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Negotiation culture. Business negotiations: culture of professional negotiations, conflicts and ways to resolve them

Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.).

The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables, diagrams, samples of offered products, etc.).

The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.

1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.
2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.
3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.
4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.
5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.
6. Acceptance. Try to accept the other side and be open to learning something new from your partner.

The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time of the day is half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.).

The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent's point of view. Asking the right questions helps you make the decision you want. Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.

Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

The ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.

Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.

The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties. An important point in negotiations are emotions that need to be suppressed using the so-called “blowing off steam” method, which allows you to free yourself from feelings of anger and fear that arise in disputes. In addition, apologies, expressions of regret, handshakes, and inexpensive gifts relieve a hostile situation.

Introduction………………………………………………………………………………….....3

1. Business communication general provisions……………………………..…..4

2.Styles of business negotiations…………………………………….…….7

3.Culture of business negotiations…………………………………….13

4. The importance of business communication……………………………………………………17

Conclusion……………………………………………………………19

List of references………………………………….….20

Introduction

Business negotiations can be defined as an exchange of opinions with the aim of reaching a mutually acceptable agreement. Negotiations as a phenomenon of business life should include not only coordinated and organized contacts of interested parties in a certain way, but also a meeting, conversation, telephone conversation (telephone conversations).

Negotiations are usually started when there is a mutual desire to find a mutually beneficial solution to the problem, to maintain business contacts and friendly relations, when there is no clear and precise regulation for solving the problems that have arisen, when for one reason or another a legal solution is not possible, when the parties realize that any Unilateral action becomes unacceptable or impossible.

Business negotiations are not only an area of business expansion, but also the most important part that forms and effectively maintains its image. Successful and professional negotiations expand the positive information field about the company and help attract the attention of potential clients and partners to it.

Unfortunately, the role of business negotiations in modern domestic entrepreneurship is not yet high. It is also obvious that in the business community there is a growing awareness of the importance of negotiations in the development of any business and an understanding of the role and importance of improving the culture of negotiations.

1. Business communication general provisions.

The ability to behave appropriately with people is one of the most important, if not the most important, factor determining the chances of achieving success in business, employment or entrepreneurial activity. Dale Carnegie noted back in the 30s that the success of a person in his financial affairs, even in the technical field or engineering, depends by fifteen percent on his professional knowledge and eighty-five percent on his ability to communicate with people in this context The attempts of many researchers to formulate and substantiate the basic principles of ethics of business communication or, as they are more often called in the West, the commandments of personal public relation (can be very roughly translated as “business etiquette”) are easily explained. Jen Yager, in her book Business Etiquette: How to Survive and Thrive in the World of Business, outlines the following six basic principles:

Punctuality (do everything on time). Only the behavior of a person who does everything on time is normative. Being late interferes with work and is a sign that the person cannot be relied upon. The principle of doing everything on time applies to all work assignments. Experts who study the organization and distribution of working time recommend adding an extra 25 percent to the time that, in your opinion, is required to complete the assigned work.

Confidentiality (don't talk too much). Secrets of an institution, corporation, or specific transaction must be kept as carefully as secrets of a personal nature. There is also no need to retell to anyone what you heard from a colleague, manager or subordinate about their work activities or personal life.

Courtesy, friendliness and friendliness. In any situation, it is necessary to behave with clients, clients, customers and co-workers politely, affably and kindly. This, however, does not mean the need to be friends with everyone with whom you have to communicate on duty.

Consideration for others (think about others, not just yourself). Attention to others should extend to colleagues, superiors and subordinates. Respect the opinions of others, try to understand why they have a particular point of view. Always listen to criticism and advice from colleagues, superiors and subordinates. When someone questions the quality of your work, show that you value other people's thoughts and experiences. Self-confidence shouldn't stop you from being humble.

Appearance. The main approach is to fit into your work environment, and within this environment - into the contingent of workers at your level. You need to look your best, that is, dress with taste, choosing colors that suit your face. Carefully selected accessories are important.

Literacy (speak and write in good language). Internal documents or letters sent outside the institution must be written in good language, and all proper names must be conveyed without errors. You cannot use swear words. Even if you just quote another person’s words, others will perceive them as part of your own vocabulary.

Business (official, official) communication, depending on the circumstances, can be direct or indirect. In the first case, it takes place through direct contact between the subjects of communication, and in the second, through correspondence or technical means.

Both in the process of direct and indirect communication, various methods of influencing or influencing people are used. Among the most common of them are the following: persuasion, suggestion, coercion.

Persuasion is influence through evidence, logical ordering of facts and conclusions. It implies confidence in the correctness of one’s position, in the truth of one’s knowledge, and in the ethical justification of one’s actions. Persuasion is a non-violent, and therefore morally preferable, method of influencing communication partners.

Suggestion, as a rule, does not require evidence and logical analysis of facts and phenomena to influence people. It is based on a person’s faith, which develops under the influence of authority, social status, charm, intellectual and volitional superiority of one of the subjects of communication. The power of example plays a major role in suggestion, causing conscious copying of behavior, as well as unconscious imitation.

Coercion is the most violent method of influencing people. It involves the desire to force a person to behave contrary to his wishes and beliefs, using the threat of punishment or other influence that can lead to undesirable consequences for the individual. Coercion can only be ethically justified in exceptional cases.

The choice of method of influencing people is influenced by a variety of factors, including the nature, content and situation of communication (usual, extreme), social or official position (powers) and personal qualities of the subjects of communication.

2.Styles of business negotiations.

It is well known that speech is a form of communication based on certain rules through linguistic constructions. Modern speech did not appear at one moment, it was formed over a huge period of time and continues to form now.

In the modern world, speech plays a huge role in the life of any person. Through speech, we learn about the world around us, pass on our knowledge and experience to each other, and accumulate them for transmission to future generations.

One of the most widespread types of communication in the world is business communication, in which people exchange business information and work experience. As a rule, the goal of business communication is to achieve a specific result, solve a specific problem.

Business communication can be divided into direct (immediate contact) and indirect (there is a certain spatio-temporal distance in the communication process). Direct communication is a type of oral form of communication, whereas indirect communication is a type of written communication.

Direct communication is undoubtedly more effective due to the possibility of emotional influence and suggestion, but indirect communication cannot have such a strong result, certain socio-psychological mechanisms operate in it. Direct communication usually occurs in the form of a conversation, negotiations, meeting, visit, or public speaking. Such communication can be either dialogical or monological. Indirect communication typically includes external business correspondence and internal or internal business correspondence.

The most important distinguishing feature of business communication from informal communication is the fact that in the process of business communication certain tasks and certain goals are set that require appropriate permission. It is this circumstance that does not allow stopping business communication (for example, the negotiation process) at any time, at least this cannot be done without losses in obtaining information for both parties. Whereas in ordinary friendly communication there is almost never a goal to achieve certain results, therefore such communication can be stopped (at the request of both parties) at any time. Fears of the impossibility of restoring the communication process again are minimal.

Difficulties in negotiations are often caused by differences in national cultures. It is common to distinguish cultures in which spoken words are perceived with little or no regard for possible hidden meaning. These are so-called low-context cultures. These include, for example, American and German. In other cultures, in particular Persian, French, Japanese, the importance of context is very high. Sometimes the meaning hidden in words can change what is said to the exact opposite.

It is a fairly common opinion that it is easier to negotiate with representatives of the same race, and even more so of the same nationality. However, this is not always the case. Scientists have come to the conclusion that the closer the peoples are to each other ethnically, the more significant the differences in views on this or that problem seem to them (note how difficult Russian-Ukrainian negotiations are). But the more different peoples are ethnically, the more significant will be the differences of opinion for their representatives.

It is necessary to take into account where the negotiator was born, educated, lives and currently works. Thus, a Japanese living in the United States and negotiating on behalf of an American company can, to a certain extent, retain the features inherent in the Japanese national character, and this will influence his behavior in negotiations. However, in general, his negotiating style will be more American, since the formation of his personality was greatly influenced by the environment in which he was raised. All of the above and below can help predict the behavior of your business partner.

1 American style of business negotiations.

American culture is relatively young when compared to many European, Asian, or Middle Eastern cultures. Americans have introduced a significant element of democracy and pragmatism into the practice of business communication. From early childhood, Americans rely only on themselves. They are self-sufficient and independent.

When solving a problem, the Americans strive to discuss not only general approaches, but also details related to the implementation of agreements. They value openness and honesty in people, and quickly get to the point without wasting time on formalities. They often show egocentrism, believing that the negotiating partner must certainly be guided by the same rules as themselves. They do not like interruptions in conversation, they value punctuality in people, they always come to the appointed meeting on time and believe that lateness is unacceptable and cannot be justified in any way, and therefore is perceived especially sharply by them. Often, a representative of a given nationality perceives being late as a personal insult.

Their usual duration of negotiations is from half an hour to an hour and preferably one on one.

The American delegation always exerts tough pressure and persistently tries to realize its goals.

2 Chinese style of business negotiations.

The Chinese are very attentive to two things during business meetings: collecting information related to the subject of negotiations and creating a “spirit of friendship.” In fact, they simply identify it with good personal relations between negotiating partners.

The Chinese tend to clearly distinguish between the individual stages of business meetings: the initial clarification of positions, their discussion and the final stage of negotiations.

When negotiating with them, you can hardly expect them to be the first to “reveal their cards.” They usually make concessions only at the very end of the meeting. Moreover, this happens at a time when it seems that the negotiations have reached a dead end. The Chinese finally come to an agreement with their partner not at the negotiating table, but at home. At the same time, it should not be ruled out that at the very last moment they will try to introduce amendments and reservations that are beneficial to themselves into the already initialed agreements.

It should be borne in mind that the Chinese are big fans of delaying negotiations and this process can last from several days to several months.

During greetings in China, it is customary to shake hands. They pay great attention to the appearance of partners, their manner of behavior, and relationships within the delegation. The Chinese attach great importance to establishing informal, personal relationships with partners. It is better to give gifts not to a specific person, but to the entire organization, because... local regulations may prohibit the acceptance of personal gifts.

3 German style of business negotiations.

Germans prefer to start negotiations if they are firmly confident that they will come to some kind of agreement with their partner. They value punctuality very much and are known for their pedantry, therefore, when negotiating with them, it is necessary to strictly adhere to protocol. They work out their position very carefully, preferring to discuss issues sequentially: without finishing one, they are unlikely to agree to move on to the next.

At the same time, they love neatness and precision in everything, so everything should be neatly laid out on the negotiating table. Questions must be carefully prepared, written in advance on special paper.

Germans value honesty and directness. They love to give facts and examples. They are partial to numbers, to diagrams, to diagrams. When negotiating with them, you must be logical in your argumentation and accurate in your presentation of facts.

Business connections with German companies can be established by exchanging letters with proposals for cooperation.

When concluding deals, they will insist on strict fulfillment of accepted obligations, as well as payment of high fines in case of non-fulfillment.

It is advisable to take into account the Germans' commitment to titles. To do this, you need to clarify all the titles of business partners before the start of negotiations. You should address them by their last name, for example, “Mr. Bauer,” and not by their first name, as is customary among Americans. In Germany, it is very rare to invite business partners home. If you receive such an invitation, then do not forget a bouquet of flowers for the hostess of the house.

4. Japanese style of business negotiations.

The Japanese are hardworking, traditional, disciplined, polite and neat. From childhood, they are brought up in the spirit of “group solidarity”, they learn to suppress their individualistic impulses, restrain their ambitions, and not show off their strong qualities. Japanese morality considers bonds of mutual dependence to be the basis of relationships between people. Therefore, Japanese entrepreneurs are accustomed to judging a partner primarily by his membership in a particular group or faction.

The Japanese are punctual and are almost never late for a meeting. They are extremely scrupulous and take their obligations very seriously. Preliminary negotiations are considered as a mandatory step and are not inclined to do it without receiving comprehensive information about the partner and his proposals. Patience in Japan is considered one of the main virtues, so discussions of business issues often begin with minor details and proceed very, very slowly.

It is the tradition of Japanese business people to listen carefully to the point of view of the interlocutor to the end, without interrupting him or making any comments. As a result, at the first stages of negotiations it is often impossible to predict what opinion Japanese businessmen will hold on the substance of the issue during subsequent discussions. A Japanese representative may nod his head several times during a conversation, but this does not mean that he agrees with you, but only indicates that he understood the meaning of what was said.

When the Japanese are faced with an obvious concession from their partners, they often respond in kind. Their morality divides actions not into good and bad, but into those that are appropriate and inappropriate for the moment, so the Japanese take it for granted that an agreement with a partner is valid only as long as the conditions under which it was reached remain.

No pressure is acceptable when negotiating with the Japanese. Physical contact must be avoided - a handshake is not advisable.
The most important element of the rules of good manners is bowing. Business cards will be presented upon introduction. They must be received with both hands and must be read as a sign of respect.

3.Culture of business negotiations.

During the same day, a person changes many roles: he is a leader and a subordinate, an employee and a passenger, a husband and a father, a brother and a son. Each of these roles involves its own style of behavior; in each of them, a person chooses special gestures, postures, words, intonations, i.e. in other words - politeness.

Politeness begins where expediency ends, although politeness undoubtedly contains expediency of a higher order. Etiquette behavior always presupposes a certain redundancy, and its artistic and aesthetic character is largely connected with this. Strictly speaking, only behavior that involves the possibility of choice can be recognized as etiquette. We can draw the following parallel: if a car driver waits for us to cross the street when the light is green, it is absurd to call his behavior etiquette, he is simply following the rules of the street; but if a driver stops his car in the middle of the street, inviting a pedestrian to cross the road in front of him, then his action can be called etiquette.

During a conversation, the main rule is unconditional respect for the interlocutor. In most cases, good manners do not allow discussing money matters, physical defects, or illness of the interlocutor or others. As a rule, the conversation should not concern others; topics that could give rise to accusations of slander should be avoided. It is unacceptable to make personal attacks or hostile remarks towards the interlocutor.

You should avoid speaking in a raised voice, and tactfully avoid topics and questions during the discussion of which you or your interlocutor may “flare up.” In a conversation, try to avoid being edifying, showing inattention to what the interlocutor said, or trying to hastily “evaluate” what he said. At the same time, those who are always ready to immediately agree with any statement leave a bad impression.

A skillful interlocutor will always find the opportunity to let someone speak, directing the essence of the conversation with short remarks. The ability to listen and pause is highly valued in society. A skillful interlocutor will not argue, speak in an orderly or threatening tone, and will try not to give intrusive advice.

It is advisable to concentrate your attention as much as possible on the interlocutor, to respond to what he said with an interjection or remark. Inattention can be seen as arrogance and tactlessness.

In most cases of communication in protocol situations, you should not hold the interlocutor’s attention for more than ten minutes - otherwise you may be considered an annoying person. Try to gradually update the circle of interlocutors, involving them in the conversation and switching to new topics that interest them.

A protracted conversation can, in most cases, be stopped under the pretext of pouring a glass of water, replenishing the supply of snacks on the plate, making a phone call, etc. In this work, after introductory information, we will look at the latter in more detail - talking on the phone.

Based on the method of information exchange, a distinction is made between oral and written business communication.

Oral types of business communication, in turn, are divided into monological and dialogical.

Monologue types include:

Welcome speech;

Information speech;

Report (at a meeting, meeting).

Dialogical types:

A business conversation is a short-term contact, mainly on one topic.

A business conversation is a lengthy exchange of information and points of view, often accompanied by decision-making.

Negotiations are discussions with the aim of concluding an agreement on any issue.

An interview is a conversation with a journalist intended for print, radio, and television.

Discussion;

Meeting (meeting);

Press conference.

Contact business conversation is a direct, “live” dialogue.

Telephone conversation (distant), excluding non-verbal communication.

In direct contact and direct conversation, oral and nonverbal communications are of greatest importance.

Conversation or sending messages by telephone are the most common forms of communication; they are distinguished by direct contact and a wide variety of communication methods, which makes it possible to easily combine the business (formal) and personal (informal) parts of any message.

Material - exchange of objects and products of activity;

Cognitive - knowledge sharing;

Motivational - exchange of motivations, goals, interests, motives, needs;

Activity - exchange of actions, operations, skills.

By means of communication it is possible to divide into the following four types:

Direct - carried out with the help of natural organs given to a living being: arms, head, torso, vocal cords, etc.;

Indirect - associated with the use of special means and tools;

Direct - involves personal contacts and direct perception of communicating people by each other in the very act of communication;

Indirect - carried out through intermediaries, who may be other people.

4. The importance of business communication.

Business communication these days penetrates into all spheres of public life. Enterprises of all types and forms of ownership, as well as individuals as private entrepreneurs, enter commercial and business spheres of life. Competence in the field of business communication is directly related to success or failure in every field: science, art, production, trade. As for managers, businessmen, production organizers, people involved in management, private entrepreneurs, communicative competence, that is, the ability to respond adequately in any situation during communication for representatives of these professions, is one of the most important components of their professional appearance.

A manager is a professional communicator, i.e. a person for whom speech activity is the most important component of professional activity. Communications in a manager’s activity occupy more than 60% of working time. Therefore, a sufficient degree of communicative competence is a necessary condition for the successful activity of a manager in any direction. Moreover, we are talking about a special type of communication, controlled communication.

“Business is the ability to talk to people,” say enterprising Americans. One of the outstanding US managers, president of the world's largest auto giant, Ford and Chrysler, Lee Iacocca, in his book “Manager's Career” writes: “Management is nothing more than setting people up to work. The only way to get people excited about activity is to communicate with them.”

In this context, the attempts of many researchers to formulate and substantiate the basic principles of business communication ethics or, as they are more often called in the West, the commandments of personal public relation (can be very roughly translated as “business etiquette”) are easily understandable.

Conclusion

So, having completed this work, we came to the conclusion that business communication is a process of verbal interaction between people in which activities, information and experience are exchanged in order to achieve a certain result. It is an integral part of our life and has its own rules and techniques.

And we can distinguish three forms of business communication:

1. Business conversation - oral contact between interlocutors. Its participants must have the authority to accept and consolidate the positions developed. The functions of a business conversation include: solving problems facing the participants, communication between employees of the same business environment, maintaining and developing business contacts.

2. Business correspondence - a business letter (an official message in the form of an official document, as well as in the form of requests, proposals, claims, congratulations and responses to them).

When composing a business letter, you need it to be relevant, concise, logical, persuasive and without being too overbearing.

3. A business meeting is a discussion with the aim of resolving organizational problems, including the collection and analysis of information, as well as decision-making.

List of used literature

1. Business communication: textbook. Korobeynikova L.S., Kupryushina O.M. - Voronezh: VSU Business School, 2004

2. Corporate culture: training manual. I.N. Kuznetsov-Minsk: Book House, Misanta, 2006

3. Culture of business communication: a practical guide. Kuzin F.A. - M.: Os-89, 2002

4. Preparation for negotiations. Fischer R., Ertel D. - M.: Filin, 1996

Since cultural differences exist and can be measured because they operate at different levels, the question arises of how they affect negotiations. Drawing on the work of Weiss and Stripp, Foster, and others, we believe that culture can influence international negotiations in at least eight different ways.

2. Choice of negotiators. The criteria used to select a negotiator vary depending on the culture. These criteria may include knowledge of the subject of the negotiation, seniority, family connections, gender, age, experience and status. Different cultures value these criteria differently, leading to different expectations about what is appropriate for different types of negotiations.

3. Protocol. Cultures vary in the importance of protocol, or the formal relationship between two parties to a negotiation. American culture is one of the least formal cultures in the world. In general, a familiar style of communication is quite common; for example, they address each other by name, ignoring titles. In other cultures the situation is the opposite. Many European countries (France, Germany, England) are very formal, and not using the exact title (Mr., Doctor, Professor, Lord) when addressing someone is considered offensive. Formal business or business cards, common in many Pacific Rim countries (China, Japan), are almost mandatory for presentation there. Negotiators who forget to take business cards or use them for notes often grossly violate protocol and insult the counterparty. Even the manner in which a business card is presented and a handshake is exchanged, or dress requirements are met are subject to interpretation for the negotiator: all this can become the basis for judging the preparation and personality of the counterparty.

4. Communication. Culture influences the style of our communications - both verbal and non-verbal. There are also differences in body language across cultures: the same behavior may be considered offensive in one culture but completely harmless in another. To avoid offending the other party in international negotiations, negotiators must carefully adhere to cultural rules of communication. For example, if a negotiator puts his feet on the table in the US, it signals strength or relaxation; in Thailand this behavior is extremely offensive. There is certainly a lot of information on how to communicate that an international negotiator must keep in mind to avoid offending, angering or embarrassing the other party during negotiations. Cultural books and articles can offer international negotiators valuable advice on how to communicate in different contexts.

cultures; searching for such information is one of the main aspects when planning international negotiations.

5. Time. Different cultures define the meaning of time and its impact on negotiations very differently. In the United States, people tend to be time-conscious: they show up for meetings at the appointed time, try not to take up other people's time, and generally believe that "faster" is better than "slower" because it symbolizes high productivity. Other cultures have a completely different attitude towards time. In more traditional societies, especially in hot countries, the pace of life is slower than in the United States. This reduces time focus, at least in the short term. In other cultures, Americans are considered slaves to their watches because Americans closely monitor time and guard it as a valuable resource. In some cultures, such as China and Latin America, time "per se" is not important. Negotiations focus on the task at hand, no matter how long it takes. During intercultural negotiations, there is a high probability of misunderstanding due to different attitudes to time. Americans may be perceived as always rushing and jumping from one task to another, while Americans may perceive negotiators from China or Latin America as doing nothing and wasting their time.

6. Risk appetite. Cultures vary in their willingness to take risks. Some cultures tend to produce bureaucratic, conservative decision makers who want a lot of information before making a decision. Other cultures produce more adventurous negotiators, more willing to take action and take risks with insufficient information (e.g., “No risk, no champagne”). According to Foster, Americans occupy the risk region of the continuum, as do some Asian cultures (e.g., the “dragon” countries), and some European cultures are quite conservative (Greece). The culture's orientation to risk significantly influences the subject of negotiations and the content of their results. Negotiators in a risk-oriented culture tend to get straight to the point and tend to take more risks. Risk-averse cultures tend to seek additional information and take a wait-and-see approach.

7. Group and personality. Cultures differ in whether they place more importance on the individual or society. United States- Very personality-oriented culture, where they appreciate and approve independence and perseverance . Group-oriented cultures, on the other hand, espouse the supremacy of the group and view the needs of the individual as secondary to the needs of the group. Group-oriented cultures value similarities and reward dedicated team players; those who dare to stand out are ostracized - a high price to pay in a group-oriented society. Such cultural differences can impact negotiations differently. Americans tend to place responsibility for the final decision on one individual, whereas group-oriented cultures - e.g. Chinese- prefer group responsibility for such a decision. Decision making in group-oriented cultures involves consensus and may require significantly more time than is typical for American negotiators. Moreover, because negotiations in group-oriented cultures may involve a large number of participants and because their participation may be sequential rather than simultaneous, American negotiators may be faced with a series of discussions on the same issues and materials with many different individuals. One of the authors of this book, during negotiations in China, met day after day with more than half a dozen different people, discussing the same thing with different negotiators until the negotiations ended.

