ABCD (able, believable, connected, dependable) trust model, 64
Appreciative inquiry model, 103
Arguments’ life cycle, 92
Bargaining zone, 2
BATNA. See Best alternative to a negotiated agreement
BCG matrix. See Boston Consulting Group matrix
Best alternative to a negotiated agreement (BATNA), 2
Boston Consulting Group (BCG) matrix, 91, 92
Collectivism, 31
Communication
distant communication, pitfalls of, 27–28
role of, 20–21
and values, 35–41
verbal vs. nonverbal, 21
Compete/cooperate dilemma, 65
Conflict management, 119–122
Context cultures, 21–23
Counterparts
agenda, 83–85
information gathering, 85–86
meeting site, 86–87
schedule, 87–94
CQ. See Cultural intelligence
Cross-cultural skills, 55
Cultural differences, United States vs. China, 32
Cultural dimensions, 31, 34
Cultural intelligence action, 58
Cultural intelligence knowledge, 58
Cultural intelligence model, 57
Cultural intelligence strategy, 58
Cultural knowledge, 55
Cultural orientations model
action, 44–45
communication, 45–46
competitiveness, 50
environment, 42–43
individualism, 48–50
power, 47–48
space, 46–47
structure, 51–52
thinking, 52–53
time, 43–44
Cultural schizophrenia, 115–116
Culture
analysis grid, 7
in context, 21–23
cultural “animals,” 16–17
cultural distance, 16
cultural intelligence (CQ), 54–59
cultural preferences, Lewis, 37
dual personality cultures, 115–116
global culture, myth of, 19
iceberg, 7–8
incompetence, 53–54
Lewis, cultural anchors, 36
orientations model, 41–53
relativity, 23–24
schizophrenia, 115–116
Deal-focused cultures, 114
Distant communication, pitfalls of, 27–28
Dual personality cultures, 115–116
Emotional intelligence (EQ), 55
Empathy dilemma, 64–65
EQ. See Emotional intelligence
Franklin, Benjamin, 71
Generalizations, 7
Global culture, myth of, 19
Global English (Globish), 6
Global Leadership and Organizational Behavior Effectiveness (GLOBE), 39
GLOBE. See Global Leadership and Organizational Behavior Effectiveness
Hall, personal bubbles of space, 47
Hall’s model, 22
Hofstede’s cultural dimensions, 31
Hofstede’s pyramid of human uniqueness, 30
Honesty dilemma, 62–63
House, Robert J., 39
Information, 124–126
Interculturalist, 24
International negotiating styles
attitudes, role of, 70–71
conflict management, 119–122
counterparts, 73–74, 83–106
cultural schizophrenia, 115–116
deal and after-deal, 108–109
dual personality cultures, 115–116
follow up, 110
goals, 77–81
information and trust, 124–126
measuring and taking risks, 114–115
moderating role of, 126–128
myopia, 75
negotiating tactics, 122–123
negotiation dilemmas, 62–66
negotiation process, 61–62
preparation stage, 75–77
from preparation to closing, 71–73
renegotiations, 110–111
review, 106–107
role of emotions, 66–70
silence and disturbing techniques, 128–130
steps of, 122–123
strategy, 81–83, 116–119
time, 124–126
International negotiation
action and reaction, 149
attitudes, role of, 70–71
business, 1
counterpart, 9–10
cultural competence, 54
cultural iceberg, 7–8
emotions, role of, 66–70
generalizations, 7
male-dominated world, 5–6
myths, 8
and negotiation, 6–7
price, 1–3
stereotypes, 7
talk about, 3
total cultural homogeneity/total heterogeneity, 8–9
win-win/win-lose strategies, 3–5
woman in, 10–11
International negotiators’ toolkit, Error! No page number
cultural analysis grid, 141–142
cultural compass assessment, 145–147
high- and low-context country orientation table, 143
high- and low-context culture assessment, 143–144
intelligent, 135–137
linear-active, 144
monochronic management style table, 145
multiactive, 144
polychronic management style table, 145
questionnaire, 138–141
reactive culture table, 144
roadmap, 134–135
Language barriers, 24–27
Lewin, Kurt, 24
Lewis
cultural anchors, 36
cultural preferences, 37
Linear-active people, 35
Lose-lose strategy, 117–119
Masculinity, 31–32
Maslow’s hierarchy, 129
Merging culture
bias requires, 15
in context, 21–23
cultural “animals,” 16–17
cultural incompetence, 53–54
cultural intelligence (CQ), 54–59
cultural orientations model, 41–53
cultural relativity, 23–24
disagreements, 19–20
distant communication, pitfalls of, 27–28
impact of culture, 14–15
importance of respect, 18
language barriers and translators, 24–27
main cultural orientations, 29–35
myth, 19
overview, 13–14
polychronic vs. monochronic approaches, 28–29
relationship, 24
role of communication, 20–21
“saving face,” 19–20
understanding cultural distance, 16
values and communication, 35–41
verbal vs. nonverbal communication, 21
Monochronic approaches, 28–29
Multiactive people, 35–36
Myopia, 75
Myths, 8
Negotiation
dilemmas, 62–66
impact of culture on, 14–15
influence of effort in, 127
international negotiation and, 6–7
preparation stage, 75–77
process, 61–62
styles, 112–114
tactics, 122–123
using cultural intelligence (CQ), 54–59
zones, 104
Nonverbal communication, 6
Open attitude, 54
Pareto principle, 128
Polychronic vs. monochronic approaches, 28–29
Porter’s five forces model, 72
Power distance, 31
Quantitative approach, 2
Reactive people, 35–36
Relationship-focused cultures, 114
Renegotiations, 110–11
Schwartz’s fundamental values, 38
Self-awareness, 55
Stereotypes, 7
Strategy/opportunity dilemma, 66
SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, 81–83
Thinking outside the box model, 69–70
Time, 124–126
Time orientation, 32
Toolkit. See International negotiators’ toolkit
Total cultural homogeneity/total heterogeneity, 8–9
Translators, 24–27
Trompenaars and Hampden-Turner’s cultural dimensions, 34
Trust, 124–126
definitions of, 65
dilemma, 63–64
Uncertainty avoidance, 32
Win-lose strategy, 3–5, 117–118
Win-win strategy, 3–5, 116–117
Zone of possible agreement (ZOPA), 2
ZOPA. See Zone of possible agreement