Negotiation-Chapter 16

High-conflict situations that are based on ethnicity, identity or geography are most easy to resolve.

The "culture-as-shared-values" approach has advantages over the "culture-as-dialectic" approach because it can explain variations within cultures.

Risk-oriented cultures will be more willing to move early on a deal and will generally take more chances.

Research suggests that negotiators may naturally negotiate differently when they are with people from their own culture than when they are with people from other cultures.

To use the "improvise an approach" strategy, both parties to the negotiation need to have high familiarity with the other party's culture and a strong understanding of the individual characteristics of the other party.

Weiss states that a negotiator should only use one strategy throughout an entire negotiation. (PAGE 504)

Francis found that negotiators from a familiar culture (Japan) who made no attempt to adapt to American ways were perceived more positively than negotiators who made moderate adaptations. (page 504)

The best approach to manage cross-cultural negotiations is to be insensitive to the cultural norms of the other negotiator's approach.

Countries can have only one culture; however cultures can span national borders.

The notion that negotiation is both art and science is especially valid at the cross-cultural or international level.