Exam 9: Intercultural Negotiation Teams

Question-asking by the Chinese is not a learning method,so frequently it is done not to acquire information-that is typical of the Canadians-but rather to verify what they have been told already.

In the case study that begins Chapter 9,the Chinese emphasized

In the Canwall case,approximately ten of the 24 cultural dimensions from Chapters 3 and 4 came into play. Discuss at least 5 of them,explaining the Chinese or Canadian position on each cultural dimension.

Discuss argumentation styles for persuasion that vary from culture to culture. Use specific examples from different cultures.

The hierarchy that ranks team members in Chinese culture was not clear to the Canadians,who viewed themselves as two equals. That,in turn,puzzled the Chinese.

Discuss differences in the roles taken by members of negotiating teams from individualist cultures and compare them with roles on teams from collectivist cultures. In particular,refer to roles of leader-surrogate,suggestion-maker and consultant in a collectivist-culture team,and skeptic,recorder,and gatekeeper in a team from an individualist culture.

Discuss expectations for negotiation outcomes. The three components you should address are goals,notions of fairness,and the three outcomes.

Negotiators who are guests in another country have the advantages of convenience and well being,since they are treated specially.

Which statement is NOT true of negotiating?

With the developing relationships,the Chinese looked for a chance to practice unequal obligation.

All negotiating teams want to diffuse conflict.

The Chinese had an interdependent self-construal;team members viewed themselves as part of a single unit made up of the individual people on the team,who in turn represented a larger unit. They believed themselves to be part of a collective.Canadians had an independent self-construal and came from an individualist culture. They acted as independent spokesmen for their company,and each had a viewpoint that was expressed.

Access to authority is mediated in Chinese culture,so the authority figures with the most power were not actually present at the negotiations all the time. They had the greatest face to lose,after all. The two Canadians,on the other hand,had full authority to enter into an agreement that met Canwall's goals.

The Chinese perform tasks simultaneously,which seemed to the Canadians to be rudeness.The Chinese answered the telephone or left the room in response to some call in the middle of the negotiations. They were paying attention to other important relationships but did not feel their developing relationship with the Canadians was harmed. 6 Form is very important to the Chinese,whereas the Canadians have a suspicion that form is a mask for insincerity.

The Chinese appeared more flexible about uncertainty and were able to explore a relationship with Canwall without tying it to a deal. The Canadians had less willingness to tolerate uncertainty,and indeed had convinced themselves they had successfully closed the deal by the time they left China.

Members can be chosen for a negotiating team because they are relatives of someone of high status.

A team is composed of two or more people who interact and coordinate their work to achieve a shared goal.

The physical location of negotiations can impact their outcome because:

How can knowledge of culture help a negotiating team reach a successful outcome? Using cultural values from the dimensions you have already learned,discuss the negotiating behavior in the Canwell case.

When collectivist and individualist teams negotiate: