situations, what to expect, how to prepare, and how to react. After developing thoughtful profiles of the other party or parties, managers can plan for the actual negotiation meetings, prior to the meetings, they...
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...Negotiation Skills Chapter 1 is entitled- The Nature of Negotiation it introduces us to the definition of the term Negotiation- “a form of decision making in which two or more parties talk with one another in an effort to resolve their opposing interests.” The Objectives are 1. To understand the definition of negotiation, the key elements of a negotiation process and the distinct types of Negotiation. 2 Explore how people use negotiation to manage situations of interdependence- that is, that they depend on each other for achieving their goals. 3 Consider how negotiation fit into the broader perspective of processes of managing conflict. 4 Gain an overview of the organization and content of this book. People negotiate all the time. Negotiations occur for several reasons: 1 to agree on how to share or divide a limited resource such as land, or property or time. 2 to create something new that neither party could do on his or her own and 3 to resolve problems or a dispute between the parties. People may recognize the need for negotiation but do poorly because they misunderstand the process or do not have good negotiating skills. For most people bargaining and negotiation mean the same thing, however in the text bargaining is used to describe the competitive, win-lose situation such as haggling over price at a yard sale, flea market or a car lot: Negotiation on the other hand is used to refer to win-win situations like those that occur where parties are trying to find a mutually...
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...MOI UNIVERSITY KHADIJAH KWEYU CONFLICT MANAGEMENT & NEGOTIATION BHR 107 Discuss the basic theoretical models of bargaining process and explain how they can improve individuals negotiation skills in an organisation. Introduction: Bargaining can be defined as an agreement between parties settling what each gives or receives in a transaction between them or what course of action or policy each pursues in respect to the other. The study of bargaining process involves an analysis of the actors, the stakes and the factors involved. All theories feed into each other, and combining these theories allows for a more complete understanding of the issues involved in bargaining process and therefore helps to improve individuals negotiation skills. There are several different theories analyzing the process and outcome of bargaining process as follows:- 1. Integrative Approach Model 2. Game Theory 3. Behavioral Theory 4. Power Theory 5. Optimal Agent Independence 1. Integrative Approach Model The integrative approach divides the negotiating process into three phases: • Diagnostic • Formulation • Details In the practice of negotiation, these phases are not necessarily linear. Rather, they can be repeated and addressed many times throughout the negotiation process. The toughness dilemma in the integrative approach calls for tough diagnosis in order to clearly elucidate the true interests of each party. In the formulation...
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...behaviors to support your assessment. 2. which of the four key temperaments do you think your comments and behaviors most clearly displayed? 3. Do you agree with each other's self and other assessments? not, why do you think you see the behaviors differently? If rffib PERToRmHcE CoMPEiENct Es FoR THts CHnprER o e To understand communication as a Process To learn rules for effective iistening and speaking in "lt is a greal misfortune neither r o o o negotiation To learn communication filtering techniques for negotiation To recognize signs of destructive conflict in negotiation and what to do when they arise To learn to watch body language in negotiation To be cautious in written and electronic negotiation lo have enough wit to talk well nor enough judgment to be silenl." La BruYere 85 86 ChaPter 6 ' Communicating in Negotiation 87 tion is essential for negotiating success. The opening quotation summarizes the essence of negotiation communication. your goal shouldbe to say the right things in the right ways at the right times and to hear. what you say must be understood as you iniend it to be effective. saying the right things in the right ways is necessary for your message to be understood. Hearing the othei parties is neiessary for you to say the right things at the right timei. Communi- Do you communicate when you speak, or do you just make noise? Is what is written here communication, or just noise? Communica- ...
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...the international negotiation. The environmental context – this Includes environmental forces that neither negotiator controls that influence the negotiation The immediate context – this Includes factors over which negotiators appear to have some control The following diagram below shows the context of international negotiations. According to the above diagram, the 6 factors in the environmental context that makes international negotiation different from the national are: (1) Political and legal pluralism Firms from different countries work with different legal and political systems. There are large concerns about the political risks. (2) International economics The value of foreign currencies which fluctuates from time to time; this factor needs to be negotiated. (3) Foreign governments and bureaucracies The level of governmental meddling in business in many nations is wide-ranging. In countries firms are free from government regulations while in others they are not. Parties need to know whether the governments should be included in their negotiations or not. (4) Instability Instability can be caused due to lack of resources (electricity/computers), shortages of other goods and services (water, transportation and proper food) and political instability (government policies). (5) Ideology & Culture Negotiators from different countries believe in different ideology. Due to different ideologies negotiators may have to face a challenge in communication...
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...Managing Negotiation Introduction From reaching an agreement with a large client to bargaining for a higher starting salary, the ability to negotiate effectively is a critical component of success in business. One fundamental aspect of a negotiation is if it will be approached as distributive bargaining or as an integrative negotiation. Distributive bargaining is a competitive, zero-sum negotiation in which there are a limited amount of resources available, while integrative negotiation takes place when “the parties’ goals are not seen as mutually exclusive and in which the focus is on making it possible for both sides to achieve their objectives” (Nelson and Quick 2009). For example, a dispute over land would necessitate distributive bargaining, whereas a partnership between two firms to buy and sell a product could be made through integrative negotiation. The process of two or more parties reaching a joint decision is influenced by a variety of factors. In analyzing business negotiation, we will first give an overview of past scholarly research on the topic, and then explore more current mental models of negotiation. We will also examine the possible hurdles to reaching agreements posed by cross cultural differences, particularly between American and Chinese business people. Finally, we discuss the relative importance of BATNAs (Best Alternative to Negotiated Agreement) and contributions in the bargaining process. History of Negotiation Research In the 1960’s...
