Introduction
The cultural background of negotiators plays an essential part in the course of discussion and can be a determinative factor of the negotiation outcome. Hence, culture may become a ground for conflicts, which must be managed using a particular strategy. There is a range of conflict resolution theories, but their disadvantage is that they can work better in theory than in practice. Considering cultural patterns is vital because the approaches used with individualistic Western partners can be unsuitable for Asian representatives famous for their collectivistic views. Therefore, one should thoroughly develop as appropriate as possible strategy with respect to the cultural background of counterparts as it can help achieve better results in the discussion.
Conflict Resolution Theories
The theories of conflict resolution represent a controversial subject as they are often based on successful cases. Moreover, Schiff (2020) claimed that there is no major conflict resolution concept but rather approaches to conflict management, prevention, transformation, and resolution. Each negotiation is unique, especially in the intercultural context, and requires developing a particular strategy almost from scratch. Nevertheless, one can distinguish a multidimensional conflict resolution paradigm that involves conventional conflict management approaches and offers tools for addressing disagreements at different stages and creating two-way interactions (Schiff, 2020). Although it is impossible to enclose a plentiful of strategies, one can still mention the Dayton Peace Process after the Bosnian War and two of the thirteen lessons derived from this negotiation (Hartwell, 2019). The first is to focus not on what is offered but on who offers it, which is pivotal in the intercultural context. The second states: “negotiate with delegations, but focus on the individual” because individuals in the delegation may have different perspectives on the conflict and its resolution (Hartwell, 2019, p. 455). Thus, not conflict resolution theories but their abundance suggests that negotiators should seek an individual approach, depending on the discussion counterpart, to achieve success in multicultural negotiation and leadership.
Individualism versus Collectivism
Both individualism and collectivism influence the negotiation process but in different ways. Individualism means a loose social organization structure in which people emphasize their own values and focus on personal benefit (Chen, 2022). On the contrary, collectivism refers to a tight-knit framework, so representatives of this culture associate themselves as a part of a specific group and seek advantages for all participants (Gonzalez, 2021). In terms of power and decision-making, individualists tend to express their requirements and desires explicitly, which may be perceived as rudeness and selfishness (Gonzalez, 2021). Collectivists convey messages indirectly and are more involved in establishing relationships rather than in immediate decision-making (Gonzalez, 2021). Given this, negotiations and conflict resolution will require different approaches, also with respect to nationality, because individualism and collectivism vary from country to country.
Summary of Initial Key Points
Finally, mentioning some key points from the initial posts would be helpful. When preparing for international negotiations, one should remember that cultural background may substantially differ from nation to nation. However, some traits such as competence, openness, and shared values are appreciated in many countries. Thus, it is necessary to select the strategies that would be most appropriate for the representatives of a specific state. Here, one can see a linkage to another critical point, which is being flexible in negotiations. Flexibility may benefit or disadvantage a negotiator — if it is exceedingly high, a discussion counterpart may view it as a weakness. On the other hand, being steadfast can repulse a negotiation partner and reduce trustfulness. Therefore, one should choose negotiation strategies according to the context, subject, and participants.
Conclusion
Finally, cultural background determines the course and success of negotiations. Remarkably, cultural differences may contribute to conflicts, which complicate their resolution. Conflict resolution theories appear to be irrelevant in the intercultural context, as each negotiation is unique and requires appropriate and specific approaches. Moreover, one should consider whether the discussion partner represents individualistic or collectivistic culture since it significantly impacts both the negotiation and conflict resolution processes.
References
Chen, R. (2022). The influence of difference intercultural factors on international business negotiation. Frontiers in Business, Economics and Management, 5(3), 74-78.
Gonzalez, N. L. (2021). The impact of culture on business negotiations [Undergraduate research and creative practice, Grand Valley State University]. Honors Projects.
Hartwell, L. (2019). Conflict resolution: Lessons from the Dayton Peace Process. Negotiation Journal, 35(4), 443-469. Web.
Schiff, A. (2020). From conflict management to multidimensional conflict resolution. Strategic Assessment: A Multidisciplinary Journal on National Security, 23(4), 140-152.