Chapter 11: Cross-Cultural Negotiation Flashcards

(51 cards)

1
Q

In order to learn about how cultures influence social behavior, it is important to develop a ______ ______ for thinking about a culture and to understand there is __________ within cultural groups.

A

mental model; heterogeneity (differences)

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2
Q

the unique character of a social group; the values and norms shared by its members that distinguish it from other social groups.

A

culture

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3
Q

Culture encompasses _______, ______, _______, and _______ institutions, as well as products produced such as art, architecture, music, theater, and literature.

A

economic; social; political; religious

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4
Q
  • A cultural ________ is a faulty belief that everyone from a given culture is exactly alike.
  • A cultural _______ recognizes that substantial variation is present within cultures.
A
  • stereotype
  • prototype
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5
Q

If you view culture as an iceberg, what are the three levels, starting from the tip of the iceberg to the deep part?

A
  1. Behaviors, artifacts, and institutions
  2. Values, beliefs, and norms
  3. Assumptions
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6
Q

What are the 3 models of culture that can be used to examine cultural norms and behaviors?

A
  1. Hofstede Model
  2. Tripartite Model of Culture
  3. Tight vs. Loose Cultures
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7
Q

According to the Hofstede Model, people from different cultures differ in terms of what two key dimensions?

A
  1. Individualism-collectivism
  2. Small-large power distance

(The Hofstede Model, we will look at this cross-reference of scales. On one scale, we are looking at individualism v. collectivism. The other scale is a power distance index (small-large power distance). What we will learn about these scales, is that different cultures fall into different sections of this scale. Look in camera roll for pic of this cross-reference of scales)

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8
Q

Match each statement to which dimension of the Hofstede Model they describe:
a. refers to the basic human motive concerning preservation of the self vs. the collective.
b. reflects the tendency to see a large distance between those in the upper part of a social or organizational structure and those in the lower part

A

a. individualism-collectivism
b. small-large power distance

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9
Q

According to the Hofstede Model, what is the most individualistic country?

A

U.S.A (we are self-organized, self-centered when it comes to goals, achievements, etc.) (joined by countries like Great Britain, Australia, etc.)

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10
Q

Small power index or large power index (Hofstede Model)?
1. harder to climb the social ladder (barrier to movement from one class to another)
2. easy to climb the social ladder

A
  1. large power index (ex: Russia)
  2. small power index
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11
Q

Fill in the blanks for the aspects of an individualistic culture (Hofstede model):
1. The pursuit of ________ and regard for personal welfare are paramount.
2. People give priority to their _______ ________, even when those goals conflict with those of their group.
3. Individual _______ and _______ are valued more than collective and group needs.
4. People enjoy having _______ and ______ over their world and others.
5. Individual _________ are rewarded by economic and social institutions.
6. Legal institutions are designed to protect ________ _______.

A
  1. happiness
  2. personal goals
  3. happiness; expression
  4. influence; control
  5. accomplishments
  6. individual rights
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12
Q

Fill in the blanks for the aspects of a collectivistic culture (Hofstede model):
1. Culture rooted in social groups and individuals are viewed as ________ of groups.
2. People view their ________ as fundamental parts of themselves and give ________ to in-group goals.
3. People are concerned about how the results of their _______ affect members of their in-group.
4. _________ are shared with in-group members.
5. Emphasis is placed on the importance of adjustment, harmony, and the _______ of personal needs for the greater good of the group.
6. Legal institutions place the greater good of the ________ above the rights of the individual.

A
  1. members
  2. in-groups; priority
  3. actions
  4. resources
  5. sacrifice
  6. collective
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13
Q

T or F: In a collectivistic culture, social groups are more important than individuals.

A

True

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14
Q

Hofstede Model → Individualism vs. collectivism involves a variety of implications for the conduct of negotiations, such as what 6 things?

A
  1. Concern for personal outcomes vs. others’ outcomes
  2. Cooperative behaviors
  3. Influence vs. adjustment
  4. In-group favoritism
  5. Social priming
  6. Accountability pressure
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15
Q

A key factor that influences behavior across cultures is the means by which people influence others and _____ ______.

A

use power (power distance)

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16
Q

What are these two views of cultural power distance referred to as?
1. Low-power distance culture
2. High-power distance culture

A
  1. Egalitarian (society)
  2. Hierarchical (society)
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17
Q

Match the following to whether it describes a low power distance (egalitarian) culture or high power distance (hierarchical) culture:
a. Everyone expects to be treated equally.
b. Great deference is paid to status
c. Status implies social power and is not easily permeated or changed.
d. Doesn’t mean that everyone is of equal status, but that status differences are easily permeated.
e. Members are empowered to resolve conflict themselves.
f. Social inferiors are expected to defer to social superiors who are obligated to look out for the needs of social inferiors.
g. A negotiator’s BATNA and information are key sources of power.
h. Conflict between members of the same social rank is more likely to be handled by deference to a superior than by direct confrontation between social equals.

