Negotiating strategy

Résumé du document

Negotiation is generally defined as a dynamic process through which several parties (at least two) try to solve a "conflict", whether active or latent, which opposes them, and freely look for an "agreement". The conflict (opposition of opinions and/or interests) is "omnipresent and inevitable": "it cannot be totally suppressed nor totally eliminated; it can, however, be managed, channeled, or contained". That is why negotiation is at the center of all human activities, so much so that I. W.ZARTMANN (1976) declared that the current society is going through "the negotiation age". According to this eight schools of thought are apparently facing themselves on the negotiation field: "historic, contextual, structural, strategic, per types of personalities, per behavioral capacities, per processual variables, and the procedural school". The analysis of negotiation mobilizes a growing number of disciplines: Economics and management science, social psychology, political science, the theories of games and decision

Extraits

[...] The Chinese provided a quarter of California's labour force. Chinese labour was also sought elsewhere in America, on the east coast and in the south to substitute for the now freed slaves. Though many overseas Chinese companies now form legal corporations, and the family bases of some companies weaken, most families still have control over their companies either outright or through their networks' partners with whom the families share projects and interlocking directorates. The Confucian emphasis on personal relationships, with the historical lack of institutional support from government agencies, reinforced the overseas Chinese emphasis on individual relationships. [...]

[...] The sense of an action seems thus to be less a voluntary quest than a "floating writing" which lets that action organize itself. That capacity of anticipation requires a perception of the "fundamental flavors", of the "basic values", of the "sense of immanence " . (F. JULLIEN c). This faculty, innate and/or acquired, imposes an "internal detachment" both contrary to the asceticism and to resignation. The impassiveness ("plane path") of the Chinese negotiator masks his tension in order "to reach the adversary in his plans, before he passes to action". [...]

[...] Internal regulations generally do not encourage individuals to receive foreign visitors alone. Their still crowded housing conditions also embarrass many Chinese who may chosse to shy away from hosting foreign guests at home Formal Negotiation Task-related exchange of information. Formal negotiation starts when the chinese show a strong interest in further discussions and both parties signed a letter of intent The Chinese used to send a formal document, informing the foreign party of the composition of the Chinese team and ideas of future meetings. Persuasion. [...]

[...] Chinese, as an identity, is not singular in definition or significance. The hybridity of Chinese and American cultures and its amalgamation are constantly being negotiated and reconfigured. The Chinese Diaspora, which began thousands of years ago, continues into the present with the perpetual movement of people across geographies and political boundaries. Chinese American Families In the Chinese culture, family members owe filial loyalties to the fathers, regardless of who actually serves as the bread winners in the families; members of the Overseas Chinese networks share highly personalized, as opposed to functional, bases for loyalties. [...]

[...] For example, do not tell a Chinese official that he is doing something the wrong way or that his thinking is wrong. Basically, the Chinese are humble. They keep a low profile and do not want to show off. Even though a Chinese may be highly qualified in a certain aspect, he will downplay this by claiming that his qualification is not that good. In contrast however, when the Chinese judge their foreign counterpart, they look at their performance, whether or not that person has a high profile. [...]