Instead, the well-being of all members in a family is taken into account when decisions are made. The same, according to Shell (1999), is true of business. In internal bargaining procedures, the interest and well-being of subordinates are taken into account when arriving at decisions. It should also however be taken into account that different people will have different opinions and interests. The ideal is to use integrative bargaining in order to arrive at an outcome that best serves the collective values and ethics of the company as a whole. In order to achieve this, Shell suggests a focus on the bargaining styles of individuals, and how these can be used to arrive at the most desired situation for the company as a whole. Part II

Li and Roloff's work focus on the emotions involved in intercultural communication. This is translated to the business situation, and the role that emotions play in the process of business negotiation. Emotions manifest themselves in different ways within diverse cultures. This is an element that should be taken into account when conducting intercultural business communication. Knowledge of each culture's values and concomitant emotional reactions will facilitate the negotiation process. As such, the article also examines the possibility of using emotion as a strategy for effective negotiation.

The chapter begins by examining the different views of emotion and cognition. The authors delineate two opposing opinions; the one that cognition and emotion are necessarily integrated as part of the human experience, and the other that the two phenomena are separate. According to the latter view, emotion is to be excluded from cognitive processes such as negotiation. While this view has been favored for centuries, the study of the emotional component has come to be more prominently researched for its integrative role not only in general life, but also in business communication.

In this capacity, emotion became recognized during the 1990's for its...

Emotion could also be used in order to determine the state of mind of negotiators, and to stimulate creative thinking. The authors furthermore make a distinction between the amount of study devoted to positive and negative displays of emotion in the business world. Positive displays of emotion, according to the chapter, has received more attention, as it appears more congruent with the principles of integrative bargaining than negative emotion, which has been studied less extensively.
In terms of culture, the way in which culture influences displays of emotion affects the way in which intercultural business is conducted. Understanding how to interpret different cultural displays of emotion will minimize the possibility of expensive errors of judgment when negotiating global business dealings.

In terms of my own experience, my cultural identity as an Asian affects my negotiating style. As an Asian person, my tendency is towards compromise rather than aggression and attempting to claim my personal value. Rather than being task-oriented in my negotiation style, it is more important to me to compromise for the purpose of avoiding tension and conflict. Cooperation and harmony are more favorable, from my point-of-view, than winning. In terms of my culture, this is so because relationship building takes priority over personal gain in most Asian countries. In my personal negotiation strategy, I therefore tend to focus on a give and take attitude: I focus on maintaining good terms with my negotiating partner. Therefore I can relate to the assertions regarding the Asian cultural identity in the article.

Sources

Lax, David and Sebenius, James. The Manager as Negotiator; Bargaining for Cooperation and Competitive Gain. New York, NY: The Free Press,1986.

Shell, G. Richard. Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books, 1999.