件-Chapter5跨文化谈判.ppt

国际企业与跨文化管理国际企业与跨文化管理International Corporations and Intercultural ManagementInternational Corporations and Intercultural ManagementBy Li JiannanFor Students Majored in HRMFor Students Majored in HRM Chapter 5跨文化谈判跨文化谈判Intercultural Negotiation文文化化因因素素一、引导案例一、引导案例Opening Case1、案例大纲、案例大纲Case synopsisv（1）谈判双方）谈判双方Two Parties of NegotiationCanadian Company加拿大公司：加拿大公司：A manufacturer of wallpaper printing equipment Canwall壁纸打印设备制造商壁纸打印设备制造商坎沃尔公司坎沃尔公司 Chinese Factory中国工厂：中国工厂：A new wallpaper production company 中国壁纸厂中国壁纸厂v（2）促成谈判的过程）促成谈判的过程The Process of Causing NegotiationThe manger of the Chinese company,Mr.Li,had been a member of a delegation to Canada.He had met with one of Canwalls senior salespersons and the director of manufacturing.Subsequently a trade representative from Canada had been in China representing Canwalls interests to the Chinese manager.After those meetings and numerous letters and faxes,Canwalls top people were now ready to negotiate the sale.v（3）谈判细节）谈判细节The Details of NegotiationThe First Day第一天第一天欢迎您WelcomeThis red-carpet treatment made Canadians feel optimistic aboutthe sale.The Second Day第二天第二天See the sights nearby See a local danceBut,CanadiansEager to begin discussing the saleThe Third Day第三天第三天Giving generalizations about itselfthat seemed to the Canadians to beunrelated to the sale Chinese representativesnodded,smiled and said Yes译员译员InterpreterTranslation slowed down communicationThe Chinese also spent a lot of timetalking about the Canadian trade agent Make the presentationto 10 Chinese peopleJubilant Canadiansfelt confidentThe Fourth Day第四天第四天New faces asked Canadians to explain once againNew faces asked Canadians to explain the technologyFemale interpreters problems:unfamiliar with technological termsand only can arrange work in a public placeThe Fifth Day第五天第五天The Chinese were reproachful aboutthe discrepancies about technologyThe afternoon session was uncomfortableOne of the key Chinese speakers left the roomwithout any explanationThe Sixth Day第六天第六天The Chinese appreciated the high quality of theCanadians product and suggested the Canadianscould give maintenance training,but the Canadianspointed out the expense and difficulty.The technical discussions to priceThe Canadians began to ask pointed questionsThe Seventh Day第七天第七天Things were still unresolvedThe methods of payment?Deadlines and requirements of the municipal officialsManager Li smiled and spoke of mutual cooperation for thefuture,and past Chinese-Canadian relations,and the greatamount he and his factor could learn from the Canadians.补充协议补充协议Expanded versionDisappointed but with expressions on both sides of willingnessto continue to discuss the sale by mail and faxv（4）谈判结果）谈判结果The Results of NegotiationThe Canadians were stunned to learn two weeks later that the factory had decided to buy from a Japanese equipment manufacturer.v（5）问题）问题QuestionsThe Canadians knew their product was good and their price was fair.What had happened to derail their sale?2、案例分析、案例分析Case Analysisv（1）坎沃尔公司在中国到底碰到了什么意外？）