8. Nature of the agreement . Culture also has an important influence on both the making of an agreement and the form that agreement takes. In the United States, agreements are usually based on logic (for example, a low-budget producer entering into a deal), often formalized, and enforced in the event of a breach of obligation by the legal system. In other cultures, however, making a deal may be based on who you are (for example, your family or political connections) more than on what you can do. Moreover, conventions do not mean the same thing in all cultures. Foster notes that the Chinese often use a memorandum of agreement to formalize the relationship and signal the beginning of negotiations (mutual favor and willingness to compromise). Americans, however, often interpret such a memorandum of agreement as the end of negotiations - an outcome that can be enforced in court. Again, culturally different understandings of how to negotiate an agreement and what exactly an agreement means can lead to confusion and misunderstanding in cross-border negotiations.

Negotiation models.

Negotiation is defined as a discussion between people to reach a conclusion that is acceptable to one and all. A process where people do not fight among themselves, but sit together assessing the pros and cons, and then come out with an alternative that would be acceptable to everyone.

Model win win.- In this model, every person participating in the negotiations wins. No one loses anything in this model and everyone benefits from the negotiations. This is the most acceptable negotiation model.

Model loss win.- In this model, one side wins and the other side loses. In such a model, after several rounds of discussions and negotiations, one party has an advantage while all participants are still dissatisfied.

Model lose lose.- As the name suggests, in this model, the result of negotiations is zero. Neither party benefits from this model.

RADPAC Negotiation Model.

The RADPAC negotiation model is a widely used negotiation model in companies.

Each letter in this model means something:

R - Mutual Understanding: As the name suggests, it means the relationship between the parties involved in the negotiation. The parties involved in negotiations should ideally be comfortable with each other in order to have a good relationship with each other.

A - Analysis: One side must understand the other side. It is important that individuals understand each other's needs. The shop owner should understand the needs of the customer and his pocket capacity, in the same way the customer should not ignore the profit of the store owner. People must listen to each other carefully.

D - Debate: Nothing can be achieved without discussion. This round involves discussion of issues between stakeholders during negotiations. This round evaluates the pros and cons of ideas. People debating with each other are trying to convince the other. You don't need to lose your temper this round, you need to stay calm.

P - Suggestions: Everyone offers their best ideas in this round. Everyone tries their best to come up with the best presentation and reach a conclusion that is acceptable to everyone.

A - Agreement: At this stage, people come to a conclusion and agree with the best alternative.

C - Closing: The negotiations are over and the persons return satisfied.

Culturology: Textbook for universities Apresyan Ruben Grantovich

13.4. Business negotiation culture

One of the needs that defines human communication is to be appreciated, recognized, and understood. Hence the advice D. Carnegie: give your interlocutor the opportunity to feel significant, show attention to your interlocutor. All over the world, extremely important importance is attached to mastering negotiation techniques. But an objection may arise due to the fact that, in the ordinary understanding, negotiations relate to a certain category of officials: leaders of various ranks, diplomats, politicians, military leaders. However, experts in the field of effective negotiation technology Roger Fisher And William Urey They convince us that each of us, at a certain moment in our activity, turns out to be a subject conducting negotiations, that every day we agree on something. People negotiate even when they don't realize it. The authors of the method of effective negotiations call them shuttle communication, designed to reach an agreement when the contracting parties have coinciding or opposing interests.

The importance that the business world attaches to mastering the method of effective communications is evidenced by this fact. A special division at Harvard Law School develops rules of negotiation. Robert Fisher is a law professor at the school, and William Urey is the associate director of the Negotiation Program at the same school. They developed a method principled negotiations, which consists in solving problems based on the essence of the matter, and not from the subjective positions of the contracting parties. The method involves persistence in achieving goals and a flexible, humane attitude towards negotiating partners. The method makes it possible to be fair, to achieve what is intended, and at the same time remain within the bounds of decency. At the same time, the authors of the method of principled negotiations draw attention to the fact that, naturally, negotiations differ from each other in content, status, and level. It’s one thing for a son, daughter, and mother to negotiate to get permission to go camping with friends. Another is negotiations between a manager and subordinates regarding the implementation of a specific project. And completely different are the negotiations between the heads of state on the problems of combating terrorism.

But at the same time, the authors of the book “The Path to Agreement, or Negotiations without Defeats” R. Fisher And W. Yuri argue that the basic elements of any negotiation remain unchanged. “To find your way through the jungle of human relationships,” they say, “it is useful to consider three main categories: perception, emotion and communication. Various relationship problems between people fall into one of these three baskets." And we are convinced that the methods of principled negotiations are the same methods of productive communication based on the culture of communicative activity.

