Successfully Negotiating in Asia
Abstract
Successful negotiation requires a close understanding of their partner s culture, their feelings, habits and values. When planning to do business with suppliers and other partners in Asia, a thorough preparation is essential to avoid misunderstandings, confrontations and disappointments, and to ensure the mutually desired success. This book presents a complete communication and negotiation skills program with special focus on negotiation partners from the different regions of the Asian continent. Readers learn to negotiate the Chinese, the Indian or the Japanese way, and they learn to understand the ways Asians negotiate. Written by a cross-border author, both academician and practitioner, with plenty of experience from Eastern and Western cultures, this book is a valuable resource for anyone relying on business success with Asian partners. (ISBN 978-3-642-04676-6)
Chapters (10)
Negotiation is an everyday occurrence. I am always negotiating and so are you. “You have been negotiating ever since you were
old enough to disagree with your parents about whether or not you should eat your cabbage. We all negotiate every day, with
our workmates, partners, children, friends and acquaintances. Most of the time we might not even be aware that we are doing
it because it is such an everyday event” (Hodgson 1994, p. 1).
In my second book, The Power of Relationships (Low Kim Cheng 2001), I highlighted that building relationships helps us in our negotiations. In this chapter, let me illustrate this further. Relationships can also enrich our business life by improving our negotiation skills. Besides, in Asia, business people prefer to deal with individuals they know or with whom they are familiar. For Asians, business relationships are ties based on obligations and reciprocity, and then profits.
We need to always bear in mind Winston Churchill’s words, “Let our advance worrying become advance thinking and planning.”
Do your homework. To paraphrase, Ogilvy’s phrase, you can’t stand a tinker’s chance of getting successful negotiation outcomes
unless you start by doing your homework. Yes, it can be tedious, but there is no substitute for it. Indeed, the power to win
is nothing unless we have the power to prepare.
Skilled negotiators study the process of negotiation, and they rely more on the process to be successful. But what is the
process of negotiation?
A paramount negotiation technique or general tactic is to ask. When we want to work with people, to help each other, I see
little harm in asking. People will give; they grant us things when we ask. And when we ask, we ask with sincerity and honesty.
People are always pleased to help others, but we should do our part by asking. If you ask, you get! If you don’t ask, you
don’t get – it’s as simple as that!
To paraphrase Sun Tzu, the art of negotiation is of vital importance to the state, business and organisation. It is a matter
of life and death, comfort, profits or losses. Hence we enter into an enquiry which can on no account be neglected.
In this chapter, the negotiation ways of the samurai warrior will be examined, and we will also discuss aikido and we will
relate it to the fine art of negotiation.
Let us look at the Indian history, religion and culture, and apply some analogies and from here derive and understand the
various Indian negotiation strategies and tactical ways.
In this chapter, we will discuss negotiation in the light of the various martial arts as practised in Asia.
Deadlocks are frequently faced in negotiations. Why? Because both parties have not had have their key needs met. They are
not happy. Both parties are stuck on the content; they did not get their content (what they set out to get in the first place).
As their first step, successful negotiators often accurately identify the needs of their other party (OP) that are not being
met.
Supplementary resource (1)
... Get the OP to help and work together so that all parties get what they need. It is good to find a common purpose, and stress on the common ground of all parties involved (Low, 2010; Hawkins and Hudson, 1990). It is worthy to note that the other parties normally wish to help or assist for after all, they feel good that they are doing something good. ...
... " People feel better about themselves (this is the enlightened view of humankind) when they can help others; people feel superior and more potent (the cynical perspective) when they can show that they " re more capable or knowledgeable than others " (Alder, 2006: 92). In whatever the case, the heart is happy when it beats for the others; it " s applying the power of nice (Low, 2010; 2002), and gaining for oneself and the OP, a win-win for all. Besides, when we are faced with conflicts, kindness is the oil that takes friction out of life; thus, it is mutually satisfying as well as good feeling abound to enter into negotiation with the view to help ourselves as well as to help others. ...
... On the concept of countering a tactic, it should be noted that all tactics are counters. Several counter tactics against tantrums to be considered include applying whatever delay one can (Alder, 2006: 18), stalling for time, asking for cooling off period to give time to think (Hawkins and Hudson, 1990: 103) or being patient, outwaiting the OP (Low, 2010: 86). Here, it is noted that more than a virtue when negotiating, patience is imperative. ...
