MGB225: Intercultural Communication and Negotiation Skills Reflection

This individual reflection report analyzes critical incidents during a negotiation simulation, linking them to power dynamics, communication strategies, and ethical considerations in negotiations. The simulation involved culturally diverse teams (Alpha and Beta) negotiating raw material supply. The reflection incorporates face negotiation theory and intercultural negotiation models to address conflicts and improve team collaboration. Key learnings include the importance of effective communication, ethical conduct, and adaptability as a team player in intercultural settings. The report concludes by highlighting the significance of these skills in enhancing negotiation effectiveness and fostering positive team dynamics, emphasizing the role of communication and ethics in achieving successful outcomes.

Individual reflection report
Student Name
Student ID
Tutor Name
Word Count: 1000

Table of Contents
Introduction.................................................................................................................................................2
Negotiation simulation................................................................................................................................2
Intercultural negotiations.............................................................................................................................3
Conclusion...................................................................................................................................................5
References...................................................................................................................................................6
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Introduction
The purpose of this paper is to reflect on critical incidents occurred during negotiation simulation
process. The negotiation is conducted between a company and their suppliers. Furthermore, the
paper will also discuss what I have learned as an intercultural negotiator and team player with the
help of theories and models.
Negotiation simulation
Negotiation is defined as a process in which two parties settle differences among themselves. In
this method, both of these parties compromises on their demands to reach an acceptable solution
to the problem (Barkacs & Barkacs, 2017, pp. 56-93). Using simulation, an individual can
develop their negotiation skills and use it effectively to negotiate in the real world. Two teams
participated in this simulation and they are grouped into team Alpha and team Beta which are
culturally different. In this negotiation, the focus was given to reduce the level of intercultural
conflict between these two groups (Jang, Elfenbein & Bottom, 2016, p.14377). We also have to
identify the strengths and weaknesses of the opposite team in order to negotiate effectively with
them. In this simulation, the Alpha team is a business organization who wanted to negotiate with
their raw material supplier Beta suppliers. This team wanted Beta to deliver more raw materials
to them so that Alpha can develop more finished products. They also want the Beta team to
deliver the raw materials to them at a faster rate and lower prices. However, Beta wanted to
increase the price of the products while negotiating with the Alpha team, since there is an
increase in the expenditure of producing raw materials. With the help of this simulation, I was
able to gain experience with the negotiation process conducted in the business world.
During this negotiation simulation, my team was focused to reach an outcome which can satisfy
the demands of both the groups. Negotiation can be termed as a form of interpersonal
communication, and effective communication skills are required to conduct a negotiation
effectively. During this deal, the Alpha team was concerned about maintaining a steady business
relationship with their suppliers or the Beta team. We managed to communicate effectively with
them in order to achieve an outcome which can satisfy both of these parties. Effective
communication between the teams allows them to make the negotiation an effective one
(Dinkevych, Wilken, Aykac, Jacob & Prime, 2017, pp. 592-603). The conflict between the teams
is managed using face negotiation theory during the negotiation process. A compromising
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approach was taken to tackle the issues arising between the teams during the negotiation (Boyer
& Smith, 2015, p. 315). I learned that effective communication is crucial to increase the
effectiveness of the negotiation process. I also gained knowledge that using face negotiation
theory, conflicts between members of a different culture can be solved during a negotiation
process. During the simulation, I also observed that ethics also plays a significant role in
increasing the effectiveness of negotiation process. In an ethical negotiation, both the parties will
be open about their demands in front of other parties. During the negotiation process, both Alpha
and beta teams knew about the demands of each other, thus reflecting trust and openness from
both sides (Groves, Feyerherm & Gu, 2015, pp. 209-243).
Intercultural negotiations
Intercultural negotiation is defined as a process in which the interests of two groups from cultural
