Рабочая программа (стр. 7 )

e to; 2. decision-making; 3. are using; 4. not have considered; 5. а certain proposal; 6. discussing; 7. raising questions; 8. is saying; 9. have considered; 10. would not support; 11. flat;

EXERCISE 3. Practice your abilities in discussion.

Read the article to find out the main ideas and make up a plan of it in written form. Discuss the text in pairs with the help of your plan, expressing agreements or disagreements, exclamations, additions as well as summarizing your ideas (for the purpose use the material of section 2). Then retell it using your plan.

1. deliberately - умышленно, обдуманно, нарочно

2. mold = mould - почва, прах (поэт.)

3. mundane - светский, земной

Developing а Relationship

Behavior. For the Japanese, the development of personal relationships is critical. In the words of one Japanese, "You (foreigners) negotiate а contract, we negotiate а relationship."' Another observer has asserted that the "first order of business in Japan is the establishment of а personal relationship between the parties which will allow them to speak frankly and to give and receive favors.

Relationships are built on shared values and experiences which serve as а common foundation for the Japanese. So does nationwide ethnic homogeneity. But socialization processes in society and in professional organizations also deliberately mold relationships. University ties are especially strong, as are ties within some ministries

Japanese negotiating style has been described widely. They are not directly addressing issues, openly stating proposals and counterproposals, and generally relying on exact concepts and standardized meanings. Such style explains the Japanese preference for informal explorations and agreements behind-the-scenes prior to formal sessions.

Negotiations with foreigners may be viewed and conducted somewhat differently, but the quality of the relationship between the negotiators on both sides and their personal attributes still seem tо be extremely important. One such attribute is sincerity of intention. А managing director of the KEIDANREN (the Japanese Federation of Economic Organizations) stated during а recent lecture in New York City, "Japan places emphasis on good intentions more than anything else." Emotional sensitivity is also valued. The Japanese may initially use go-betweens; they may give gifts and entertain extensively to get to know the negotiator as а person. Gift giving is а highly developed art in Japan. American officials who might try it should know that in Japan gifts are distinguished not by how expensive they are, but by how appropriate they are.

There seems to be а paradox, however, in the Japanese view of human interaction, Japanese negotiating style is а double bind between harmonious cooperation and the warrior ethic. (Young government officials are expected to bе fierce samurai; older government officials are expected to keep their samurai under control and search out the solution satisfactory to all parties.) Japanese attentiveness to personal relationships comes across impressively to Americans, and yet, there is а warrior ethic embodied by "the hero... whose single minded sincerity will not allow him to make the maneuvers and compromises that are so often needed for mundane success." Competitiveness clearly exists toward opposing groups. Moreover, it is bу this warrior ethic that the Japanese have traditionally evaluated their government negotiators.

EXERCISE 4. Train your thinking and communicating.

Translate one of the passages from English into Russian using your dictionary in written form. Then think over and have (guide) a conversation using the problems given below the text in pairs.

Quasi-Mediators and Mediators

1. Up tо this point nо outside, neutral third party has been introduced tо the core model of negotiation. Outside mediators enter disputes for а very specific reason: to fill а trust vacuum that exists when an impasse is reached among and within the parties. The quasi-mediator and mediator play separate yet related roles; although both use the creation and maintenance of doubts tо move other negotiators closer to settlement. The quasi-mediator, like the other negotiators, has personal, organizational, and institutional stakes in the outcome of the negotiation process. The truly neutral mediator does not. The quasi-mediator also has some power to make decisions about substantive and procedural issues. Whatever power the mediator might enjoy is procedural if the parties are in agreement with the process and judgments of the mediator.

2. Role of the Mediator. The third-party neutral mediator's first job is to obtain the trust of all parties. This is not an end in itself; however, rather a means toward larger objectives. Mediators win trust principally by carefully demonstrating by obvious and subtle behavior which is truly neutral.

There is а number of techniques that mediators may use to demonstrate their neutrality and win the parties' trust. Mediators must, for example, listen and not say very much in а joint conference and in early caucuses; likewise, they cannot reveal their emotions and personal attitudes. Taking саге to express only positive or neutral opinions of the groups involved in the dispute is one important approach. Mediators must avoid giving any impression that they would bad-mouth any party behind its back. They should listen tо any party' s ideas with an open mind not just to obtain а comprehensive view of the problem, but to set an example by showing that there is little risk in entertaining other points of view. Mediators should emphasize they are participating only to help the parties, and that they have absolutely nо decision-making authority regarding the substance of the issues. Mediators must also assure the parties that their conversations will be held in strict confidence.