In this paper, through interviews with forty-three (43) parent-negotiators, the practitioner-author discusses several core techniques as gleaned from children, in which negotiators can apply when negotiating with other parties (OPs) at work or in business. And one can indeed do these to one’s advantage as a negotiator. The successful negotiator definitely needs a variety of techniques and tactics, and (s)he needs to be creative while continuously expanding his or her collection to be effectively flexible as well as successful when negotiating. This is where, as readers will find out, the way of the child helps. Various counter-tactics are also examined. Besides, readers will also obtain some negotiation lessons.
... The authors agree with Kirkpatrick (2010) that Facebook is fast becoming a catalyst for a relationship revolution. Facebook puts people of the same interests together and like attracts like (Low, 2010a(Low, , 2010b. ...
... After all, "it is the people who do business, not organizations. It is people who govern (negotiate), not nations" [Low, (2001), p.15;Low, 2010b). ...
This paper is to examine the negotiating issues and aspects of emerging Web 2.0 technology in customer relationship management (CRM) namely social CRM or CRM 2.0 helps individual or organisational to exercise multi-channel interactions beyond its traditional mechanism. The social CRM provides entities the ability to broaden services beyond its usual practices, and thus provides a particular advantageous environment to achieve complex goals. It discusses recent trends of social networking sites like Facebook, Tweeter, LinkedIn, etc. as means of e-negotiation. It allows people to have greater control of information flow of interaction. Some cases were analysed to depict recent notion of social networks activities in Indonesia, Singapore, and the Philippines. The implication of this general review is to highlight the status of social networks for negotiation to influence others.
... Normally " the students trust the teacher and have confidence on the teacher " (Several interviewees' input; mentioned 34 times). To be credible and influential is to be persuasive, and one can then convince or talk into others, getting them to see one's view, perspective or angle (Low, 2010a). Example-setting also builds the teacher's credibility. ...
... Additionally, the teacher should consider having a winning learning place and setting – what Frederick Herzberg calls the hygiene factors. In this regard, Low (2010a: 45-46; 2005) has pointed out that when planning and preparing the learning area/ room, one should consider S. A. L. T. that is, the: O Seating arrangements. O Atmosphere or ambience. ...
Most corporate owners and leaders are successful teachers (also read as trainers) or coaches, and they take certain steps in their own way to pass along what they have learned to their people or employees. Teachers continue to learn. In this paper, the practitioner-researchers talk about how one can be a good teacher; they are asking questions or raising issues to find out more on how to be a good teacher. The various pointers, among other things, include: being an ever willing teacher, applying different strokes for different folks and giving students carrots and incentives (or giving them
something to hold onto) as well as applying a variety of teaching methods.
... What helps to build a common ground such as common interests, same dreams and values needs to be identified. It is good to build the common ground, and this common ground should be magnified so as to resolve the conflict; differences should also be minimized (Low, 2010). What more, common interests, likings and values can be the stepping stones to finding solutions that work for both parties. ...
... The Vital Human Factor Abraham Lincoln once said, "I am a firm believer in the people"; yes, we may be resolving conflicts among ourselves or arguing with other parties, other business entities, companies and even government agencies, but as Low (2010; has argued, organizations are ultimately made of people. Essentially, we are negotiating and resolving problems with people. ...
In this paper, the aim and objectives are more on one, discuss whether conflict resolutions are better handled through the use and/or applications of technology; two, whether technological use and/ or applications can replace the use of people, third parties or basically, the human touch and interactions to attain mutual gains for all parties involved and three, in going through the foregoing, uncover and identify various useful and helpful conflict resolution tips and pointers.
... Miles, 2003) etc. cultures or more broadly regional classification like European and Asian cultural aggregation (e.g. Low, 2010;Graf et al., 2012) or religion-centered studies (e.g. Bachkirov and AlAbri, 2016). ...
... When we overall appreciate and show more gratitude to people, there would be more forgiveness, less or no conflicts; and collaboration is indeed promoted. Low (2010a;2001) has, in fact, argued that when negotiating and/or doing business with a winwin attitude ('I scratch your back and you scratch mine'), both parties are likely to emerge as winners; they are able to mutually satisfy each other. This helps create conducive environmentwith less friction or conflicts which it is overall good for business as well as for the company to excel in the market place (Low, 2010b, Kogan Page, 1993. ...