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...Part I My fast-food franchise has been cleared start a business in United Arab Emirates, Israel, Mexico, and China. I will now begin the construction of my restaurants. The financing of my business will come from the United Arab Emirates, the materials will come from China and Mexico, the technology and engineering will come from Israel, and the labor in the restaurants will consist of hiring employees within the countries that the business is in. My management team from the United States will be in charge of hiring employees for the restaurants. There will be a big meeting at the headquarters located in the United States to provide and explain the project and to help everyone become acquainted with one another. While attending the meeting the members in the group are staying with their own culture and not communicating with anyone outside their group. Because these different cultures are not mingling, the cultural phenomenon in this situation is the language, ethnocentricity, beliefs etc. This is because each of the groups has their own values and standards. Each of the cultures ethnocentricity is different and they use their own standards based on their culture to judge the behavior and beliefs of other individuals of a different culture. Each of the cultures has their own behaviors, values, customs, and beliefs that are taught from generation to generation, which is known as enculturation. Some of the other cultural phenomenons are nationality, race, ethnicity, and socioeconomic...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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...The Godfather Part II The Godfather Part II is the fiction movie that I have selected to describe the parties’ perceptions, the obstacles impeding resolution and how it might have been handled to a more satisfying resolution by using effective conflict resolution concepts (communication skills, Getting To Yes principles, TRIP goals). In this specific conflict, Michael Corleone has secured the head position in the family, and attempts to expand the family empire into Las Vegas and Cuba. The Corleone family no longer resides in New York. They have moved to Nevada where they are obtaining an influential reputation with the vague goal of some day becoming "legitimate." With Nevada Senator Pat Geary, Michael Corleone discusses the terms of a fourth state gaming license for the Corleone family, but the two only trade insults and demand payoffs. Michael: This is my lawyer, Tom Hagen; Senator Geary. He's the one who arranged this whole thing through your man Turnbull. Senator: Yes -- Yes. Senator: Well uh, it's perfectly all right with me, but I should tell you that I am a blunt man and I intend to speak very frankly to you -- maybe -- more frankly than anyone in my position's ever spoke to you before. The Corleone family has done very well here in Nevada. You own, or, you control, two major hotels in Vegas -- one in Reno. The licenses were grandfathered in, so there is no problem with the gaming commission. Now, my sources tell me that -- you plan to make a move...
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...CONFLICT T he success or failure of any organization is dependent upon the use of its indigenous, collective energies. When procedures are clear, the "esprit de corps" is high, and the business is said to be productive. But whenever people come together in one setting over a period of time, you can always expect conflict to find itself in the midst. The Webster’s dictionary defines conflict as a sharp disagreement or opposition of interests or ideas but from a more objective perspective, conflict is “a state in which one party perceive that another party has, or is about to negatively impact something that is important to the first party” (Robbins, 2006). The key word to note in this definition is “perceives”. Perceive is a concept that occurs within the mind. It is one’s interpretation of a situation or thing and does not necessarily have to be true. That might explain why on many occasions, a conflict that arises; may be unnecessary or misguided and result in wasted time. Causes of Conflict A s you may discern, the causes of conflict are numerous and each has their own accompanying challenges. Within the organization however, C. Brooklyn Derr in his book Major Causes of Organizational Conflict: Diagnosis for Action, stated that there are six (6) main causes of conflict: 1) The interpersonal disagreements that arise when one person is experiencing individual stress. People bring their whole selves to the workplace and they may...
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...LDR 102 Conflict Resolution Viveck Marya Negotiation can be thought of as a form of interpersonal communication. How effectively one is able to communicate and listen will have a definitive impact on the results of a negotiation. Both sending and receiving signals form the basis of the give and take process that result in a mutually satisfying agreement to both parties. Negotiation is comprised of tangible and intangible dimensions. Dimensions of Negotiation and their relative ease or difficulty in the communication process. Tangibles – Ease of Communication Dimension | Example | Position | “I need a 10% reduction in price to extend the contract.” An unambiguous statement of demand. | Concessions | “I see time constraints are a major issue for you. We can guarantee delivery by the first of the month.” An unambiguous accession to a demand. | Goals | “We would like to develop a long-term relationship between our two companies.” Goals are an affirmative communication. | Commitments | “My client needs a percentage of the profits or she will not do this movie.” A clear position with a distinct outcome. | Alternatives | “If you won't consider a reduction in quantity, I will have to go with an other supplier.” A clear signal to the other party of your options. | Intangibles – Difficulty of Communication Dimension | Example | Interests | “I would like to win this negotiation.” Interests...
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...neighborhood. Many of the residents of New Oxford welcome the new facility, as a way to increase revenue for the area and create much needed new jobs. M-Core is attempting to build the new facility by purchasing the homes of the residents who currently occupy the land for a price above what the homes are worth. Most of the residents have been happy to take the company up on its offer but three residents have been unwilling to relocate and sell their homes. M-Core has asked the local politicians, including the mayor to help persuade the residents to sell their land. This paper will examine the problem facing M-Core and some of the possible solutions to the problem. Ultimately I will recommend a solution for M-Core to use to resolve the conflict between the company and the residents and how the company can evaluate the results of the solution. Describe the Situation Issue and Opportunity Identification M-Core is walking a fine line because the company wants to...
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