Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries

Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries

Jeanne M. Brett

Language: English

Pages: 246

ISBN: 0787955868

Format: PDF / Kindle (mobi) / ePub


Negotiating Globally is an essential resource that provides managers with an accessible framework to help them customize and adjust negotiations as they navigate cultural boundaries. Written by an internationally acknowledged expert on the subject, this book will help negotiators cross ethnocentric and geopolitical boundaries successfully as it provides solid information and strategies that will be useful in any cross-cultural negotiation. Packed with practical advice on how to manage cultural differences whenever they appear at the negotiation table, Negotiating Globally is a key resource when it comes to negotiating deals, resolving disputes, and making decisions in the global market. Instructive stories and cases from the author's original research give readers a real-world look at the author's advice in action.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

business in the future,” Walmart told the SEC.27 In one of the most surprising recent examples of getting caught, IBM paid $10 million to settle civil charges that to obtain contracts worth millions of dollars to IBM, over one hundred of its employees had handed out bags of cash to South Koreans and arranged trips with no business purpose for Chinese government officials. The SEC in its complaint alleged that IBM's internal controls weren't sufficient to spot or prevent the alleged bribes, in

needing relatively low-cost temporary labor, went out and hired two interns before HR's program had started. This action on the part of engineering created two immediate issues: Who would pay for their summer interns? And would engineering's summer interns be part of HR's program? A more fundamental issue was how to combine the engineering and other departments' short-term needs for temporary help and HR's need to recruit engineers. Many of the Hong Kong Chinese managers were uncomfortable in

Japan. The risk to them of his losing face was much greater than the importance of speaking out on a single assignment. In contrast, knowing they were going to be working together into the future, the U.K., U.S., and European members of the financial services research team came to know and trust each other and their hybrid teamwork model enough to engage in real debate over ideas. Teams with members who are “culturally metacognitive” are also more likely to develop fusion teamwork.19 Cultural

introduced in Chapter One is as relevant for intra-team or multiparty negotiations as it is for two-party negotiations. Create a column for every team member and a row for every issue. Fill in positions, interests, and priorities. Identify what is minimally acceptable to each member. Consider whether there is one overall BATNA or whether different team members have different BATNAs. Exhibit 5.4 shows a planning document for a team preparing to negotiate a new software contract for its company

organizing potential interventions to manage cooperative social dilemmas. Just as we saw that interests, rights, and power approaches were not all equally acceptable across cultures, in managing social dilemmas some approaches may be more acceptable to parties from some cultures than others. Power-Based Approaches to Negotiating Cooperative Social Dilemmas Not all parties to a social dilemma are equal. Some parties are more powerful than others and can lead the way to cooperation in social

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