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Negotiation and Conflict Resolution Chapter 4 5-1
Learning Objectives ,[object Object],[object Object],[object Object],5-2
Learning Objectives (cont.) ,[object Object],[object Object],[object Object],[object Object],5-3
Negotiation ,[object Object],5-4
The Negotiation Process ,[object Object],[object Object],[object Object],[object Object],[object Object],5-5
How Culture Influence the Negotiation Process? ,[object Object],[object Object],[object Object],[object Object]
Situational Factors ,[object Object],[object Object],[object Object],[object Object],5-6
Verbal Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],5-7 ,[object Object],[object Object]
Cross-Cultural Negotiation at the Climate Change Conference of Industrial Countries, Kyoto, 1997 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Nonverbal Tactics ,[object Object],[object Object],[object Object],[object Object],5-8
Conflict Characteristics of Low- and High-Context Cultures 5-10 Key Questions  Low-Context Conflict  High-Context Conflict Why: e.g., Why do we need a contract or need to reach an agreement? When: e.g., When do conflicts occur? Analytic, linear logic;  instrumental oriented; dichotomy between conflict and conflict parties Individualistic oriented; low collective normative expectations; violations of individual expectations create conflict potentials Synthetic, spiral logic;  expressive oriented; integration of conflict and conflict parties Group oriented; high collective normative expectations; violations of collective expectations create conflict potentials
5-10 Conflict Characteristics of Low and High-Context Cultures Key Questions  Low-Context Conflict  High-Context Conflict What: e.g., What to say or not to say? How: e.g., How to express yourself or make a proposal? Revealment; direct, confrontational attitude; action and solution oriented Explicit communication codes; line-logic style; rational-factual rhetoric; open, direct strategies Concealment; indirect, non-confrontational attitude; “face” and relationship oriented Implicit communication codes, point-logic style: intuitive-affective rhetoric; ambiguous, indirect strategies
Becoming a Better Cross-Cultural Negotiator ,[object Object],[object Object],[object Object],5-11
Convergence or Divergence? ,[object Object],[object Object],[object Object],[object Object],5-12
Implications for Managers ,[object Object],[object Object],[object Object],5-13

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9 Ppp Negotiation & Conflict Resolution

  • 1. Negotiation and Conflict Resolution Chapter 4 5-1
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  • 11. Conflict Characteristics of Low- and High-Context Cultures 5-10 Key Questions Low-Context Conflict High-Context Conflict Why: e.g., Why do we need a contract or need to reach an agreement? When: e.g., When do conflicts occur? Analytic, linear logic; instrumental oriented; dichotomy between conflict and conflict parties Individualistic oriented; low collective normative expectations; violations of individual expectations create conflict potentials Synthetic, spiral logic; expressive oriented; integration of conflict and conflict parties Group oriented; high collective normative expectations; violations of collective expectations create conflict potentials
  • 12. 5-10 Conflict Characteristics of Low and High-Context Cultures Key Questions Low-Context Conflict High-Context Conflict What: e.g., What to say or not to say? How: e.g., How to express yourself or make a proposal? Revealment; direct, confrontational attitude; action and solution oriented Explicit communication codes; line-logic style; rational-factual rhetoric; open, direct strategies Concealment; indirect, non-confrontational attitude; “face” and relationship oriented Implicit communication codes, point-logic style: intuitive-affective rhetoric; ambiguous, indirect strategies
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