Essay: Effective Negotiation Methods And Cross-Cultural Differences.

Teams Outperform Sole Negotiators

1. Teams outperform sole negotiators in terms of successful negotiating methods such as making tradeoffs among problems. Teams are more effective than solitary negotiators at communicating information with equivalents and making correct judgments, and they achieve better results. Individual negotiators often feel more powerful, less competitive, and under pressure while negotiating in groups. Confronting differing interests is a fundamental difficulty in team objectives since it reveals interpersonal conflicts and, as a result, produces ambiguity. In fact, it has been seen that many times the negotiation was interrupted because of major difference issues in opinions.

Cultural differences mindset thought processes, and objectives, are some of the factors that can make the negotiation a bit difficult. The cultural differences mean that the team can be having people of different nationalities, diversity and they can be of different believes making it non-negotiable at some points.

2. Cross-cultural negotiations are exchanges that take place between different cultures, usually in business. Such talks are often perceived as taking place between distinct nations, although cross-cultural research can also take place between the two cultures inside the same country. Cross-cultural discussions are becoming increasingly widespread in economic and social dealings as the globe grows more interconnected as a result of the growth of globalization and international corporate contacts. The issue of shared understanding is a prominent topic of debate. American and Chinese ideas frequently look irreconcilable to all. Americans frequently perceive Chinese negotiators to be sluggish, oblique, and deceptive, whereas the Chinese perceive American negotiators to be forceful, harsh, and hyperactive (Starkey et al., 2015). Such distinctions have strong cultural roots. Those who understand how to negotiate these disparities, on the other hand, may build healthy, mutually beneficial, and gratifying business partnerships.

Thus, it's important that EspelTech take care of cultural differences and try to work on the deal as per the Chinese interest. It has been seen that the Chinese are moody and challenging when it comes to pleasing. They love to be fed with feast and like to talk and build a relationship with the business partner. They believe in values in business and relationships that should last long.  They take a long time to make any decision as they do not only look for profit but along that they want to be sure to get in no trouble due to any hidden interest of the other party.

3. Business negotiations can be described as a process where one person attempts to convince another person to modify the thoughts of the other. This frequently involves someone seeking to convince another to execute an agreement or they make some specific decision together. Negotiation is the process through which two or more parties with opposing needs and perspectives establish an accord.  There are pros like one comes to know about the other person's culture, diversity, needs, and personality. Cons can be counted for changing their personal views, accepting the favors even when not required. Trying to work out of the normal personality to convince the other person.

Difficulties in Team Negotiation

4. No, the Chinese way of dealing in a business is completely different from the Americans. They never rush into any major decisions without taking the permission of the leaders. Also, they have the mentality to dig out the best price and deal that they can get in the market (Goldberg, et al., 2014). As the MJT was ready to start with the proposal but they needed time before the negotiation could complete their negotiating person Xie, made it clear that the approval will be coming from the supervisors and not her, thus, instead of giving time she could not promise anything. The three demands of MJT were fulfilled and the EspelTech negotiators got impatient to start the project asap. That led to the situation of mistrust and a bad impression of the Chinese company. This is very clear when Chinese negotiators come to another land they make sure to talk about the proposal with more companies than one and they try to pick the best.

Unethical behaviors could be telling lies, making wrong and unachievable promises, hiding things that can affect the deal, not revealing the true cost or hidden cost. These are some of the major unethical and legally wrong things that can affect any negotiation to an extent of legal matter or dismiss.

5. The negotiator always thing that they have something in the advantage that they have for the offering to the other that makes them feel in power or superior.

There is three kind of power of perception in the negotiation:

The first one is the power that is defined as independence from others. This is also discussed in negotiation in BATNA, also called the next alternative. It is evident when an individual is confident in their strong BATNA points (Gunia, et al., 2016). They are less dependent on the other party.

Second, Power due to positions, titles or power can be because of the authority the other party exert to get the range of outcomes. This is called the role power is seen in the companies with hierarchies.

