Mind and Heart of The Negotiator 6Th Edition Leigh Thompson Solutions Manual Full Chapter PDF
Mind and Heart of The Negotiator 6Th Edition Leigh Thompson Solutions Manual Full Chapter PDF
Mind and Heart of The Negotiator 6Th Edition Leigh Thompson Solutions Manual Full Chapter PDF
CHAPTER 10
Cross-Cultural Negotiation
OVERVIEW
In a traditional course, there is little opportunity to experience cross-cultural negotiations; therefore, this
chapter must often be discussed in the abstract, without a direct context for experience. I begin the class
lecture by defining prototypes versus stereotypes. This is important to do, so as not to pigeonhole people.
If the class is diverse enough in background, it may be worthwhile to have students engage in a face-to-
face negotiation and make a personal note of every cultural issue of which they are aware. The lists that
students make can become the basis of discussion. I like to begin the discussion by introducing two
models: (1) the iceberg model; and (2) the three-dimensional model. Students will generally spend quite a
bit of time working through the three dimensions. I tend to resist spending a lot of time attempting to
characterize each country in each box (there will be a strong temptation to do this). Rather, I use this
model as a lens to analyze culture and, most importantly, expand our own repertoires for negotiations.
LECTURE OUTLINE
F. Affiliation bias
H. Naïve realism
1. Western Canon debate
2. Fundamental attribution error
B. People who use broad categories adjust to new environments adjust better than do
narrow categorizers.
C. Empathy
D. Sociability
H. Task orientation
I. Cultural flexibility
J. Social orientation
K. Willingness to communicate
L. Patience
M. Intercultural sensitivity
O. Sense of humor
C. Recognize that the other party may not share your view of what constitutes power.
E. Find out how to show respect in the other culture. (Exhibit 10-10)
2. Assimilation
3. Separation
4. Marginalization
VI. CONCLUSION
A. Negotiating across cultures is a necessity for success in the business world.
D. Key challenges of intercultural negotiation: expanding the pie; dividing the pie; dealing with
sacred values and taboo trade-offs; biased punctuation of conflict; ethnocentrism; the
affiliation bias; faulty perceptions of conciliation and coercion; and naïve realism.
E. Negotiators should learn to analyze cultural differences to identify value differences that
could expand the pie, recognize different conceptions of power, avoid attribution errors, find
out how to show respect, how time is perceived in other cultures, and assess options for
change.
KEY TERMS
accountability pressure The extent to which a negotiator is answerable for conducting themselves
in a certain manner
adversarial adjudication A judge makes a binding settlement decision but disputants retain control
of the process
affiliation bias A bias that occurs when people evaluate a person’s actions on the basis
of their group connections rather than on the merits of the behavior itself.
assimilation A situation that occurs when a group or person does not maintain its
own culture, but adapts to the host culture
bargaining Disputants retain full control over discussion process and settlement
outcome
biased punctuation of conflict The tendency for people to interpret interactions with their adversaries in
self-serving and other derogating terms
causal chunking The process of organizing interactions with others into a series of
discrete causal chunks, rather than an uninterrupted sequence of
interchanges
conceptual complexity People who think in terms of shades of grey, rather than black and white,
show less social distance to different others
direct-indirect communication Refers to the manner in which people exchange information and
messages
ethnocentrism Unwarranted positive beliefs of one’s own group and the simultaneous
negative evaluation of out-groups
fundamental attribution error An error that occurs when people attribute the behavior of others
to underlying dispositions or character and discount the role of
situational factors
guanxi networks Chinese networks of deep interpersonal trust built over years and decades
individualism-collectivism Refers to the basic human motive concerning preservation of the self vs.
the collective
inquisitorial adjudication Disputants yield decision outcome and process control to a third party
mediation Disputants retain control over final agreement decision but a third party
guides the process
pseudosacred values Issues that a decision maker claims are sacred or heartfelt when, in fact,
they are not
quality of communication Measures the nature and quality of intra- and intercultural
experience test communications
sacred values Issues that are deemed by the decision maker as ones that cannot be
compromised, traded off, or even questioned
secular values Issues and resources that can be traded and exchanged
separation A situation that occurs when a group or individual maintains its own
culture but does not maintain contact with another culture
social loafing A form of motivation loss in which people in a group fail to contribute as
much or work as hard as they would if they worked independently
social striving A form of motivation in which people are concerned for the welfare of
the group
stereotype A faulty belief that everyone from a given culture is exactly alike
1. EXERCISE: Abhas-Bussan
by Amol Patel and Jeanne M. Brett
Abhas-Bussan is a negotiation between a Japanese manufacturer and an Indian distributor. It is
designed to be used with Raiffa’s (1982) chapter about quantifying preferences and priorities.
Preparation: 120 min. Negotiation: 60 min. Available from the Dispute Resolution Research
Center (DRRC) at the Kellogg School of Management, Northwestern University, 2001 Sheridan
Road, Evanston, IL 60208; www.negotiationexercises.com.
4. EXERCISE: Cartoon
by Jeanne M. Brett and Tetsushi Okumura
Cartoon is a U.S.-Japanese version of the Moms.com exercise (see suggested cases and exercises
for Chapter 8). Preparation: 60-90 min. Negotiation: 90 min. Available from the DRRC at the
Kellogg School of Management, Northwestern University, 2001 Sheridan Road, Evanston, IL
60208. Phone: (847) 491-8068; www.negotiationexercises.com.
7. EXERCISE: GlobeSmart
by Leigh Thompson
GlobeSmart is a cross-functional team exercise that involves “distance” teamwork. Teams face
the multitude of challenges (e.g., geographical, cultural, communication, etc.) posed by distance
teamwork. The task parallels the Mars Climate Orbiter disaster in 1999, in which one team used
metric units and the other used English units for a key operational measurement that ultimately
failed. Key learning points focus on the challenges of distance teamwork in terms of
communication biases and how to overcome them. Preparation: 20 min. Negotiation: 35 min.
Available from the DRRC at the Kellogg School of Management, Northwestern University, 2001
Sheridan Road, Evanston, IL 60208; www.negotiationexercises.com.
from the negotiators. Key cultural differences that have been incorporated into the exercise
include time, power distance, individualism/collectivism, and universalism/particularism.
Preparation: 60 min. Negotiation: 60-90 min. Available from the DRRC at the Kellogg School
of Management, Northwestern University, 2001 Sheridan Road, Evanston, IL 60208;
www.negotiationexercises.com.