Negotiating Globally, Third Edition
In today′s global environment, negotiators who understand cultural differences and negotiation fundamentals have a decided advantage at the bargaining table. This thoroughly revised and updated edition of Negotiating Globally explains how culture affects negotiators′ assumptions about when and how to negotiate, their interests and priorities, and their strategies. It explains how confrontation, motivation, influence, and information strategies shift due to culture. It provides strategic advice for negotiators whose deals, disputes, and decisions cross cultural boundaries, and shows how to anticipate cultural differences and then manage them when they appear at the negotiating table. It challenges negotiators to expand their repertoire of strategies, so that they are prepared to negotiate deals, resolve disputes, and make decisions regardless of the culture in which they find themselves.
For those who are relatively new to negotiation, the book offers an overview of the various contexts (deal making, dispute resolution, multicultural and team decision making, social dilemmas, and negotiations between government and foreign direct investors) and building blocks of negotiation strategy. It then focuses specifically on negotiation strategy and culture, how negotiation is practiced in different cultures and why, and what the negotiator crossing cultural boundaries can do to modify strategy so as to realize interests and maintain integrity even when confronted with a very different cultural approach to negotiation.
Old familiar negotiation concepts, such as power and interests, take on different meaning in different cultures. In Negotiating Globally, award–winning negotiation expert Jeanne M. Brett discusses three primary cultural prototypes: dignity culture (familiar as Western culture), face culture (familiar as East Asian culture), and honor culture (which characterizes cultures in the Middle East, North Africa, and Latin America), comparing and contrasting these cultural prototypes with respect to the nature of self–worth, power, sensitivity to insults, confrontation style, trust, and mindset, with the purpose of generating insight and understanding as to why negotiators in these cultural types use strategy similarly or differently. She explains whether direct or indirect confrontation is preferred in each type of culture and why, and then introduces several approaches to resolving disputes, with advice about how to uncover interests, rights, or power positions, and how to use each of these approaches effectively.
Negotiating Globally provides a framework to help negotiators anticipate and manage cultural differencesno matter who shows up at the negotiating table.
The Author xxvii
1. Negotiation Basics 1
2. Culture and Negotiation 25
3. Culture and Strategy for Negotiating Deals 49
4. Resolving Disputes 81
5. Negotiating in Teams 117
6. Social Dilemmas 159
7. Negotiations Between Governments and Foreign Direct Investors 187
8. Will the World Adjust, or Must You? 215
Name Index 273
Subject Index 281
JEANNE M. BRETT is a founder and director of the Dispute Resolution Research Center at the Kellogg School of Management. She has over 25 years of experience as a researcher and trainer in the areas of deal making, decision making, and dispute resolution. As the DeWitt W. Buchanan Jr. Distinguished Professor of Dispute Resolution and Organizations at Kellogg, she has trained managers and executives around the world in the preeminent Kellogg negotiation methods. She is coauthor of Getting Disputes Resolved: Designing Systems to Cut the Costs of Conflict.