A

a. Low power distance
b. High power distance
c. High power distance
d. Low power distance
e. Low power distance
f. High power distance
g. Low power distance
h. High power distance

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18
Q

What are the 4 types of dispute resolution procedures which characterize how different cultures resolve disputes?

A
  1. Bargaining
  2. Mediation
  3. Adversarial adjudication
  4. Inquisitorial adjudication
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19
Q

Match each of the following descriptions to which type of dispute resolution procedure they describe:
a. A judge makes a binding settlement decision, but disputants retain control.
b. Disputants control final decision but 3rd party mediates
c. Yield all control over to 3rd party
e. No 3rd party involved

A

a. Adversarial adjudication
b. Mediation
c. Inquisitorial adjudication
e. Bargaining

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20
Q

Match each of the following to which resolution procedure they fall under:
a. In a divorce, a husband and wife argue over who gets the assets of the family like the BMW, the house, etc., and it’s just between the two of them.
b. Same scenario as A, but a 3rd party comes in to “oversee” this asset allocation; third party helps you sort it all out; they aren’t rlly a decision maker, but a suggestion maker.

A

a. Bargaining
b. Mediation

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21
Q

The Tripartite Model of culture is based on what 3 cultural prototypes?

A
  1. Face (like reputation)
  2. Dignity
  3. Honor

(These cultural values represent negotiators’ self-views and are highly correlated with particular geographic regions)

22
Q

T or F: In the Tripartite Model, face, dignity, and honor all refer to how negotiators define and regard their self-worth.

23
Q

Tripartite Model → The “Face” Cultural Prototype:
1. What is the primary geographic location of this cultural prototype?
2. What is the description of this cultural prototype?
3. What are the negotiation behaviors and expectations of this cultural prototype?

A
  1. East Asia (including China, Japan, Korea, and Taiwan)
  2. Saving face; giving face; earning respect from others
  3. Non-confrontational, indirect information exchange, making multi-issue proposals

(know these)

24
Q

Tripartite Model → The “Dignity” Cultural Prototype:
1. What is the primary geographic location of this cultural prototype? (4 places)
2. What is the description of this cultural prototype?
3. What are the negotiation behaviors and expectations of this cultural prototype?

A
  1. Europe, North America, Australia, and New Zealand
  2. Self-determination; individualism; meritocracy
  3. Direct question-asking; assume others are trustworthy unless given reason not to; task-focused

(know these)