backgrounds are discussed, and they agree to reach an outcome which benefits both of them
(Cheng, Huang & Su, 2018, pp.47-69). I learned that selection of team members and building
relationships with them is essential to conduct these type of negotiations. Effective
communication plays a significant role in a negotiation process, as it helps the negotiator to
create a positive image during the initial stage of this process (de Jong & Warmelink, 2017, pp.
178-198). It is also important to listen actively to what others might have to say about the deal
and act accordingly. I observed that failing to ask crucial questions during this process can also
hamper the effectiveness of the negotiation process. I also learned about the intercultural
negotiation models which can be used during the negotiation process (Brett, 2017, pp.587-590).
These are problem-solving approach, forcing, competitive approach, compromise etc. In the
problem-solving approach, the differences between national cultures are recognized and
strategies are developed to minimize the effects of these differences on the negotiation process. I
observed that compromising is another common model used by negotiators during intercultural
negotiation process (Krumm, Kanthak, Hartmann & Hertel, 2016, pp.123-142).
A team player within a business organization is defined as someone who can work with other
team members to achieve the goals of the team (Ting-Toomey, 2017, pp. 123-143). I learned that
negotiation plays a huge role in ensuring that the team members work well with each other. It
also plays a significant part in removing any kind of conflict within the team members which
may arise due to differences in culture between them (Gunia, Brett & Gelfand, 2016, pp. 78-83).
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I observed that an effective team player must be reliable and contribute to achieving the goals of
the organization. Along with this, communication also plays a significant role in increasing my
effectiveness as a team player. I observed that it is important to participate in active listening
while communicating with other team members. It also allows a person to eliminate conflicts
within the team (Luomala, H. T., Kumar, Singh, & Jaakkola, 2015, pp. 537-561). These two
characteristics will help me to develop a positive initial impression on my fellow team members.
I gained knowledge that an effective team player must be flexible so that he could adapt with
redefined of the team.
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Conclusion
The report concludes that communication and ethics play a significant role in increasing the
effectiveness of a negotiation process. Using face negotiation theory, a negotiator can solve the
intercultural problems during a negotiation deal. Effective communication allows a negotiator to
develop a positive image and increase their efficiency as a team player.
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References
Barkacs, L. L., & Barkacs, C. B. (2017). Budget Time: A Gender-Based Negotiation
Simulation. Journal of Management Education, 41(1), 56-93.
Boyer, M. A., & Smith, E. T. (2015). 27. Developing your own in-class simulations: design
advice and a ‘commons’ simulation example. Handbook on Teaching and Learning in Political
Science and International Relations, 315.
Brett, J. M. (2017). Culture and negotiation strategy. Journal of Business & Industrial
Marketing, 32(4), 587-590.
Cheng, J., Huang, Y., & Su, Y. (2018). Culturally varied relationality in buyer-supplier
negotiations: a multi-session simulation. International Journal of Conflict Management, 29(1),
47-69.
de Jong, M., & Warmelink, H. (2017). Oasistan: An intercultural role-playing simulation game
to recognize cultural dimensions. Simulation & Gaming, 48(2), 178-198.
Dinkevych, E., Wilken, R., Aykac, T., Jacob, F., & Prime, N. (2017). Can outnumbered
negotiators succeed? The case of intercultural business negotiations. International Business
Review, 26(3), 592-603.
Groves, K. S., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and cross-
cultural negotiation effectiveness. Journal of Management Education, 39(2), 209-243.
Gunia, B. C., Brett, J. M., & Gelfand, M. J. (2016). The science of culture and
negotiation. Current Opinion in Psychology, 8, 78-83.
Jang, D., Elfenbein, H. A., & Bottom, W. P. (2016). Effective at Every Phase: The Role of
Conscientiousness across Phases of Negotiation. In Academy of Management Proceedings (Vol.
2016, No. 1, p. 14377). Briarcliff Manor, NY 10510: Academy of Management.
Krumm, S., Kanthak, J., Hartmann, K., & Hertel, G. (2016). What does it take to be a virtual
team player? The knowledge, skills, abilities, and other characteristics required in virtual
teams. Human Performance, 29(2), 123-142.
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Luomala, H. T., Kumar, R., Singh, J. D., & Jaakkola, M. (2015). When an intercultural business
negotiation fails: comparing the emotions and behavioral tendencies of individualistic and
collectivistic negotiators. Group Decision and Negotiation, 24(3), 537-561.
Ting-Toomey, S. (2017). Conflict Face-Negotiation Theory. Conflict Management and
Intercultural Communication: the Art of Intercultural Harmony–London, 123-143.
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