Todos nós negociamos diariamente. No nível pessoal, negociamos com amigos, família, proprietários do imóvel em que moramos, vendedores de carro, funcionários, entre outros. A negociação também é a chave para o sucesso nos negócios. Nenhuma empresa consegue sobreviver sem contratos lucrativos. Dentro de uma empresa, as habilidades de negociação podem levar a avanços na carreira. Este curso fornece uma introdução prática e holística às estratégias e habilidades que podem levar a negociações de sucesso na vida pessoal e nas transações de negócios. O curso cobre os quatro principais estágios da negociação: (1) planejamento, (2) negociação, (3) criação do contrato e (4) execução do contrato. Cada estágio analisa as principais questões que você deverá estar preparado para responder em negociações futuras, como: • Quais são os principais elementos em uma análise de negociação, incluindo o preço de reserva fixado, a meta de expansão, alternativas para o negócio em questão e a zona de acordo potencial? • Que diretrizes devem ser seguidas ao confrontar questões de ética? • Qual é a sua fonte de poder nas negociações e como é possível aumentar o seu poder? • Quais ferramentas psicológicas podem ser usadas durante as negociações e quais armadilhas psicológicas devem ser evitadas? • Quais são as quatro principais questões de lei contratual que devem estar no checklist de negociação? • Quais conceitos e ferramentas podem ser usados ao resolver controvérsias? Durante o curso, você assistirá a uma série de pequenos vídeos (que vão de 5 a 20 minutos) sobre cada estágio da negociação. Os vídeos são interativos e incluem questões para testar o seu entendimento sobre estratégias e habilidades de negociação. O curso também inclui vídeos que dramatizam a arbitragem de uma controvérsia na área de construção e a mediação de uma controvérsia de software de robótica. Dependendo do seu planejamento, pode assistir aos vídeos ao longo de algumas semanas ou pode assisti-los todos de uma vez. Um aluno que assistiu a todos os vídeos de uma vez concluiu que "É uma série tão boa quanto Breaking Bad". Após assistir aos vídeos sobre os quatro principais estágios da negociação, você poderá participar de uma negociação individual que testará as suas qualificações como negociador. Os vídeos finais do curso verificam a sua negociação e revisam os conceitos e as ferramentas tratados no curso. Você também receberá feedback sobre o que faz de melhor como negociador e como pode melhorar. This is a translated version. To join the original English version, please visit this page: https://www.coursera.org/learn/negotiation-skills
Negociações Interculturais
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Do curso por University of Michigan
Negociações de sucesso: estratégias e habilidades essenciais (em Português)
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University of Michigan
814 classificações
Na lição
Prepare-se: Planeje sua Estratégia de Negociação
Este Módulo começa com uma visão geral do curso. Ele então foca os primeiros passos do processo de negociação — planejando-se para uma negociação — e cobre (a) diferenças entre negociações baseadas em posição e baseadas em interesse, (b) diferenças entre negociações por resolução de conflitos e por elaboração de acordos, (c) como completar uma análise de negociação, (d) uso de árvores de decisão para determinar a sua MAANA, (e) negociações interculturais, (f) como resolver problemas éticos em negociações e (g) usando agentes nas negociações.
Conheça os instrutores
George SiedelWilliamson Family Professor of Business Administration and Thurnau Professor of Business Law
We're now ready to look at another very important question that
relates to preparing for a negotiation and developing your negotiation strategy.
And that's the question of whether you're involved in a cross-cultural negotiation.
In any negotiation, you start by analyzing your own interests, as we did earlier.
And then, you try to analyze the other side's interests.
Moving beyond positions, asking why they want what they 're interested in.
With a cross-cultural negotiation,
it's especially challenging analyzing the other side's interests
because there are two hurdles that you must leap to find out their interests.
First of all there's a question of their negotiation style.
And second their underlying values and beliefs.
Negotiation style is often referred to as the surface culture.
Whereas the underlying values and beliefs are referred to as the deep culture.
So obviously, in a negotiation, we all know culture
can influence the results of a negotiation and the success of a negotiation.
What might not be quite as apparent as you deal with the surface culture and
the deep culture is that, there are many variations within a culture.
For example, when I talk with people from northern Italy they
explain that the culture in southern Italy is quite different from northern Italy.
So, these variations can even occur within a country as well as cross country.