25
Tripartite Model → The "Honor" Cultural Prototype: 1. What is the primary geographic location of this cultural prototype? (4 places) 2. What is the description of this cultural prototype? 3. What are the negotiation behaviors and expectations of this cultural prototype?
1. Middle East, South Asia, North Africa, Latin America (very Muslim Based) 2. Protecting one's own and family honor; claiming self-worth 3. Show resolve; argumentation and substantiation; using extreme emotions (know these)
26
Should expect multi-issue proposals (like MESO) from someone from a (face/dignity/honor) prototype.
face (reputation)
27
According to the Tripartite Model, which cultural prototype does the USA fall under?
Dignity
28
not who you are but what you accomplish is important
meritocracy (part of the dignity culture for the Tripartite Model)
29
Face Culture Tripartite Model: a. Saving another person's face (giving face) is associated with remaining _______, _______, and _____ __. b. Face cultures often use "_______" statements and place _______ before a request.
a. calm; apologizing; giving in b. facework; reasoning (Before they request something, they’re going to substantiate it)
30
People from (face/dignity/honor) cultures agree with statements such as: "People should be very humble to maintain good relationships" or "People should control their behavior in front of others"
Face Culture
31
T or F: In negotiation situations, people from Face cultures often immediately trust others.
False; do not immediately trust others, rather they build trust slowly over time. (Ppl from face cultures don’t trust easily at first. But once trust is formed, it’s hard to break)
32
networks of deep trust built over many years
guanxi networks (interpersonal trust is an important element of Chinese guanxi networks; one test question on this)
33
Communication in face cultures is highly (direct/indirect) and _______-dependent where negotiators signal their interests subtly and make many proposals so as to help others save face.
indirect; context
34
What is the dominant attitude of North American cultures in business relations, and are the business relationships short lived or long lived?
1. Dominant Attitude: Economic individualism 2. Short lived
35
What is the dominant attitude of Chinese cultures in business relations, and what are the business relationships like?
1. Dominant Attitude: Filial loyalty 2. Business Relationships: Directed upward to the powerful
36
In negotiation situations, people from (face/dignity/honor) cultures prefer sharing information directly, asking pointed questions, and getting answers.
Dignity (Negotiators who identify with Dignity cultures speak their mind and expect the counterparty to be direct too)
37
Dignity cultures make arguments using ______ and ______, ______ arguments, and _____-______ rationales.
facts; data; linear; cost-benefit
38
T or F: For dignity cultures, their tendency is to trust others, unless given a reason not to and the process of deal-making comes first.
True
39
T or F: Negotiators who identify with Face cultures express their ideas and often take matters into their own hands relative to people from Dignity and Honor cultures.
False; Negotiators who identify with HONOR cultures express their ideas and often take matters into their own hands relative to people from FACE and DIGNITY cultures.
40
Tripartite Model → Honor Culture: a. People from Honor cultures tend to be (more/less) emotionally expressive and might be perceived as overly __________. b. When negotiating within an Honor culture, the use of rational and logical arguments often (helps/hinders) agreement. c. Honor cultures prefer agreements that have components that promote honor gain and reinforce a negotiator's ______, _______, and _______.
a. more; argumentative b. hinders c. image, reputation, strengths
41
T or F: The Honor culture tends to use rational, logical arguments for the benefit of the agreement.
False; tends NOT TO... (know this)
42
refers to the degree to which cultural institutions control people’s behavior and how much variability there is in people’s behaviors in a given culture.
Tight-Loose
43
In (tight/loose) cultures, there is not much variability and negotiators need to follow established norms.
tight (ex: huge cultural difference in New York v. L.A. →LA is the loose culture... surfer dudes, beach babes, etc.. New York is the very tight culture: flicking people off, everyone’s uptight, honking horns.)
44
Is it easier to move from a tight culture to a loose culture, or from a loose culture to a tight culture?
Tight to loose (easier to move downward than upward; easier to move from a tight culture and loosen up than it is to move from a loose culture and tighten up)
45
What are the 8 challenges of intercultural negotiation (negotiating across cultures)?
1. Creating value 2. Claiming value 3. Sacred values and taboo trade-offs 4. Biased punctuation of conflict 5. Ethnocentrism 6. Affiliation bias 7. Faulty perceptions of conciliation and coercion 8. Naive realism
46
_________ ________ is essential for effective negotiation because most managers cannot expect to negotiate only with people of their country or culture throughout their career.
Cultural intelligence (CQ; Ability to adapt or adjust to the situation you're in culturally)
47
What are the 3 factors associated with cultural intelligence?
1. Mental (meta-cognitive and cognitive) intelligence 2. Motivational intelligence 3. Behavioral intelligence
48
Cultural intelligence (CQ) predicts a variety of important outcomes in global contexts, such as what 4 things?
1. Cultural adaptation 2. Expatriate performance 3. Global leadership 4. Multicultural teamwork
49
The cultural intelligence (CQ) of negotiators predicts the extent to which negotiators engage in _________ behaviors and maximize _____ ______ in intercultural negotiations.
integrative; joint profit
50
Fill in the blanks for the 7 pieces of advice for cross-cultural negotiations: 1. Anticipate _________ in strategy and tactics that may cause misunderstandings. 2. Cultural ________-taking. 3. Recognize that the other party may not share your views of what ________ _______. 4. Be aware of how different cultures tend to explain someone's ________ or attribute the cause of an event (attribution errors) 5. Discover and demonstrate ways to show ________ in the other culture. 6. Learn the cultural norms about the appropriateness of ______ ________ in negotiation. 7. Know how the other culture perceives ________.
1. differences 2. perspective (ex: what would I do if I was Chinese) 3. constitutes power 4. behavior 5. respect (ex: bow in Japan, shake hands in U.S) 6. anger expression 7. time
51
Match the following descriptions with the definition they describe for the 4 choices that people have when interacting with someone from a different culture. Put a star next to the two best ones. a. each person maintains their own culture and maintains contact with the other culture. b. person does not maintain their culture but does maintain contact with the other culture. c. when a person maintains their culture but does not maintain contact with the other culture. d. when neither maintenance of the person’s own culture nor contact with the other culture is attempted.
a. Integration ** b. Assimilation ** c. Separation d. Marginalization