MilestoneTwowillconsistofananalysisofthestakeholdersinvolvedinthenegotiation.Studentsmustconsidert hestakeholders’interestsintheoutcomeofthe negotiation and how their interests and priorities will impact the negotiation process. Students must also consider how interests may differ depending on cultural considerations. Milestone Two will conclude with an explanation of measures that will be taken to ensure all stakeholders will be satisfied with the outcome of the negotiation. Specifically, the following critical elements must be addressed: III. Stakeholder Analysis For the following, remember that the scope of critical stakeholders and interests may differ depending on cultural con siderations. Organize stakeholders based on priority. 1. a) Who are the critical stakeholders involved in this negotiation? 2. b) What is the significance of the role of each stakeholder? 3. c) What are the priorities of each stakeholder? Guidelines for Submission: Your paper must be submitted as a two- to three-page Microsoft Word document with double-spacing, 12-point Times New Roman font, one-inch margins, and at least two sources cited in APA format. Critical Proficient (100%) Elements Stakeholder Identifies the critical Analysis: stakeholders, including special interest groups, government officials,and Critical Stakeholders individuals Stakeholder Analysis: Analyzes the roleof each key player in the negotiation Roles Stakeholder Identifies the priorities of Analysis: each key player in the negotiation Priorities Needs Improvement (75%) Not Evident (0%) Value Does not includeall critical stakeholders in analysis Does not identify the critical stakeholders 20 Does not sufficientlydescribethe Does not includeananalysisof stakeholders’ roles in the 20 stakeholders’roles negotiation Does not sufficientlydescribethe Does not includeananalysisof stakeholders’ priorities in the 25 stakeholders’ priorities negotiation Provides an explanation of Stakeholder measures that will be taken Analysis: to ensure all stakeholdersaresatisfied with the outcome of the Measures negotiation Does not sufficiently explain the measures that will be taken to ensure all stakeholdersaresatisfied with the outcome of the negotiation Does not provideanexplanationof measures that will be taken to ensure all 25 stakeholdersaresatisfied with the outcome of the negotiation Submission has no major Articulation errors related to citations, of Response grammar, spelling, syntax, or organization Submission has major errors related to citations, grammar, spelling, syntax,ororganizationthat negatively impact readability and articulation of main ideas Submission has critical errors related to citations, grammar, spelling, syntax, or 10 organization that prevent understanding of ideas Earned Total 100% INT 660 MILESTONE 1 Yaseen H. Alabdullah Southern New Hampshire University 2 Cross-Cultural Negotiations Introduction The international business deals not only cross borders but they also cross cultures. Surveys show that various cultural aspects profoundly influence how people communicate, think and behave. Differences in culture between business people can create barriers that obstruct or fully stymie the negotiating process. It is critical to understand that in most cases, deal-making across cultures tends to lead to worse outcomes than negotiations conducted within the same culture. Various people encounter business practices that seem unusual and strange when trading internationally, and thus it may be challenging to effectively deal with these differences without feeling that the other party ought to change their ways to fit their expectations. Therefore, there is a need to analyze verbal communication, non-verbal communication and decision making aspects of negotiations and determine how each will impact cross-cultural negotiations. Verbal Communication During cross-cultural negotiations, what has verbally stated during the process is of great importance to both parties. The negotiators ought to aim at following some simple rules during the negotiation process, for instance, avoid the use of jargon that may not be easily understood by the other party, avoid interrupting the other party when speaking and never raise voices during the negotiation process. The negotiator may assess the effectiveness of his or her verbal communication through the listener by asking him or her to paraphrase the general understanding of the exchange. Unlike non-verbal communication, any statements made through verbal communication can easily be considered true during the negotiation process (Lim and Izak 34). Non-verbal communication 3 Non- verbal communication is crucial to success when communicating across cultures. Non-verbal communication refers to a means of communication that are non-linguistic such as gestures, facial expressions, bodily patterns, and eye contacts that convey meaning without words. There are major differences and meanings of non-verbal communications across cultures, and thus miss-communication may occur when people from different cultures communicate. In high context cultures where complicated communication patterns prevail, people are more geared to reading and interpreting non-verbal cues than in low context cultures. It is thus important to pay attention to some of the non-verbal communication at the negotiation table, for example, eye contact. Eye contact is cross-culturally anchored, that is, Western Europe, North America, and Australia all have fairly similar social expectations of when and where eye contact is appropriate (Brett, 99). Eye contact is considered there as a basic essential to a social interaction which shows a person's interest and engagement with his or her conversation at the negotiation table. Thus, if a negotiator does not give any eye contact during a negotiation, it may be seen as a lack of respect or interpreted as the person is lying or bluffing during the negotiation process. Decision Making Analyzing the negotiation process as joint-decision making process whereby individuals involved engaging each other to arrive at a great decision that will ultimately satisfy their underlying issues and also provide a realistic and concrete view of the process and its possibilities. It is appropriate to understand that the decision-making not only affects how an individual formulates the goal of the negotiation process but also on party behavior at the negotiation table. Having the objective to make the best possible decision regarding sustainability and outcome, the solution is to find the best available information about each side's concerns. 4 Country Analysis The Japanese culture and the negotiation process Just like any other county, Japanese also exhibit some cultural aspects that in turn impact their negotiation process with other countries. During the negotiation process with the Japanese, their behavior is often examined through the entire process. The Japanese culture portrays them as people who are group dependent and people who approach negotiations with suspicion. The Japanese often portrays emotional sensitivity compared to the Americans during the negotiation process. Similarly, the Japanese are good at hiding their emotions and never say no during the negotiation process (Adair, 90). The Japanese also dislikes the bold use of power and usually avoid situations where this takes place. During the negotiation process with the Japanese group, I ought to understand what they like and don't like during the negotiation process. For instance, the Japanese approach negotiation with suspicion, therefore it is crucial to analyze how this may affect the negotiation process. The Japanese Economy and the negotiation process Despite the economic frictions between Japan and the United States, Japan is still the second best United States trading partner after Canada. Japan is a multilateral trade system: as one of the trading economies in the world, Japan has over the years maintained its strong support for the non-discriminatory and rule-based multilateral trading system. The Japanese have also embraced the regional and bilateral trade policy which they believe will serve as building blocks to higher trade liberalization at the multilateral level. Many countries around the globe are looking forward to doing business with Japan, and during the agreements, the Japanese economic structure has to be considered. The current economy of Japan will affect the negotiation process 5 with any other country because the country will be forced to comply with the current state of the Japan economy during the business process. The market The Japanese market is considered one of the most effective profitable markets for various global companies. Different Surveys shows that early investment and entry into the Japanese market is essential and the most profitable business decisions that an individual or a company can make. Similarly, late entry or investments in the Japanese market could be one of the worst decisions of a company or an individual. Through analysis, it is clear to say that fastmoving mass market needs to secure first-mover status in the Japanese market. Therefore, during the negotiation process with the Japanese, the other party ought to understand the Japanese market and the possibilities of running a business with the Japanese people based on what the market entails. 6 Works Cited Adair, Wendi. "Culture and negotiation strategy." Negotiation Journal 20.1 (2010): 87-111. Brett, Jeanne M. "Culture, and negotiation." International journal of psychology 35.2 (2012): 97104. Lim, Lai-Huat, and Izak Benbasat. "A theoretical perspective of negotiation support systems." Journal of Management Information Systems 9.3 (2008): 27-44.
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