Everyone wants to feel happy, healthy, joyful, and vitality in our life. And that is affluence. Here, the author is highlighting the ways, advantages and benefits of creating affluence and feeling joyful. Interestingly, one critical tool or aid is for us to feel thankful and indeed grateful for our life and living. And another tool is that of thinking positively. The paper also discusses and includes other tools and aids such as having wealth consciousness – being aware and cultivating the abundance attitude, being positive and open, value-adding, detaching, living simply and several other ways.
... In the same vein, going by the principle of non-interference in the internal affairs of other States and rationalism, Singapore stood against the US intervention in Grenada as much as it opposed the 58 Soviet intervention in Afghanistan and the Vietnamese intervention in Cambodia ( 2002). And what more, in business, there is a tendency for Singaporeans to be rational and level-headed, preferring to talk and sort things out (Low, 2010), and besides, they want or tend to make the meetings harmonious and productive which is a key Confucian value (Scarborough, 1998, cited in Low, 2009 2002). Taking some pains to explain issues, Lee also communicates clearly and simply. ...
In this article, a university don discusses the key leadership ways of Singapore’s first Prime Minister Lee Kuan Yew, the Father of Modern Singapore, a cosmopolitan Citystate. His communication style and ways are also examined. The various skills, qualities and traits that Lee Kuan Yew has, over the years shown from his not-in-power days (colonial days) to his present Minister Mentor position, can, in fact, be emulated by businesses and business leaders who want to succeed and/or even excel.
... When one thinks positively, one gets more empathetic and one then uses good or positive words to soothe bad feeling(s) (Low, 2010d). Rather than attacking or blaming, one overcomes objection(s), and asks what can be done to assist the other party. ...
The practitioner-academician attempts, in this paper, to demonstrate that action-oriented Buddhism upholds and in fact advances positive thinking. The researcher urges the readers, for the sake of happiness, to avoid negative situations and think of others; he believes that positive thinking helps in good living including good leading or harmonious working with each other, and besides, it helps in not only securing but also boosting happiness both in the sense of the other-worldly as well as this world.
... Each of us also should endeavor to have no, if not, fewer conflicts, and negotiations should be based on common ground, with each party being empathetic to each other. In successful negotiations, each party should be empathetic, finding out the needs of the other party and striking a win-win situation for all (Low, 2010b). All parties should learn to build rapport and learn to trust each other while relying on soft power rather than on hard power or rough play. ...
Here, in this paper, the practitioner-academician examines Confucius' value of benevolence (ren) and its ways and applications of such value as well as examining the relevance, the benefits and what's in store for humanity when such a value is practiced to full extent. The ways and applications of such value, just to name a few, include setting one's heart on benevolence (ren), valuing people and respecting talents and empowering. Though some may criticize as being utopian or idealistic, such a value when put to practice can really mean doing a lot of goodness by every one and every business to others, and thus making the world a better place to live.
A paramount negotiation technique or general tactic is to ask. “Ask and it shall be given to you”; each of us carries our very own Aladdin lamp. When we want to work with people, to help each other, I see little harm in asking. People will give; they grant us things when we ask. And when we ask, we ask with sincerity and honesty. People are always pleased to help others, but we should do our part by asking. If you ask, you get! If you don’t ask, you don’t get—it’s as simple as that! Various negotiation techniques and tactics are discussed, and a section: “How to negotiate like a child”, is also added.
As leaders, we inspire or motivate our people, and we also need to motivate ourselves. We need to enthuse ourselves. We learn. And we need to feed ourselves with the necessary fuel to boost our actions and up our performance. Here, we will examine the various sources of motivation among Asians.
In this chapter, the objectives here are to examine leadership as they can be interpreted in the Indian cultural context.
We can learn a lot of leadership from nature, particularly so from animals. In this chapter, we will discuss the various Chinese zodiac animal signs and highlight the leadership equivalents and its relevance.
This chapter presents and examines the leadership wisdom of Japan. The chapter intends to offer key leadership pointers for effective strategies for succeeding in business/corporate world, conflict, and life. The sections that follow will examine:
In this chapter, the objectives here are to examine leadership as they can be interpreted in the Indian cultural context.
As leaders, we inspire or motivate our people, and we also need to motivate ourselves. We need to enthuse ourselves. We learn. And we need to feed ourselves with the necessary fuel to boost our actions and up our performance. Here, we will examine the various sources of motivation among Asians.
We can learn a lot of leadership from nature, particularly so from animals. In this chapter, we will discuss the various Chinese zodiac animal signs and highlight the leadership equivalents and its relevance.