坎沃尔公司在中国到底碰到了什么意外？What Really Happened with Canwall in China?中国人看重关系中国人看重关系Chinese Emphasis on Relationships加拿大人希望节约时间，提高效率加拿大人希望节约时间，提高效率Canadian Expectations about Time and Efficiency谈判风格的差异谈判风格的差异Differences in Negotiating Style谈判问题的排列顺序差异谈判问题的排列顺序差异Differences in Ranking Issues to be Negotiated：价格：价格Price、付款进度、付款进度Payment Schedule、对关系的看法对关系的看法Attitudes toward the Relationship决定交易成败的因素决定交易成败的因素Factors that Determined the Dealv（2）了解文化有助于谈判成功）了解文化有助于谈判成功How Knowledge of Culture can Help确认文化因素确认文化因素Identify cultural factors就对方的文化提问就对方的文化提问Questions about an unfamiliar culture最好地组织和设计谈判方式并说服对方最好地组织和设计谈判方式并说服对方The best way to organize and structure the negotiation communication and how best to persuade用非言语语言信号和具体行为用非言语语言信号和具体行为The Nonverbal and behavioral signals决策方式、信息收集方式以及在异域文化中解决问题的方式决策方式、信息收集方式以及在异域文化中解决问题的方式The way of decision making,information collecting and problems solving in the other culture在中国，结果和关系：哪个更重要？在中国，结果和关系：哪个更重要？In China,Do Results or Relationships Take Priority?The Chinese value relationships as much as resultsSpend time developing the links and cultivate a sense of friendship and obligation协调的观念协调的观念The value of harmonyAvoid displays of anger or express criticism that might cause loss of faceUsing shame Not use question asking as a primary learning methodThe purpose of question asking：核实信息的准核实信息的准确性确性Verify the accuracy；弄清一些技术问题弄清一些技术问题Find out some technical problems；建立关系建立关系Build a relationship。The Chinese perform tasks simultaneouslyThe Chinese have a preference for form in negotiationsThe most important person on the negotiating team is the most senior in ageAccess to authority is mediatedInterdependence characterizes Chinese social organizationTolerate uncertainty about outcomes二、谈判要素二、谈判要素Factors in Negotiation1、对谈判结果的预期、对谈判结果的预期Expectations for Outcomesv（1）目标不同）目标不同Different Goalsv（2）公平和利益）公平和利益Fairness and Advantagev（3）谈判结果）谈判结果Negotiation Outcomes:Winning,Losing,and Reaching a StalemateWinning means not having to make concessions beyond the reserve point(the bargaining limit established by a negotiating team before the negotiations begin)in order to gain the teams objectives.Winning can also mean you have achieved an agreement in which the other side gives up more than you do.一输一赢一输一赢Win-Lose双赢双赢Win-Win僵持不下僵持不下Stalemate整合式（一体化）谈判Integrative negotiation分配式谈判Distributive negotiationu 根根据据教教材材：Distributive Distributive negotiationnegotiationBargaining that occurs when two parties with opposing goals compete over a set value.分分配配式式谈谈判判发发生生在在拥拥有有相相反反目目标标的的双双方方围围绕绕特特定定价价值值进进行行竞竞争争的情况下。的情况下。u 根根 据据 教教 材材：Integrative Integrative negotiationnegotiationBargaining that involves cooperation between two groups to integrate interests,create value,and invest in the agreement.整整合合式式谈谈判判指指两两个个群群体体在在整整合利益、创造价值、达成协议方面相互合作的讨价还价。合利益、创造价值、达成协议方面相互合作的讨价还价。