The Dynamic Nature of Cultural Identity Through Culture Transition - Assignment Example

Assignment Name Course Name and Code Instructor’s Name Date Introduction Negotiation is an important requirement in any business dealings. Negotiation is defined as “a process where two parties with differences which they need to resolve are trying to reach agreement through exploring for options and exchanging offers – and an agreement (Fells, 2009, p.149)”. Behavioural orientation and belief system between different cultures makes negotiations challenging especially when personality is brought into consideration. According to Kosmitzki (2000, p. 358), it is important for any negotiator to understand cultural norm of the other party before proceeding with any business dealings. Thus, the aim of this paper is analyse and discuss how negotiating behaviour and negotiations is influenced by cultural differences. Moreover, the paper focuses on strategies that may be employed by negotiators to overcome cultural differences resulting in effective negotiation. How cultural differences influence negotiations Culture is defined as the basic transfer of traditions, believes, knowledge, norms, life style choices as well as values. Evidently, negotiation methods vary with different cultures. According to studies some people adopt simple as well as direct methods of communication while others adopt an indirect and complex method of communication (Bazerman et al, 2000, p. 279–314). Apparently, every culture has its own standards. Besides, a behaviour that has a particular meaning in a certain culture bares another meaning in another culture (Ralston et al, 2005, p. 85). For instance in the United States and Australia, referring to people by their family name is a friendly gesture but in other countries such as France and Japan indicates disrespect. Scholars indicate that cultural traditions should be observed when communicating to people of different cultures or nations to avoid misunderstandings (Bazerman et al, 2000, p. 279–314). How cultural differences influence negotiating behavior For the reason that style as well as pattern of negotiating is largely influenced by cultural characteristics, the result and process of negotiating will also differ because of negotiators’ cognitive differences in interpreting each other’s authority as well as interdependence (Corinne, 2007, p. 371). Whether it is verbal or non-verbal expression, cultures influence communicative behaviors (Jameson, 2007, p. 205). In non-verbal behaviours cultural differences are always hidden below people’s awareness. This is to mean that in a face to face the participants nonverbally take in a lot of information. Evidently, all this signaling goes beyond our levels of consciousness (Corinne, 2007, p. 371). When the signals from partners from foreign nations are different, the negotiators are most likely to misinterpret the information without being aware of the mistake (Jameson, 2007, p. 205). For instance, when a client from France consistently interrupts a client from America, the American client feels uncomfortable without noticing the reason as to why. This makes it very difficult for a clear negotiation between the two nations (Jameson, 2007, p. 205). It is apparent that language also impacts negotiations and the negotiating behaviours (Ralston et al, 2005, p. 85). Different cultures use different nonverbal or verbal communication styles. It is evident that communication between two negotiators from different cultures will not be effective due to the use of the varying languages (Ralston et al, 2005, p. 85). For instance a particular Russian was addressing a congregation and he used his native language, Russian. In the congregation were Americans who could not understand the languages both verbal and nonverbal an interpreter was needed to make the communication effective (Ralston et al, 2005, p. 85). Different cultures have different meanings of time (Jameson, 2007, p.205). The countries that have a great value of tradition have a much slow pace of life. Some people are perceived as slaves of time for instance the Americans who perceives time as intangible assets. However others have a different perception for example Asia and Latin America (Jameson, 2007, p. 205). It is evident that the definition of time in a particular culture greatly influences how the people in the culture will negotiate as well as their negotiating behavior (Brett and Gelfand, 2006, p. 173–201). Evidently, misunderstandings are usually common in the negotiations due the varying understandings of time in various cultures (Brett and Gelfand, 2006, p. 173–201). The cultural background of the parties involved also crafts the way the one views the negotiation process, the behaviour of other counterparties, as well as expectations on how the negotiations should go. Culture can determine negotiation outcome if factors associated to a person such as accommodating, aggressive, compromising and competing are factored. Moreover, attitudes may result in unnecessary conflicts that may affect the outcome of a negotiation (Fells, 2009, p.156). Besides, cultural differences usually determine the negotiators will to undertake risks (Thompson, 1991, p. 161–179). Apparently, the bureaucratic systems of particular cultures prefer making decisions when there is adequate information. Other cultures on the other hand such as the Japanese aim a t reducing the risks as well as avoid conflicts especially the face- to- face (Thompson, 1991, p. 161–179). In the United States however, their culture is more entrepreneurial and negotiations as well as decision making take place irrespective of insufficient information. This is due to the fact that the people of this culture value practicality as well as efficiency (Thompson, 1991, p. 161–179). Strategies that can assist negotiators to overcome cultural differences For negotiations to be effective across cultures certain strategies need to be adopted (Ronald et al, 1998 p. 85). As is evident the negotiator needs