I propose to study ways of negotiating in the Chinese culture. This culture is of particular interest due to the confusion and inconsistency often associated with negotiations within this culture. In part, this sense of confusion usually comes about due to the varied approach with which different Chinese negotiators may choose to approach negotiations (Faure 189). This variety in approach is mostly due to the different underlying religious philosophies adopted by negotiators. As opposed to one main religion, the Chinese have adopted three different religions: Taoism, Confucianism, and Buddhism. The Chinese, as a nation have a way of approaching negotiations as well as handling various matters, with the bulk of their culture rooted in the three religions. In particular, the proposal will attempt to explore Confucianism, and how it influences negotiations within the Chinese culture.
The situation
Confucianism advocates for a benevolent society, one in which paternal leadership, social hierarchy, and concepts of face and Guanxi are observed. When it comes to negotiating situations, Confucianism advocates for greater focus on the relationships established during the negotiations and engaging in negotiations with only the best of intentions for the other parties involved as well (Faure 159). As such, emphasis during negotiations must be on value creation and value distribution, with the main aim of negotiations being reaching fair and acceptable compromises. A good example of a situation within which I would, as a cross cultural negotiator take keen interest in, would be negotiations between a Korean and a Chinese negotiation team. The most important piece of advice for such a team, would be to maintain an open mind and focus on relationships, much like the concepts of Nunchi and Kibun in the Korean culture.
Reasons for Interest
My interest in Chinese culture is mainly driven by the urge to discover how effective a negotiation approach rooted in the concept of “being kind and caring” can be. In order to be effective in negotiations, aside from value creation, it is essential to be uncompromising in our own interests. As such, an approach or culture that advocates for the direct opposite, makes for very interesting research. Furthermore, other than simply validating the use of modified versions of the MGA approach to negotiations, the research will serve to prove the importance of properly approaching the stages of value creation and value distribution, as well as, highlighting the fact that it is possible to negotiate amicably and within certain very helpful and reserved concepts both within the Korean and Chinese culture. In fact, based on the findings of Chang (771) that despite both Philippine and Taiwanese Chinese belonging to the same culture their negotiation styles differed, it is plausible to argue that the findings of the study may not even be in line with expectations.
Viability of the research Project
I have reviewed a number of works and studies, coming to the realization that a number of factors usually influence negotiations, but none more so than the type of relationship established between the negotiators. A relationship built on respect would result in greater focus on the distribution of value, while one based on concepts such as Confucianism would focus more on value creation (Ma 107).
I have identified one of our family friends as a potential interviewee for the project. Although he has spent quite a bit of time in the United States, he, just like my father, also seems a bit set in his ways, and seems like a potentially helpful resource for the project.
Works Cited and Initial Bibliography
Chang, Lieh-Ching. A Comparison Of Taiwanese And Philippine Chinese Business Negotiation Styles. Social Behavior and Personality 39.6(2011): 765-772.
Faure, Guy. The Cultural Dimension of Negotiation: The Chinese Case. Group Decision and Negotiation 8(1999): 187-215.
Faure, Guy. Negotiations to Set Up Joint Ventures in China. International Negotiation, 5(2000): 157-189.
Ma, Zhenzhong. Chinese Conflict Management Styles and Negotiation Behaviours: An Empirical Test. International Journal of Cross Cultural Management 7.1(2007): 101- 119.