特征特征Characteristic分配式谈判分配式谈判Distributive Negotiations整合式谈判整合式谈判Integrative Negotiations目标目标Objective获取最大价值获取最大价值Claim maximum value创造及获取价值创造及获取价值Create and claim value动机动机Motivation个人私利个人私利Individual-selfish benefit群体合作的收益群体合作的收益Group-cooperative benefit利益利益Interests分散的分散的Divergent重叠的重叠的Overlapping关系关系Relationship短期的短期的Short term长期的长期的Long term结果结果Outcome输赢格局输赢格局Win-lose双赢格局双赢格局Win-win谈判类型及特征谈判类型及特征Negotiation Types and Characteristics2、谈判小组的人员组成、谈判小组的人员组成Members of the Negotiating Team战略性角色战略性角色A Strategic Negotiation辅助性角色辅助性角色A Synergistic NegotiationThe style is trusting and friendlyThe Style is confrontational（1）谈判小组中的高职位成员）谈判小组中的高职位成员Members with high status（2）谈判小组中有特殊专长的成员）谈判小组中有特殊专长的成员Members with special expertise（3）谈判小组中的译员）谈判小组中的译员The Interpreter（4）对方谈判小组成员的组成）对方谈判小组成员的组成Makeup of the other sides team（5）谈判小组成员的决策权）谈判小组成员的决策权Members decision-making authority（6）谈判小组成员的地位）谈判小组成员的地位Team members status3、谈判的物理环境、谈判的物理环境Physical context of the negotiation（1）地点和空间）地点和空间Site and space（2）日程与议程安排）日程与议程安排Schedule and agenda（3）如何利用时间）如何利用时间Use of time（4）主办方的盛情款待）主办方的盛情款待Host hospitality4、沟通与谈判风格、沟通与谈判风格Communication and style of negotiating（1）双方关注的焦点不同）双方关注的焦点不同Differences in focus（2）荣誉感）荣誉感Honor（3）形式）形式Form（4）情绪）情绪Emotion（5）沉默）沉默Silence三、谈判的阶段划分三、谈判的阶段划分The Phases of Negotiation2、和对方建立关系、和对方建立关系 Development of relationship3、就谈判议题交流信息、就谈判议题交流信息Information exchange about the topic under negotiation4、说服、说服/劝说劝说 Persuasion5、让步与协议、让步与协议 Concession and Agreement1、计划、计划 Planning低语境文化的谈判策略Low-Context Negotiation Tactics高语境文化的谈判策略High-Context Negotiation Tactics用实际数据支撑论点Supporting argument with factual data提出反对意见Offering counterproposals沉默Silence反对，不同意Disagreeing威胁对方Threatening the opposing side对对方进行人身攻击Attacking opponents characters避开某些问题不谈Avoiding certain issues表现自己的情绪Expressing emotion将原则坚持到底Insisting on a final position给出最终报价Making a final offer用个人关系支撑论点Supporting argument with personal connections提出反对意见Offering counterproposals沉默Silence建议增列条款Suggesting additional items查阅先例Referring to precedent服从领导Deferring to superiors避开某些问题不谈Avoiding certain issues避免冲突Avoiding conflict开放式，有柔性Remaining open and flexible对行前谈判过的问题重新进行谈判Revisiting and reopening items previously negotiated最终谈判最终谈判 Culminating negotiationsv正式协议正式协议Formal agreementv非正式协议非正式协议Informal agreementv未达成的协议未达成的协议Agreement not to agreev待续的协议待续的协议 四、管理谈判冲突四、管理谈判冲突Managing Conflict in Negotiation群体内冲突群体内冲突Intra-group conflict群体间冲突群体间冲突Inter-group conflictv两个或更多群体或组两个或更多群体或组织之间外在的不一致织之间外在的不一致v发生在特定群体或组发生在特定群体或组织内部的争端和对抗织内部的争端和对抗管理冲突的各种方式管理冲突的各种方式冲突解决方案的二元关注模型冲突解决方案的二元关注模型Dual concern model折衷Compromise迁就Accommodation合作Collaboration回避Avoidance竞争Competition高对他人成果的关注低低对自身成果的关注高五、总结五、总结Conclusionv1、引导案例、引导案例Opening Case；v2、谈判要素、谈判要素Factors in Negotiation：谈判结果的预期：谈判结果的预期Expectations for Outcomes、谈判小组的人员组成、谈判小组的人员组成Members of the Negotiating Team、谈、谈判的物理环境判的物理环境Physical context of the negotiation、沟通与谈判风格、沟通与谈判风格Communication and style of negotiating；v3、谈判的阶段划分、谈判的阶段划分The Phases of Negotiation的：和对方建立关系的：和对方建立关系Development of relationship、就谈判议题交流信息、就谈判议题交流信息Information exchange about the topic under negotiation、说服、说服Persuasion、让步与、让步与协议协议Concession and agreement；v4、管理谈判冲突、管理谈判冲突Managing Conflict in Negotiation Any question?