Chapter 9
The Influence of Culture
and Gender on
Negotiations
9-2
Why Culture and Gender Are
Issues
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Negotiating is inherently a personal activity
Aspects sensitive to culture: biases,
emotions, trust, and fairness
Globalization on a personal level due to
revolutions in communication and
transportation
9-3
Negotiating Skills
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Skill 9.1: Recognize cultural and gender-based traits
Skill 9.2: Avoid negotiation biases
Skill 9.3: Use strategies that respond to diverse
negotiation patterns and practices
Skill 9.4: Identify practical steps to use genderspecific traits in negotiating situations
Skill 9.5: Develop a negotiating strategy combining
the cultural and gender differences explored in this
chapter
9-4
Chapter Case: Bridging the
Cultural Gap
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Discussion of how Governor Collins used
her understanding of Japanese culture to
convince the CEO of Toyota to locate a
major auto plant in Kentucky
The deal almost fell through because
“signing” a contract was an American and
not a Japanese value
9-5
Cultural Differences
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Culture is learned behaviors
Common characteristics include
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•
•
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Self-identity – independent or
interdependent
Relationships – who makes decisions
Communication – verbal and nonverbal
Time consciousness – cyclical or lineal
Values and norms – for one’s self and the
other party
Mental process – abstract thinking or rote
memory
9-6
Hofstede’s Cultural Dimensions
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Power Distance: degree of equality or
inequality, hierarchal or democratic
Uncertainty Avoidance: degree of
tolerance for ambiguity, strict laws and
rulemaking, or more relaxed
Individualism-Collectivism: individual or
group achievements more admired
9-7
Hofstede’s Cultural
Dimensions (cont’d)
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Masculinity-Feminist: assertiveness or
nurturing, distributive or integrative
bargaining
Long-Term Orientation: honoring tradition
and long-term rewards or immediate
results and saving “face”
9-8
Hofstede Cross-Cultural
Comparisons, U.S., Japan, and
France
Nations Exhibiting Extremes in Hofstede’s Cultural Dimensions
GLOBE Study
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9-10
Similar to Hofstede’s cultural dimensions
Measured both the ways things are and
the ways things should be
Grouped 62 societies into 10 country
clusters
Ten Clusters of GLOBE Countries
Representative Characteristics of GLOBE Dimensions
HIGH PERFORMANCE ORIENTATION
societies have characteristics such as...
LOW PERFORMANCE ORIENTATION
societies have characteristics such as...
Value competitiveness and materialism.
Value what one does more than who one is.
Expect direct, explicit communication.
Value societal and family relationships.
Value harmony with the environment.
Value who one is more than what one does.
Expect indirect, subtle communication.
HIGH INSTITUTIONAL COLLECTIVISM LOW INSTITUTIONAL COLLECTIVISM
societies have these characteristics...
societies have these characteristics...
Group loyalty is encouraged, even if this
undermines the pursuit of individual goals.
Rewards are driven by seniority, personal
needs, and/or within-group equity.
Critical decisions are made by groups.
Pursuit of individual goals is encouraged, even
at the expense of group loyalty.
Rewards are driven very largely by an
individuals contribution to task success.
Critical decisions are made by individuals.
HIGH IN-GROUP COLLECTIVISM societies LOW IN-GROUP COLLECTIVISM societies
have characteristics such as...
have characteristics such as...
Duties and obligations are important
determinants of social behavior.
A strong distinction is made between in-groups
and out-groups.
People emphasize relatedness with groups.
The pace of life is slower.
Personal needs and attitudes are important
determinants of social behavior.
Little distinction is made between in-groups
and out-groups.
People emphasize rationality in behavior.
The pace of life is faster.
Representative Characteristics of GLOBE Dimensions
HIGH POWER DISTANCE societies have
characteristics such as...
LOW POWER DISTANCE societies have
characteristics such as...
Society is differentiated into classes.
Power seen as providing social order.
Information is localized and hoarded.
Power linked to corruption and coercion.
Information is widely shared.
HIGH UNCERTAINTY AVOIDANCE
societies have characteristics such as...
LOW UNCERTAINTY AVOIDANCE societies
have characteristics such as...
Use formality in interactions with others.