Let me give you an example.
For several years I was an Associate Dean at the Michigan Business School.
And one of my responsibilities was a program
that involved sending our MBAs to the Navajo reservation.
And occasionally I would visit the reservation.
Before my first visit, I studied the Navajo culture.
I talked with Navajo friends.
I read books about the Navajo culture.
Because I wanted to be respectful of that culture during my visit to the tribe.
Among other things I read that it is sometimes
considered disrespectful to look another person straight in the eye.
And also, a firm handshake is often not used within the Navajo culture.
So I made my first visit to the reservation and met my very first
Navajo on the reservation, a person name Art who was a tribal official.
Art walked up to me, he was about six foot four.
He was wearing sort of a cowboy outfit, he looked a lot like John Wayne.
And Art walked up to me and he looked me straight in the eye, he slapped me
on the back and gave me the firmest hand shake I've ever had in my life and
said welcome to the reservation George.
And here I am thinking that, expecting a weak handshake and
an indirect look in the eye so
I'm holding out my hand weakly and looking off to the side.
So that was a lesson to me that there are many variations within a culture.
Now, I discovered in dealing with other members of the Navajo tribe that,
the indirect look and the weak handshake were very common.
But the important message here is that there are many variations
within a culture, and therefore the message is,
try to be sensitive to culture, but, realize that there are variations.
Now, in becoming sensitive to culture, there's a wonderful tool available
developed by Geswald Solocus of Tufts University.
This tool allows you to be sensitive to cultures while not stereotyping
the other culture.
And this tools is a ten part questionnaire that asks
you a number of questions that you can use in not only assessing
the cultural style of the other side, but also assessing your own style.
And then you can do what's called a gap analysis.
You can look at situations where there's a huge gap
in your values as opposed to the values of the other culture.
For example, maybe you are very time sensitive.
Maybe to you time is money, you want to get things done quickly.
Whereas the other culture is much more relaxed when it comes to time.
That's an important cultural trait to be sensitive to
as you enter a cross cultural negotiation.
If you want details regarding this assessment,
which I strongly recommend that you use in any cross-cultural negotiation,
whether it's within a country or beyond the boundaries of a country.
I strongly recommend that you use the assessment.
And also, for details regarding the assessment,
this is a very useful article in the Ivey Business Journal.
So when you're involved in a In a cross-cultural negotiation,
and you have identified through a gap analysis
the major differences between your culture and the other side.
Another question is, should you adopt the negotiation style of the other side?
There's an old phrase, when you're in Rome act as the Romans do.
Now when I teach negotiation around the World, I've discovered
that this phrase is fairly universal in almost every country except in Italy.
I teach in Italy every spring, and when I asked the Italians, hey have you heard
about these phrase, when in Rome do as the Romans do, I often get a blank look.
But it is common around the World, and
so the basic question is, when you're negotiating in another country,
should you adopt the other side's style?
Why don't you ask yourself that question?
Just think about it for a second, if you're negotiating in another country
would you adopt the style used by the people from that country, yes or no?
Basically, many people would say no or a qualified no.
Because there are problems when you try to
modify your behavior and act as the other side does.
For example, what happens if you adopt
the negotiation style of the other side and then they adopt your style.
You're both going to feel a little foolish acting out
the surface culture of the other side.
Somebody told me once that they saw a picture of an American
businessman meeting a businessman from Japan for the first time.
And as they walk up to each other, the Japanese businessman reaches out
to hug the American just as the American bows to the Japanese business person,
and so the hug completely misses the American.
So problems when both sides modify their behavior.
Another problem is where you don't fully understand the local culture.
You have to be very careful that if you're going to adopt the style,
you're doing it in a respectful, knowledgeable manner, and
most of us aren't familiar enough with other cultures to do this comfortably.
And we don't want to do it in a way that would be disrespectful
of the other culture.
Now of course there are exceptions.
A few years ago I was teaching a negotiation course,
one of the people in the course was the president of
the country's subsidiary of one of the large automakers.
And he mentioned in class that he did use the local style in negotiations.
But in his case, when he first moved to the country where he served as president,
instead of living in an enclave with other auto executives he intentionally
took his family to a local village, they were immersed in the local culture,
the local language, the local customs.
And so he felt very comfortable acting in the local style.