The third form of power that is used in the negotiations is the use of psychological power. Even if someone lacks real power, still might have an emotional sense of authority.

6. Body language plays an important role in business, any nonverbal communication may provide important information more about the listener's views or emotions about specific topics that the person may not want others to know. Reading the body language to detect nonverbal indicators that reflect whether a person is interested in the conversation, as well as his sentiments about what it is, might be the differentiator between effective and bad business communication

Yes, Negotiation is a conversation between people or organizations that wish to achieve an agreement, solve a problem, barter for a better deal, or generate results that fulfill the various interests involved. Each side participating in this process aims to acquire an edge towards the end of the discussions. As a result, bargaining is geared toward achieving a compromise (Lewicki, et al., 2016). The skilled negotiator must first grasp how body language affects the resolution of conflicts and disputes. To minimize misconceptions, it is critical for the negotiator to use appropriate body language when communicating with clients, or a business partner. The most important condition for negotiations is effective verbal and nonverbal interaction. 

Cross-Cultural Negotiations

7. The complexity of a negotiation grows when participants understand only little about the limitations of the negotiating range and reasonable conditions for agreement. More and more uncertain the circumstance in terms of negotiating appropriateness, like the gender factors will impact negotiation results. Whenever opportunities and restrictions are unknown, men and women are drawn to circumstance clues, which activate distinct actions (Rojot, 2016). Low uncertainty, results in a better knowledge of the scope of discussed rewards and standard resultant values, with the results seeming to be less likely to affect gender triggers. The fewer people understand the negotiating field and reasonable conditions for agreement, there exist more mystery in the negotiation scenario. Gender triggers are environmental elements that cause gender effects by inducing gender-related behavioral reactions. Surrender or adapt one party's aims and interests towards the other. Correction or deflection is employed when the individuals act to downplay the problem rather than deal. Compromise is utilized when each side wants to give something in to achieve a portion of what they desire (Brett, and Thompson, 2016). Finally, cooperation or issue solving is defined by an effort to find a form of collaboration. Individuals are thought to be of dominant style of conflict resolution that they are more inclined to employ in a variety of conflict situations.

Yes, I hold them to be true as that has been seen that both the gender have a completely different understanding of the same situation, they both work as per the nature of their personality or the situation as created.  Men and women differ in their thoughts and action, making the negotiation a completely different scenario for both genders.

9. Negotiation is a conversation between people or organizations that wish to achieve an agreement, solve a problem, barter for a better deal, or generate results that fulfill the various interests involved. Each side participating in this process aims to acquire an edge towards the end of the discussions (Rojot, 2016). As a result, bargaining is geared toward achieving a compromise.

Arbitration is a method wherein the disagreement is referred to one or more judges who issue a legal ruling on the dispute by consent of the parties. Rather than just going to court, both parties choose arbitration as a private dispute settlement mechanism.

In a mediation procedure, neutral intermediary assists the parties in reaching a mutually agreeable resolution of their disagreement through a mediation procedure. Every agreement is documented in a contractual obligation. Mediation is a productive and cost-effective method of obtaining that objective while protecting, and often even increasing, the relationship between parties. 

References

Brett, J. and Thompson, L., 2016. Negotiation. Organizational Behavior and Human Decision Processes, 136, pp.68-79.

Goldberg, S.B., Sander, F.E., Rogers, N.H. and Cole, S.R., 2014. Dispute resolution: Negotiation, mediation and other processes. Wolters Kluwer.

Gunia, B.C., Brett, J.M. and Gelfand, M.J., 2016. The science of culture and negotiation. Current Opinion in Psychology, 8, pp.78-83.

Lewicki, R.J., Barry, B. and Saunders, D.M., 2016. Essentials of negotiation. McGraw-Hill Education.

Rojot, J., 2016. Negotiation: from theory to practice. Springer.

Starkey, B., Boyer, M.A. and Wilkenfeld, J., 2015. International negotiation in a complex world. Rowman & Littlefield.