to have an understanding of the general topography of the people they are dealing with (Fells, 2009, p.149; Corinne, 2007, p. 371). In addition, they need to identify the potential hazards that will hinder an effective communication as well as choose the responses that will ensure an effective negotiation (Corinne, 2007, p. 371). Moreover when negotiating across the cultures, the negotiators need to recognize as well as avoid any verbal expressions that are unfamiliar to the other parties (Fells, 2009, p.149). Particularly the negotiators should avoid the use of slang language and acronyms including those that are linked to particular industry or business as well as figures of speech (Fells, 2009, p.149). It is also recommended that the negotiator poses at intervals to allow for questions to ensure that the negotiation is effective (Fells, 2009, p.149). Furthermore, the negotiator should perform a research to determine whether his audience prefers direct or indirect communication (Janosik, 1987, p. 385). This is due to the fact that some cultures such as the high context, for instance the Asian countries prefer the direct communication (Janosik, 1987, p. 385). These countries also tend to reinforce relationships before negotiating. Other countries on the other hand such as the United States and Germany prefer the indirect communication since they exhibit low context behavior (Janosik, 1987, p. 385). Negotiators should also employ an active listening technique during the negotiation (Janosik, 1987, p. 385). Evidently, this entails summarizing the contents of the other person’s verbal message. This way it will be easy to ensure that the massage has been correctly interpreted (Janosik, 1987, p. 385). Studies indicate that active listening also facilitates a deeper communication due to the probing questions. In, addition, active listening also enhances a clear understanding among the negotiators (Janosik, 1987, p. 385). According to studies, the negotiators should take into consideration the aspect of time as it is a vital strategy in ensuring effective negotiation (Janosik, 1987, p. 385). As indicated by studies the Chinese cultures use more time negotiating as compared to the western cultures. It is apparent that having patience as well as operating under limited time constraints reduces potential tensions that could arise during the negotiations (Janosik, 1987, p. 385). As is evidence, negotiation is a fascinating site that indicates how cognition and culture can influence a people’s behavior (Corinne, 2007, p. 371). Studies indicate having the knowledge of this cultures and the differences that exist between cultures is of importance as it helps the negotiators have a better understanding as well as interpret correctly the negotiating behaviour of their counterparts(Brett and Gelfand, 2006, p. 173–201). In addition, it helps the negotiators to find methods to deal with differences as a result of culture. Moreover, literature indicates that the professional as well as occupational culture is of paramount in shaping an individual’s style of negotiating as well as the attitudes towards the process of negotiating (Fells, 1996, p. 50–60). Therefore, practitioners and scholars need to take into consideration professional and national culture in their studies as well as the analysis of the influence of culture in the negotiations as well as the negotiating behavior (Fells, 1996, p. 50–60). In conclusion, when negotiators are faced by a problem, they should try using their professional culture in an attempt to reach a solution (Fells, 1996, p. 50–60). Conclusion Culture is an important issue while dealing with business and usually determines the success or failure of any business dealing. This means that it is paramount to understand and appreciate other cultures before proceeding with any negotiation. According to some scholars, it is believed that negotiations are a common behaviour and despite the different cultural backgrounds of the negotiators, the negotiation behaviour is carried out in a predetermined framework. On the other hand, other scholars believe that negotiations vary across countries. As discussed above people’s different attitudes influence negotiations and negotiations behaviour. Moreover, a particular culture’s language, understanding of time as well as core values also plays a role in influencing negotiations. Moreover, the paper has focused on some of the strategies that can assist negotiators to overcome cultural differences and ensure an effective negotiation. References Bazerman, M. N., Curhan, J. R., Moore, D. A. and Valley, K. L. (2000) Negotiation, Annual Review of Psychology, 51, p. 279–314. Brett, J. M. and Gelfand, M. J. (2006) A Cultural Analysis of the Underlying Assumptions of Negotiation Theory in L. L. Thompson (ed.) Negotiation Theory and Research, New York: Psychology Press, p. 173–201. Corinne, K. (2007) Integration of social identities in the self: towards a cognitive development model, Social Psychological Review, 11 (28), pp 364-388 Fells, R. (2009) Effective Negotiation. 1st ed., New York: Cambridge University Press. Fells, R. E. (1996) Preparation for Negotiation: Issue and Process, Personnel Review, 25, (2), p. 50–60. Jameson, D. (2007) Conceptualizing cultural identity and its role in intercultural business communication, Journal of Business Communication, Vol 44 (3), pp. 199-235 Janosik, R. 1987. Rethinking the Culture-Negotiation Link, Negotiation Journal, 3 (4), 385-395 Kosmitzki, C. 2000. The dynamic nature of cultural identity through culture transition, Social Psychological Review, 4 (7), p. 355-373 Morrison, T., Conaway, W.A., & Borden, G.A. (1994). Kiss, bow, and shake hands. Holbrook, MA: Adams Media. Ralston, D., Hallinger, P., Egri, C. &Naothinsuhk, S. 2005. The effects of culture on work place strategy of upward influence. University of Bangkok, Elsevier Inc, pp. 81-97 Thompson, L. (1991) ‘Information Exchange in Negotiation’, Journal of Experimental and Social Psychology, 27, p. 161–179. Read More