Perception– finding out the way of thinking of the other contracting party. Hence the rule: imagine yourself in the place of another, do not draw hasty conclusions based on your own considerations. If differences arise in the perception of the same sentence, discuss them. Let the other side show itself. Ask for advice, take into account the principles and image of the participants in communication. This is the same requirement to show empathy, respect for the personality of the partner, which we talked about when arguing for the conditions of mutual understanding.

Emotions– First of all, be aware of your and their feelings. Allow the other side, if passions are heating up, to “let off steam”; do not react to emotional manifestations, because the main thing for you is to achieve mutual understanding. Use symbolic gestures that support the conversation, and do not forget about the effectiveness of a sense of humor.

Communication– be restrained, delicate, polite. Point out mistakes not directly, but indirectly, so talk not about your partner, but about yourself. For example, do not rush to say: “You are wrong!”, It is better to say: “I don’t quite understand you...”; instead of: “How carelessly and hastily you did this work!” – “I didn’t think the work required more time than you had; Unfortunately, it was not possible to carry it out accurately enough.”

These recommendations in essence and even in form coincide with the advice Dale Carnegie. For example, here are six rules he suggests for making a good impression on your communication partners: smile, be friendly, be welcoming, be genuinely interested in other people, be a good listener, encourage others to talk about themselves, talk about what interests you interlocutor, instill in him an awareness of his importance and do it sincerely.

Carnegie especially formulates rules on how to influence people without humiliating or insulting their dignity. Start with praise, sincere recognition of their dignity. Ask questions instead of giving orders. Agree, you will react differently to the manager’s instructions, which are different in form: 1. Tomorrow, so that this work is completed! 2. Do you think this work will be completed by tomorrow? In the first case, irritation may arise caused by the authoritarian tone of the order (you feel the position of the “Parent”). In the second case, you will calmly accept the manager’s wishes, because the communication was on equal terms, like “Adult” with “Adult”.

Carnegie gives special advice to the leader: use encouragement, create a good reputation for people, give them the opportunity to maintain their prestige. Create the impression that if a mistake or mistake is made, it can be corrected. Get people excited to do what you have to offer.

It is no coincidence that management specialists pay special attention to the business etiquette of the manager as an indispensable condition for the formation of a favorable psychological climate in the organization. They advise: look for opportunities, don’t put up barriers; communicate in such a way as to see what can be done, not what cannot be done. The President of the Volga Academy of Business and Management gives specific advice on this matter R.G. Mannapov:

The transactional analysis of these positions is convincing: it is proposed to take not the authoritarian, peremptory position of a “Parent”, but the position of an “Adult”, ready to treat the point of view of a communication partner with respect and attention. One of the management aphorisms is: praise the employee, criticize the work. What does it mean? Leadership etiquette is the ability to encourage and criticize in a way that shows respect for human dignity.

One of the secrets of friendly communication is a smile as an external manifestation of a willingness to be attentive and show empathy. How many wonderful words have been said about a smile! It costs nothing, but gives a lot. It enriches those who receive it without impoverishing those who give it. It lasts a moment, but sometimes remains in the memory forever. It creates happiness in the home, an atmosphere of goodwill in business relationships and serves as a password for friends. She is an inspiration to the weary, daylight to the discouraged, a ray of sunshine to the sad, nature's best antidote to troubles. And yet it cannot be bought, sold, borrowed, or stolen, since it is of no use in itself unless it is given to someone. Therefore, one of the rules of productive communication is don’t hide your smile, don’t be shy to show positive emotions, an outward sign of goodwill.

Another condition for negotiations without defeat is look at the subject of negotiations not only from your point of view.

You make a request, a proposal to your colleagues, manager or some official. You should never start by stating your interests, arguing for a request or proposal. It is important that the interlocutor you contact feels the importance of your proposal for himself as a leader, for the team. Therefore, it is useful to start the conversation with what the interlocutor may be interested in. For example, you are interested in taking part in a scientific and practical conference, and came to your manager with an application for a business trip. If you start a conversation by expressing your desire, it is possible that you will receive a refusal. But you can start with the fact that the invitation you received is an indicator of the prestige of the institute, and communication at the conference would allow you to expand the circle of supporters of the innovative programs developed by the team. In this way, you focus on the arguments in favor of your business trip based not on personal, but on the general interests of the organization, which are close to the leader. With this approach, you are more likely to achieve satisfaction of your own interests.

There is another rule for successful negotiations, which is called "Socrates' secret" The ancient Greek philosopher Socrates did not leave us his works because he believed that a written thought dies. But his talented students and followers Xenophon And Plato left their memories of Socrates, including his amazing gift for dialogue. This is how Socrates' secret came to us. It consists in the fact that you divide the problem you are interested in or the main idea aimed at achieving the desired result into separate logically consistent links that gradually lead to the main idea, and present each link in the form of sequentially asked questions that assume a positive answer.

