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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
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
Negotiation is a fundamental form of dispute resolution involving two or more parties (REF1). Negotiations can also take place in order to avoid any future disputes. It can be either an interpersonal or inter-group process. Negotiations can occur at international or corporate level and also at a personal level. Negotiations often involve give and take acknowledging that there is interdependence between the disputants to some extent to achieve the goal. This means that negotiations only arise when the goals cannot be achieved independently [2]. Interdependence means the both parties can influence the outcome for the other party and vice versa. The negotiations can be win-lose or win-win in nature. The disputant will either try to force the other parties to conform to their demands or try to formulate a solution which satisfies both parties. The nature of their relationship during the negotiation is linked to the nature of their interdependence, the way negotiations are piloted and the final outcomes for the disputants [3]. Effective negotiators try to comprehend the ways in which other disputants may alter or readjust their positions during the whole process. This is comprehended by looking at how other disputants alter their positions during previous negotiations. Negotiations also involve a desired amount of information exchange and try to influence the other disputant’s outcome. This process of give and take is necessary to achieve a favourable agreement. Disputants usually will not want to cooperate if they sense a lack of willingness to compromise from the other party’s side.
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]
Culture is one of the most common conflict situations in the workplace and can be caused by different cultures and assumptions of each employee, that can amount to well over one-hundred different cultures in any one workplace in a metropolitan area of any big city in the United States. People from different cultures often have different mindsets from those that are of cultures different from theirs. Each culture may even have a sub-culture, this further dilutes the conflict. Some people value work more than others and some are more motivated than others and this causes conflict on the job.
The conflict must be used to develop relationships: The cross-functional conflicts are solved and the managers are encouraged to take active steps in this regard. A conflict-resolution process is launched known as informational gatherings, which is initiated when the parties are unable to resolve their own conflicts (Gitell,
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.
Meaningful communication between two or more individuals rarely leads to 100% agreement between all parties involved. More commonly, there are disagreements on certain points. In a close relationship like a marriage, which is also a partnership; in a strong business relationship; or in a hostage situation, these disagreements must be worked out satisfactorily for both sides in order for the relationship to remain healthy and/or the outcome to be positive. When the parties must reach an agreement or a compromise, one of the best communication strategies is negotiation.
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).
Sometimes, the stakeholders of the projects have their own personal objectives which become a hindrance in carrying out the project successfully.
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
When two or more people come together with an aligned goal, a team is formed. This team is comprised of members, each with his own plan of action to best achieve the task at hand. Many times one member believes that his point of view is the most correct or most efficient, while another member of the team may disagree, offering her idea as best. When one individual challenges another, conflict is born. This is a very basic example, and only one type of conflict is addressed. In reality, there are several types of conflict; some positive, some negative. The sources of conflict are as varied as each member’s own personality style. Humans differ in countless ways. These differences contribute to the strength of team members. Each personality brings with it a different interaction and different communication styles, ideas, and varying levels of creativity. With each difference the possibility of conflict increases. Once conflict is encountered, resolution is vital so that the team can again focus on its common goal. Knowing what types of conflicts you will encounter will help you deal with issues when they arise.
An awareness of cultural customs and attitudes in regards to business will require communication efficiency and effectiveness. Culture affects the way people think about business within societal norms. For example, Asian cultures, including Japan and China, promote teamwork and cooperation in business environments while Western businesses promote individual action and responsibility. Understanding these values will help create an effective communication strategy with partners from these regions. Communication is the life blood of any organization; it requires a proactive approach because many hindrances have the ability to degrade or obstruct the ability to pass information and therefore have a direct effect on business relationships.
Wole Soyinka’s involvement in the political history of Nigeria and his coming face-to-face with the struggle for independence can be seen as the inspiration behind his works. He stands out to politically represent his native Yoruba culture as a part of the unending resistance struggle. The inclusion of political oppression in his works can be related back to the period of his imprisonment for twenty seven months for his involvement in the events at the Biafran War. Torn between the Yoruba culture of the black man and the white man’s culture of British imperialism, Soyinka, through his works merges the western elements with the elements of Yoruba culture and brings to light the problems of culture, tradition and politics. He not only emerges as a figure of resistance, to remain opposed to the tyrannical political order, but also protests against the suppressive voices of this order. Using his native Yoruba culture as the backbone of his writings and with the help songs, dance, in a way becomes a symbolic representation of the status of the tribe. Soyinka in Myth, Literature and the African World states that music “is the intensive language of transition”. This statement can be seen working in Soyinka’s Death and the king’s horseman and The Bacchae of Euripides. Through dance and music, he not only focuses on this transition but also presents its essentiality in upholding the African culture. The usage of Yoruba proverbs along with the language of the colonisers and the placing of the language of the colonised and the coloniser on the same pedestal determines Soyinka’s stance to wipe out the hierarchization of the imperial language. He, thus, tries to reclaim the with...
Conflict is part of the normality and is manifested with varying degrees of intensity, occurring when people feel they have created inconsistencies between their goals, aspirations and expectations (Cojocaru, C 2010, p.429). Conflict is unavoidable whether it is in the workplace, or in social life. Hatch and Cunliffe states that learning to deal effectively with conflict and making it functional is a critical investment for good intrapersonal and interpersonal relations in organizations well as setting the tone for a positive climate and culture for success (cited in Judonoo, E & Schroeder, K & Boysen-Rotelli, S 2012, p.52). It is beneficial for organisations to promote a culture of healthy conflicts by creating the right atmosphere. This is the best approach for organisations as conflict will occur regardless, in which time and money are spent in resolving them. However, in today's society, modern workplaces can sometimes see conflict as a positive. According to the 'Model of the Conflict Process' the positive conflict outcomes include better decisions, responsive organisation and team cohesion (McShane, Olekalns & Travaglione 2010, p. 415). Currently in few workplaces, conflict can be seen due to misunderstanding about differing needs. This leads to disagreements and arguments. Furthermore, this is not necessarily negative. When organisations recognize the conflict, they have to examine the situation and environment, in a more compassionate manner, understanding all options. This conflict can be an asset for organisations as it gives the opportunity to discuss and explore other options while opening pathways to different ways of problem solving and team building. Conflict can be beneficial at times as it enables individuals to
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