But for most of us that is a difficult challenge.
So, the bottom line is probably moderate adaptation
is often better than major adaptation.
In other words, try to identify some key features of the other culture,
some clear taboos that you want to avoid,
rather than completely immersing yourself into the other side's style.
Let me give you a quick cultural or cross-cultural test
to see how aware you are of some major taboos in other cultures.
Let's assume that you and
I have just completed a negotiation, we're sitting side by side.
And as we finish the negotiation I pat you on the back and I say good job.
Great job with the negotiation.
Now, stop for a second and think,
have I violated any cultural taboos in other
countries when I pat you on the back and say great job.
You can probably think of a number of problems with the touching,
maybe the touching alone is a problem.
But notice the way that I touched you and specifically the hand that I used.
In some cultures you do not touch somebody else with your left hand,
that is your toilet hand, that is taboo.
So that's problem number one.
Problem number two is when I say, great job.
In some cultures this is equivalent to a middle finger in other cultures, and so I
have just done something highly offensive by using this signal in certain cultures.
So that's what you want to be aware of.
Moderate adaptation rather than major adaptation.
One of my most successful students was from Japan.
And after he returned to his country, he rose to the top of the largest
life insurance company in the World, and we've become close friends over the years.
We usually see each other at least once a year either in Japan or in the States.
And occasionally we'll talk about negotiation, and
once I sent him an email and I asked him the question about adaptation.
I said Mikoto, should Americans adopt other country's
styles when negotiating in those countries?
Because I realized that he had negotiated around the World,
as a representative of this life insurance company.
And I think his advice is about the best I've ever seen.
This was his email response.
I definitely believe that Americans should stay within their own style.
Of course it is important to respect the culture of each country.
I believe that if we respect each other, the negotiation will be comfortable and
constructive.
When I negotiated with the people from the USA, including Jim Robinson,
former CEO of American Express, Richard Fuld, CEO of Lehman Brothers, or
the people of Europe including Dr. Breuer, CEO of Deutsch Bank,
I felt very comfortable about their own negotiation style.
Although they were more straightforward, more open, more aggressive, and
their attitude was more relaxed, especially the Americans.
I think that the success of negotiation between cross-national companies
depends on respect of each other rather than style.
And I think that's about the best advice that you'll ever receive.
So, in conclusion, when you're involved in cross-cultural negotiations,
start with a gap analysis to identify
how your negotiation style differs from the other side.
Try to keep in mind that there are variances within each culture.
And conduct research so
that you can avoid actions that are offensive in the other culture.
Just let me add a final tip that might be useful as you prepare for
a cross-cultural negotiation, and that is to try a role reversal.
That is, once you identify differences in your styles,
go through an exercise where you play the role of the person in the other culture.
This is called a role reversal, and it's a very useful exercise
because it gives you insight into the actions of the other side, and
it might even provide you with some additional negotiation strategy and
tactics to use in your own future negotiations.
I use a role reversal in my courses, and in one role reversal,
one of the sides is supposed to remain very quiet.
And I've discovered over the years that the people playing that role,
they're in a culture where people tend to listen rather than talk constantly.
When they play that role, they learn that
being silent can be a very powerful negotiation tactic.
After the course, people send me emails and comments, and
here are a couple of comments from people who participated in this role reversal.
In my daily life,
I tend to be one of those people who loves to hear the sound of his or her own voice.
However, in reversing roles I was forced to keep silent as part of my role.
This made me realize how much I can learn from the other party
by just letting them talk.
Additionally I found that when presented with periods of silence
the other side will just keep talking.
This can lead to revelations of information
that I never would have sought in the first place.
And here's another quick example.
I tend to fill up empty space by talking, because of nerves or culture,
I'm not sure.
It was amazing to see the other side destroy their position
by talking over themselves.
Their interests were plainly clear to me, and my quietness unnerved them to
the point that I think they were desperate to sign a deal, by being quieter and
never interrupting, both of which are a challenge for me.
I will much more quickly and thoroughly understand the other's interests and
BATNA, and position myself better for the final negotiations.
This exercise illustrated that if you speak little,
your words carry much more weight.
So, couple of benefits from the role reversal.
Number one, deeper understanding of the other side.
Number two, possibly introducing new negotiation tactics for your own arsenal.
That concludes our look at cross-cultural negotiation.
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