In this chapter, father leadership, the key success factors and the overall cultural support for such a leadership are discussed. Also, being examined is the problems and prospects of the father leadership way in the island-Republic. The topics in this chapter run in this sequence:
In this chapter, team leadership and teambuilding are discussed, and it examines team leadership and teambuilding as follows:
In this chapter, change is discussed, and essentially seen as part and parcel of life. The chapter discusses leading change as follows:
This chapter presents and examines the leadership wisdom of Japan. The chapter intends to offer key leadership pointers for effective strategies for succeeding in business/corporate world, conflict, and life. The sections that follow will examine:
In this Chapter, the authors put forth the notion of the centuries-old Confucian value of filial piety, linking it to the implementation of CSR practices in Asia. They expound the Confucian value of filial piety; and its applications and practices in socially responsible organizations. In the discussions, the issues and problems of looking after the young and the old and more so, the transference of such value(s) to the young are also being examined.
This paper uses the metaphors of the Hindu trinity &ndash Brahma, Vishnu and Shiva, and its relevance to organisational development (OD). It explores roles on leadership, corporate culture and change for increasing organisational growth and effectiveness. By employing hermeneutics, a qualitative methodology in interpretations, the parallel roles of Brahma, Vishnu and Shiva are drawn to show key strategies and ways of creating, maintaining and eliminating (changing) the organisational culture and organisational leadership renewal. This paper is expected to provide a new dimension in studying OD from the Indian philosophy and cultural perspectives.
This paper uses the metaphors of the Hindu trinity – Brahma, Vishnu and Shiva, and its relevance to organisational development (OD). It explores roles on leadership, corporate culture and change for increasing organisational growth and effectiveness. By employing hermeneutics, a qualitative methodology in interpretations, the parallel roles of Brahma, Vishnu and Shiva are drawn to show key strategies and ways of creating, maintaining and eliminating (changing) the organisational culture and organisational leadership renewal. This paper is expected to provide a new dimension in studying OD from the Indian philosophy and cultural perspectives.
In this paper, as the title suggests, through literature review and interviews, the academician-practitioner examines the significance and benefits of values from various viewpoints. Motivating or even inspiring, values serve as a source of energy for the individual, the leaders and the organization (nation). As in the study, it is shown that
values, for example, the value of learning, enable self-cultivation and enhance leadership; and among other things, values also grow teamwork/spirit, a learning organization as well as build the resilience of an individual or an organization (nation). Espousing and upholding values also lead a person to be of high integrity or in the
Confucian sense, a gentleperson/ lady (junzi).
The aim and purpose of this article is to demonstrate, using examples, what makes the ordinary Overseas Chinese tick, and what values motivate them in their livelihood – more so, in the Brunei context. The article seeks to understand Chinese Bruneian businessmen, uncovering, examining and identifying their values that motivate them to do what they are doing today. This article hopes to assist readers to better understand the motivations of Chinese Bruneians both at work as well as in their day-to-day living. The method used in this research is qualitative research method (interview), and the researchers adopted a semi-structure form of interview. To have a deeper understanding of the interviewees’ thinking and perceived values, the researchers interviewed Chinese employers and employees from Small and Medium Enterprises (SMEs) in Brunei. The study samples consisted of two hundred and fifty-seven (257) people, age ranging from 32 to 92 years old, whom the researchers knew/or were referred to them by contacts. Majority of the interviewees responded that they are motivated by good leaders and that they described their leaders are personable, approachable, friendly, caring and showing concerns to them. Furthermore their leaders are usually communicable, helpful and inspiring. These characteristics are very much similar to other Overseas Chinese living in South East Asia and that they are said to be influenced by the Confucian and Taoism values.
The aim and purpose of this article is to think like how a typical Chinese Bruneian would think, and understand the motivations of Chinese Bruneians; more specifically, the article seeks to understand Chinese Bruneians, uncovering, examining and identifying their values that motivate them to do what they are doing today. This article assists readers to better understand the motivations of Chinese Bruneians both at work as well as in their day-to-day living.
Although it appears not possible to simply study motivations, values and thinking in general (incidentally, these are very different kinds of phenomena) without reference to a specific issue, such as religious, political, economic, and other behaviours and though each of these would be an undertaking in itself, this study would, however, be an exploratory study to understand how a Chinese, based on the values espoused, would be motivated.
In this paper, the aim and purpose is to think like how a typical Chinese Bruneian (this refers Chinese citizens and permanent residents of all dialect groups such as Cantonese, Hakka, Hokkien, Fuchow and others) would think, and understand the motivations of Chinese Bruneians; more specifically, the article seeks to understand Chinese Bruneians, uncovering, examining and identifying their values that motivate them to do what they are doing today.
