1. 10-1 Cross-Cultural Negotiation CHAPTER 10

2. 10-2 Exhibit 10-1: Culture as an Iceberg CHAPTER 10 Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

3. 10-3 Exhibit 10-2: Dimensions of Culture CHAPTER 10 Cultural Dimension Goal: Individual versus Collective Orientation Influence: Egalitarianism versus Hierarchy Communication: Direct versus Indirect Individualists/Competitors: Key goal is to maximize own gain (and perhaps the difference between oneself and others); source of identity is the self; people regard themselves as free agents and independent actors. Egalitarians: Do not perceive many social obligations; believe one’s value is determined by the resources one can offer, usually economic or intellectual. Direct Communicators: Engage in explicit, direct information exchange; ask direct questions; are not affected by situational constraints; face-saving issues likely to arise. Collectivists/Cooperators: Key goal is to maximize the welfare of the group or collective; source of identity is the group; individuals regard themselves as group members; focus is on social interaction. Hierarchists: Regard social order to be important in determining conflict management strategies; subordinates expected to defer to superiors; superiors expected to look out for subordinates. Indirect Communicators: Engage in tacit information exchange, such as storytelling, inference-making; situational norms. Source: Based on Brett, J. (2007). Negotiating globally: How to negotiate deals, resolve disputes, and make decisions across cultural boundaries (2 nd ed.). San Francisco, CA: Jossey-Bass. Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

4. 10-4 Exhibit 10-5: Dispositionalism Versus Situationalism CHAPTER 10 Diagrams showing trajectories of fish. The dark fishes have the darkest arrows in these diagrams. In A, the group joins the individual (top), and the individual joins the group (bottom); In B, the group leaves the individual (top), and the individual leaves the group (bottom). Source: Adapted from Morris, M. W., and Peng, K. (1994). Culture and cause: American and Chinese attributions for social and physical events. Journal of Personality and Social Psychology, 67(6), 949–971. A B Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

5. 10-5 Exhibit 10-6: Position of Countries on Power Distance and Individualism CHAPTER 10 Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations, Software of the Mind (3rd Ed). Chicago: McGraw-Hill. Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

6. 10-6 Key Challenges of Intercultural Negotiation Expanding the pie Dividing the pie Sacred values and taboo trade-offs Biased punctuation of conflict Ethnocentrism Affiliation bias Faulty perceptions of conciliation and coercion Naïve realism CHAPTER 10 Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

7. 10-7 Predictors of Success in Intercultural Negotiations Conceptual complexity Broad categorization Empathy Sociability Critical acceptance of stereotypes Openness to different points of view Interest in host culture Task orientation CHAPTER 10 Cultural flexibility Social orientation Willingness to communicate Patience Intercultural sensitivity Tolerance for differences among people Sense of humor Skills in collaborative conflict resolution Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

8. 10-8 Advice for Cross-Cultural Negotiators Anticipate differences in strategy and tactics that may cause misunderstandings Analyze cultural differences to identify differences in values that expand the pie Recognize that the other party may not share your view of what constitutes power Avoid attribution errors Find out how to show respect in the other culture Find out how time is perceived in the culture Know your options for change Integration Assimilation Separation Marginalization CHAPTER 10 Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

9. 10-9 Exhibit 10-11: Acculturation Framework CHAPTER 10 Is it considered to be of value to maintain cultural identity and characteristics? “NO”“YES” IntegrationAssimilation SeparationMarginalization Is it considered to be of value to maintain relationships with other groups? “YES” “NO” Issue 2 Issue 1 Source: Berry, J. W. (1980). Acculturation as varieties of adaptation. In A. Padilla (Ed.), Acculturation: Theory, models, and some new findings. Boulder, CO: Westview. Reprinted with permission. Instructor’s Manual with Overheads to accompanyCopyright ©2012 Pearson Education, The Mind and Heart of the Negotiator 5/e (Thompson) Inc. publishing as Prentice Hall

10. 10-10 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall CHAPTER 10