Rely on formalized policies and procedures.
Take moderate, carefully calculated risks.
Show strong resistance to change.
Use informality in interactions with others.
Rely on informal norms for most matters.
Are less calculating when taking risks.
Show only moderate resistance to change.
HIGH HUMANE ORIENTATION societies
have characteristics such as...
LOW HUMANE ORIENTATION societies
have characteristics such as...
The interests of others are important.
People are motivated primarily by a need for
belonging and affiliation.
Members of society are responsible for
promoting the well-being of others.
One's own self-interest is important.
People are motivated primarily by a need for
power and material possessions.
The state provides social and economic support
for individuals' well-being.
Representative Characteristics of GLOBE Dimensions
HIGH FUTURE ORIENTATION societies
have characteristics such as...
LOW FUTURE ORIENTATION societies
have characteristics such as...
Emphasize working for long-term success.
Organizations tend to be inflexible and
maladaptive.
Prefer gratification as soon as possible.
Organizations tend to be flexible and adaptive.
HIGH ASSERTIVENESS societies have
characteristics such as...
LOW ASSERTIVENESS societies have
characteristics such as...
Value competition, success, and progress.
Communicate directly and unambiguously.
Try to have control over the environment.
Build trust on basis of calculation.
Value cooperation and warm relationships.
Communicate indirectly; try to "save face."
Try to be in harmony with the environment.
Build trust on basis of predictability.
Relative Scores
on Cultural
the Nine
GLOBE
Dimensions
Figure 9-5 GLOBE
Dimensions
U.S. and Japan
for U.S. and Japan
6
5
4
3
2
1
0
Perfor. Assert.
Future
Or.
Human
Or.
Instit.
Coll.
InGender
Group
Pow
Dis
Uncert
ain
U.S.
4.49
4.55
4.15
4.17
4.2
4.25
3.34
4.88
4.15
Japan
4.22
3.59
4.29
4.3
5.19
4.63
3.19
5.11
4.07
9-16
Culturally Sensitive
Heuristics and Biases
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Anchoring and framing
Overconfidence or egocentricity
Availability
Stereotyping
9-17
Cross-Cultural Negotiating
Patterns
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Example of individualist culture and
collectivist culture
Individualist – negotiation is distribution of
resources and claiming most
Collectivist – negotiation is about
relationships and creating long-term
values
9-18
Tactics for Success:
Consensus Building
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Be patient
Share significant amounts of information
Focus information on the doubters
Use informal negotiations
Adjust your timetable to satisfy all of the
interests involved
Relationship building can result in better deals
High to Low Context by Cultures
Emotions
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9-20
Emotions evoke reciprocal emotions
Emotions convey information
In cross-cultural negotiations it can be
difficult to find a common frame of
reference, unfamiliarity lessens control of
situation, and possibly reduces level of
trust
9-21
Negotiating Behaviors in
Cross-Cultural Negotiations
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See the world from their perspective
Tailor arguments to culture of listener
Manage stress, ambiguity, and
unpredictable situations
Express ideas clearly
Adjust suggestions to cultural constraints
9-22
High to Low Context
Communication
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High-context cultures place value on body
language and nonverbal cues
• Place value on being part of a group
• Considers good of whole rather than individual
achievement
Low-context cultures rely heavily on spoken word
• Rewards individual achievement
• Values independence
9-23
Trust and Fairness
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Based on behavioral assumptions
One motivated by self-interest may not
understand a negotiator from a collectivist
or feminist culture
Reciprocity may differ between what is
“fair” - would you divide resources
according to one’s contribution, equally, or
according to one’s need?
Gender
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9-24
Traditional male model of negotiating:
competitive, hierarchical, winning,
rational, and unemotional – consistent
with distributive bargaining
Traditional female model of negotiating:
cooperative, equalitarian, quality results,
intuitive, and empathetic – consistent with
integrative bargaining
Gender (cont’d)
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9-25
Studies have shown women negotiating
on others’ behalf perform better than
when negotiating for themselves
High ambiguity negotiations, men have
more optimistic goals and higher payoffs
Unambiguous negotiations, no perceptible
differences between men and women
negotiators
Management Styles Which May Affect
Negotiating Styles