This article would assist readers to better understand the motivations of Chinese Bruneians both at work as well as in their day-to-day living.
One’s life and the lives of others would certainly be better when one is empathetic when interacting
with others; one puts oneself in other’s shoes as well as feel for others. In this article, the practitioneracademician
examines the various ways of increasing one’s empathy via the Old Master’s teachings.
The paper bears a modern relevance, and this is truly a very interesting proposal and standpoint since
most people would have thought of the Old Master as developing and nurturing one’s benevolence or
ren. In any case, empathy is linked to being benevolent or showing loving-kindness to one’s fellow
human beings. Among other things, the key Confucian ways of raising one’s empathy are: knowing
oneself, listening to others (the other party: OP) and knowing the OP as well as doing what the OP is
doing. In the latter point, some relevant elements of body language are also discussed.
Corruption today threatens the strength and international credibility of the People’s Republic of China’s emerging new economy, and is in fact a main issue for the regime critics. Here, the practitioner-academician is asking and probing, “What make Chinese societies more predisposed or prone to corruption? Is this true? If so, what are the key reasons for this? If not, are there any mitigating reasons for it?” Several suggested solutions to limit the problem of corruption are also put forth and examined.
Among other things, he puts forth the argument for the reinstatement of (Confucian leadership, the Rectification of Names and) values so as to minimize or reduce the menace of corruption.
Everyone wants to be successful in their lives, in their sales/business or careers and in everything that they do; they really want to succeed. And in this paper, readers would want to find out what does the butterfly represents and how does it relate to success in life? Often the butterfly forgets that it was once a caterpillar. It was fat, ugly and clumsy but now, graceful and beautiful. In this study, some of the strategies uncovered through the eye and the way of the Butterfly include accepting change, knowing about time and timing (things have its cycle), being unhurried or patient, cool and calm; and living in abundance, as well as enjoying the moment.
In this paper, leadership is seen through the Confucian visor. Quoting Confucius and the Confucian texts, the author/ academician-practitioner explains and illustrates that Confucian values make a good leader, and even help to build an excellent organization.
Clearly and simply written, and with reference to Lao Tzu’s Tao Teh Ching (the 'Book of Meaning and Life'), the practitioner-academician explores and examines the key principles or practical ways of Taoism in relation to managing and reducing stress; the paper is devoid of jargon. Ten essentials or pearls of wisdom, when applied, can help readers to diminish or minimize their stress. Among other things, these ten essentials include: Be detached, emulate nature and be in harmony with others, simplify and practice humility, patience and self-cultivation as well as living in the NOW.
Purpose
This paper aims to provide a framework for understanding the differences in the cultures of China and India and to highlight the adjustments that will need to be made for Indian businesses to succeed in China.
Design/methodology/approach
The use of historical background of cultures in India and China to define values, traditions and attitudes. Drawing conclusions based on this research in outlining areas where adjustments may help achieve success in business.
Findings
Provides a list of adjustments that Indian businesses need to make to succeed in China.
Research limitations/implications
The list is by no means exhaustive but serves as a starting point for empirical research on effectiveness of proposed adjustments.
Practical implications
An extremely useful and practical source for Indian and global business executives planning to do business in China. An opportunity for academics to conduct follow‐up research.
Originality/value
This paper serves as a guide and offers practical measures in terms of behaviour for Indian and international companies doing or planning to do business in China.
Cross-cultural comparison is conducted for Japanese modes of self-expression that contain an element of assertiveness. The study examines whether and to what extent the modes of self-expression that have for long been held to be peculiarly Japanese may also be found in the speech of persons from the United States, Malaysia and the Philippines. It also examines the differences in underlying perceptions and emotions that inform the self-expression. The results show that self-expressional and related behavioral characteristics, which in previous comparisons with western modes of behavior had appeared or been held to be exclusive Japanese, were in practice also found amongst Malaysian and Philippines nationals. By comparing psychological processes, including the perceptions and feelings underlying overt forms of self-expression between countries, certain similarities between the respondents from Japan, Malaysia and the Philippines were found in certain situations. The findings also show that the similarities and differences between respondents in the attribution of causes, emotional responses and so on varied widely depending not only the country of origin of the respondent but also on factors such as the type of situation and the respondents presumed relationship with the other persons present.