Let's try to solve the problems of the business trip you are interested in using the “secret of Socrates”. A logical chain of questions might look, for example, like this:

1. When addressing the manager, you ask: “You are, of course, familiar with the activities of such and such a university (or public organization)”? The answer should be positive. Next you ask the following questions:

2. “Would it be useful for us to get to know their leading specialists better?”

3. “Is it prestigious for our organization to receive an invitation to a conference?”

4. “Obviously, the conference will be very representative?”

5. “Perhaps participation in the conference would allow us to expand the circle of supporters of our ideas?”

6. “How would you feel about our employees participating in this conference?”

7. “I received an invitation. Will you allow me to go on a business trip?

The “secret of Socrates” can be characterized differently: it is a reduced, well-thought-out dialogue with the interception of initiative. In his memoirs about Socrates, there is this advice from him: “The next time you are dying to tell a person that he is wrong, remember old barefoot Socrates and humbly ask your interlocutor a question - a question to which the answer is yes.”

What is the advantage of "Socrates' secret"? The initiator of the conversation holds the attention of the interlocutor, he leads the logic of the conversation. If there is a miscalculation in the established logical chain, you will immediately notice it and correct the further course of communication. The interlocutor, with your help, comes to a decision in which you are interested.

The secrets of a productive dialogue can be expressed by a proverb: if you want to be interesting (meaning to your partner), be interested. In the treasury of wisdom of different peoples there are many instructive thoughts that draw our attention to the culture of human communication. Here are some of them.

“Rivers and streams give up their water to the seas because they are lower than them. Likewise, a person, wanting to rise, must keep himself lower than others.”

“There is no magic stronger than the magic of words”

Anatole France

Don't forget, dear man:

The bullet wound will heal soon,

The wound from the word burns throughout the entire century.

(Gamzat Tsadasa, Dagestan poet)

“Just as medicine fails to reach its goal if the dose is too large, so does blame and criticism when it exceeds the measure of justice.”

A. Schopenhauer

“An enemy who looks for your mistakes is more useful than a friend who tries to hide them.”

Leonardo da Vinci

“Power over oneself is the highest power”

From the book History of World and Domestic Culture author Konstantinova S V

23. Culture of Ancient Rus'. Culture of the pagan period. Life of Rus' The history of the Old Russian state began long before the adoption of Christianity. The Christian culture of Rus' was based on the pagan layer of culture. The earliest information about Old Russian culture

From the book Theory of Culture author Author unknown

4.4.2. Culture and artistic activity. Culture and art Artistic activity is a special type of human activity, unique in its relation to culture. This is the only activity the meaning of which is the creation, storage, functioning

From the book China Controlled. Good old management author Malyavin Vladimir Vyacheslavovich

13. CULTURE AND MODERNITY

From the book Verboslov-2, or Notes of a Stunned Man author Maksimov Andrey Markovich

13.2. Culture and anticulture If culture is not everything, not the whole life of a person and society, although it can be connected with everything, embodied in almost everything, then, firstly, there is something in life that is not culture, in which culture is not embodied.

From the book Hello, children! author Amonashvili Shalva Alexandrovich

Truth as a cultural value. Science and culture. Culture and technology Andrianova T.V. Culture and technology. M., 1998. Anisimov K. L. Man and technology: modern problems. M., 1995. Bibler V. S. From scientific teaching to the logic of culture. M., 1991. Bolshakov V.P. Culture and truth // Bulletin of NovGU,

From the book How to Beat the Chinese author Maslov Alexey Alexandrovich

Freedom and culture Berdyaev N. A. Philosophy of freedom. The meaning of creativity. M., 1989. Camus A. The rebellious man. M., 1990. Campbell J. Freedom and community // Questions of philosophy. 1992. No. 12. Fromm E. Escape from freedom. M., 1995. Hayek F. A. The Road to Slavery // Questions of Philosophy. 1992.

From the book Nations and Nationalism by Ernest Gellner

From the book Requests of the Flesh. Food and sex in people's lives author Reznikov Kirill Yurievich

Culture In the main thing - unity, in the controversial - freedom, in everything - love. Blessed AUGUSTINE Or maybe these words of Blessed Augustine define what this mysterious and incomprehensible culture is? Mysterious? Incomprehensible? There is no simpler word...Yeah. But you try

From the book Culture and Peace author Team of authors

The principle of establishing business relationships with children What does this mean? Let us turn to S. T. Shatsky (from whom I borrowed this concept); to explain the essence of business relationships in the lesson “...The fact is that pedagogical issues are very different from ordinary human

From the author's book

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