Lesson 5

Question 1

Culture is divided into 3 parts

Answer 1

linear-active
multi-active
reactive

Question 2

15 forms of communication

Answer 2

listening and talking
plan
way of directness
use of connections
feeling in communication
tasks and actions
face loss
work or people oriented
expressing conflict
interrupt
to tell the truth
patience in communication
body language
use of facts in communication

Question 3

Characteristics of linear-active culture

Answer 3

patient
minds own business
loves privacy
does one thing at a time
works at fixed hours
punctual
adheres to timetables
sticks with plans
holds to facts
gives work to competent colleagues
not emotional

Question 4

Characteristics of multi-active culture

Answer 4

extrovert
impatient
talks a lot
planning in general
does many things at the same time
works when needed
not punctual
timetables are not predictable
facts depend on circumstances
emotional
gives work to friendly relationships
people oriented
seeks top or key persons
prevent face loss by apologies
private and work are mixed
talk for hours

Question 5

Characteristics of reactive culture

Answer 5

introvert
patient
respects others
listens to others
planning from general principles
reacts to others
punctual
reacts on the timetable of the other
statements are promises
take care of others
gives work to reliable people
respect oriented
prevents confrontation
face loss should never occur
private and work connected
subtle body language

Question 6

Cultural differences in negotiators’ norms and values

Answer 6

Negotiation goals: contract or relationship
Negotiation attitude: win/lose of win/win
Personal style: formal or informal
Communication: direct or indirect
Sensitivity to time: high or low
Emotionalism: high or low
Forms or agreement: general or specific
Building an agreement: bottom up or top down

Question 7

Effects of culture on negotiation

Answer 7

collectivism
high: getting to yes and win/win
low: high gain for own party

power distance
high: strategies and tactics influence by perceived power
low: emphasis on strength of case and interests

uncertainty avoidance
high: formal, use of adjournments to refer to constituents, reluctant to reach binding decisions
low: informal, willing to consider ideas and alternatives

masculine values
high: competitive
low: cooperative

contextualism
high: flexible, especially towards time management, contract signing and closing deals
low: systematic, formal agreement is the aim

time orientation
long: focus on relationship building
short: focus on particular transaction