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Cultural difference in negotiation
Strengths and weakness of negotiation
Role of negotiation in resolving conflicts
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Recommended: Cultural difference in negotiation
The abundance of west versus east comparisons has always been at war. From what utensils is the most effective way to eat, to which entity is it better to follow. Chinese Conflict Preferences and Negotiating Behavior: Cultural and Psychological Influences, by Kirkbride, Tang, and Westood (1991), is no different. This article submits a comparison of differences in conflict management and negotiation styles by westerners and easterners.
Kirkbride, Tang, and Westwood have presented a compelling comparison between Anglo-American methodologies of negotation and conflict management to Chinese methodologies. For the purpose of their article, Anglo- Americans embody Canada, Britain, American, Ireland, Austrailia, and New Zealand (Kirkbride, Tang, & Westwood, 1991). Although the article is written to determine the methodology of Chinese people only those in Hong Kong, Singapore, Taiwan, and Mainland (Kirkbride, Tang, & Westwood, 1991) are studied. The basis of their perspective derive from Chinese values. These Chinese values are harmony, collectivism, conformity, power-distance, holism, contextualism, time, face, shame, reciprocity, and guanxi (Kirkbride, Tang, & Westwood, 1991).
The purpose of their article is to analyze the depth in which traditional Chinese cultural values and psychology affect their strategies towards conflict resolution and negotiation.
It was written to further enhance the data collection of eastern and western differences in social science. Two of the authors, Kirkbride and Tang, have previously engaged in a similar study, of determining the preferred conflict management and negation style, and are currently in the process of undertaking an updated study for the same topic.
The thesis of this article is ‘Chin...
... middle of paper ...
...be incorporated to better support their stand on how Chinese people conduct negotiations and navigate away from conflict.
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Kirkbride, P. S., Tang, S. F., & Westwood, R. I. (1991). Chinese Conflict Preferences and Neogitation Behaviours: Cultural and Psychological Influences. Organization Studies, 12(3), 365-386.
Kirkbride, P., Tang, S. F., & Westwood, R. (1991). Chinese conflict preferences and negotiating behaviour: Cultural and psychological influences. Organization Studies, 12(3), 365-386.
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Understanding clients` needs, ability to empathize and connect, to provide individual counselling, and to choose the most appropriate avenue for resolving clients` problems, involves a high degree of cultural competence. Cultural competence is important in every profession, but it is especially important in law because “Culture is key to how we experience, and how we respond to conflict.” The cultural background of the parties directly influences preference of the process, strategy and tactics utilized, and the desired outcome. Meta-analysis and an empirical evidence available in Social Sciences supports the position that the cultural background of the parties is one of the major factors that influences behaviour during the dispute. For example, according to the studies in Social Psychology, the differences arise from the values that the particular society holds. For example, in Western cultures, people are viewed as autonomous individuals who are responsible for their actions. However, Eastern societies are known for their Interdependence. In this instance, Independent cultures are oriented towards the self, and Interdependent cultures are oriented towards one`s social group. In Independent cultures an individual is concentrating on himself/herself, therefore their ties with their group members are somewhat weak. Interdependent cultures, on the other hand, are the cultures where an individual is part of a group and the group serves to aid the group member at various stages of his/her life. Independent societies emphasize the importance of the self and goals directed toward oneself, whereas, Interdependent societies stress the importance of others and the goals serve to benefit
In the world of communication, there are many theories which describe different ways people communicate. According to Doctor Thomas Hanitzsch, an associate professor of communication at the University of Munich in Germany, “Communication Theory is an international forum publishing high quality, original research into the theoretical development of communication from across a wide array of disciplines” (“Communication Theory”). A specific communication theory that will be highlighted is the Face-Negotiation theory developed by Stella Ting-Toomey. Simply stated, Dr. Ting-Toomey suggests that conflict is a consequence of identity management on an individual and cultural level, and occurs when an individual or group’s face is threatened. Similarly, people from individualistic, low context cultures interact differently from collectivist, high context cultures. This means that “people from collectivistic cultures with an interdependent self-image are concerned with giving ‘other-face’ or ‘mutual face,’ so they adopt a conflict style of ‘avoiding or integrating’” (Griffin “List”). Likewise, “people from individualistic cultures with an independent self-image are concerned with protecting self-face, so they adopt a conflict style of ‘dominating’” (Griffin “List”).
Yan, Jun, and Ritch L. Sorenson. "The influence of Confucian ideology on conflict in Chinese family business." International journal of cross cultural management 4.1 (2004): 5-17.
“Upholding a stable and harmonious society has been viewed as the most important role of ethics (Werth, 2013).” China is a high context culture. “In high context cultures, information is either in the physical context or internalized in the person (Iowa State University, 2015).” In China they depend more on understanding each other’s meanings rather than having to speak to communicate. “In these cultures, members tend to use a more indirect style of communication (Iowa State University, 2015).”
Google and the Government of China. A case study in Cross-Cultural Negotiations. Develop a negotiations planning document using the Kellogg format in Exhibit 11. Issue Google Chinese government Purpose of negotiation Priority: 1 Position: focuses on profit and brand management Priority: 2 Position: technological, economic gaining.
78, no. 1, pp. 137-146. 5 (3), 27-45, http://www.politicalperspectives.org.uk/wp-content/uploads/Sino-US-relations1.pdf 9. Wang, Hui, “U.S.-China: Bonds and Tensions”, RAND Corporation, 257-288, n.d., http://www.rand.org/content/dam/rand/pubs/monograph_reports/MR1300/MR1300.ch12.pdf 10. Yuan, Jing- Dong, “Sino-US Military Relations Since Tiananmen: Restoration, Progress, and Pitfalls”, Spring 2003, http://strategicstudiesinstitute.army.mil/pubs/parameters/articles/03spring/yuan.pdf 11. Yan, Xuetong. "
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.
Stella Ting-Toomey’s face negotiation theory explains cultural differences in conflict and conflict resolution by explaining individualistic and collectivistic cultures, methods of conflict resolution, and high and low contexts. Individualistic cultures, like the United States, are focused more on themselves as an individual; they are focused more on what keeps them on top. They are self-image dependent which leads to face concern self, other, and mutual face restoration. Individualistic culture is often found more in men than in women because men are taught from a young age that they need to be the alpha. While Individualistic cultures are concerned about themselves, a collectivistic culture is quite the opposite. A collectivistic culture,
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 across the table, but those of individuals on the same side of the table. [At times, it may be tempting to attribute the outcomes of negotiations to a single variable (such as the culture or the relative power of a country).] The term culture has taken on many different meanings but basically it reflects the shared values. Culture affects negotiations in different ways. In this paper, we are going to discuss the American and Jap...
This approach directly addresses the conflict and is often viewed as “might makes right” (Robin, 2002). A confrontational style usually involves high emotional levels, clear clarity of goals, weak relationship, and low concern for formalities or fear of punishment, moderate concerns for traditions, and a moderate self-concept.