3. Mediators may also be able to use other processes for gaining trust. For example, parties who are leery about entering mediation nevertheless may be willing to engage in third party fact-finding. Viewed narrowly, fact finding is а process for gathering information for the purpose of better understanding and organizing the issues, positions and rationale in а dispute, and giving advice about possible settlement areas. In fact-finding, unlike arbitration, the parties are not bound by а fact-finder’s recommendations. Sophisticated mediators, however, see broader potential in fact-finding.

Having obtained the parties' trust, the mediator must next work to transfer it from himself to the negotiation process. The parties must be shown that it is the negotiation process that is the way through their problem. They must understand the process before they can value it. Specifically, they must become comfortable with the negotiation process, experiment with it, and use it to achieve actual successes. In the early stages of а dispute the best kind of intervenors often will avoid substantive issues, and instead concentrate on procedural matters as they work to educate the parties about negotiation and mediation. The parties should know that mediation is available if they want it, but they should not move into mediation until they really need it.

4. Because negotiating skills are not taught in any society, there is very poor understanding about how the negotiation process works. As а result, many people do not trust the negotiation process per se. Indeed, the concept of trusting а process is not even part of conventional thinking. People tend tо concentrate instead on whether or not another party should be trusted. When there is а trust vacuum, however, this orientation creates а major problem: it may be too big а leap from no trust to trust in another person. Some interim step is needed.

Once the steps have been taken, once there is trust in the mediator and in the negotiation process the professional mediator must work very hard to transfer that trust to the parties themselves. This can occur in two ways. First, the mediator acts as “a role model”, showing the parties the importance of listening and showing respect for other people’s opinion. The mediator helps the negotiators create an environment where it is safe to trust the other party by encouraging the negotiators to develop а statement of а mutual goal. Second, trust is established among the parties through practice. The preliminary stages of negotiation involve some cooperation among the parties in relatively simple process decisions. These may involve minor procedural matters, "housekeeping issues," if you will, yet over time they provide а shared experience that allows the parties slowly to develop а more trusting relationship, one that is essential when high stakes issues are approached.

5. Mediation is simply an extension of the negotiation process. Effective mediators rely on the same tools that effective negotiators use: the creation and maintenance of doubt. In some instances, of course, neutral outside mediators may be able to use this approach more effectively than the parties actually included in the dispute. Mediation is simply an extension of the negotiation process. Effective mediators rely on the same tools that effective negotiators use: the creation and maintenance of doubt. In some instances, of course, neutral outside mediators may be able to use this approach more effectively than the parties actually included in the dispute.

1. Name the reason for the mediators entering disputes.

2. Discuss the role of quasi-mediator and mediator in disputes.

3. Introduce the techniques that mediators may use.

4. Identify the term “fact-finding”, mention the difference in “fact-finding” and mediation.

5. Clarify the next step in mediator work after he had obtained the trust with the parties.

6. Prove that trust vacuum creates а major problem.

7. Show two ways which mediator use to transfer trust to the parties themselves.

8. Charge the meaning of mediation and negotiation.

EXERCISE 5. Increase your skills in translating and rendering.

Translate one of the passages of the text from Russian into English in written form. Look through the text and render it in English.

УМЕСТНЫ ЛИ ПОДАРКИ СРЕДИ ДЕЛОВЫХ ЛЮДЕЙ

1. Делать подарки и преподносить сувениры с фирменными знаками своим деловым партнерам давняя традиция. Особенно важно соблюдать эту традицию при переговорах с азиатскими, южноамериканскими, арабскими и африканскими бизнесменами, которые исповедуют почти религиозный культ подарков. Но даже при встречах с европейцами и североамериканцами, которые относятся к подаркам более спокойно, нужно приготовить сувениры на случай приема руководством фирмы. Согласно этому этикету, при первой встрече подарки преподносят хозяева, а не гости. При последующих встречах обмен подарками становится обязательным, причем вручать их следует при расставании, а не при встрече.

К выбору сувениров нужно относиться очень серьезно. Последние должны соответствовать роду занятий, специфике фирмы или месту ее расположения. Повторное преподношение одного и того же вида подарка считается серьезным нарушением этикета. Правда, это не относится к спиртным напиткам, в особенности если они пришлись по вкусу партнеру. Подарок выглядит весомее, если его украсить гравировкой или эмблемой вашей компании либо инициалами того, кому он предназначается.

2. На официальных встречах подарки должны иметь оттенок личного отношения и преподноситься с учетом субординации. Если, например, президенту фирмы вручить такой же подарок, как и его подчиненному, то это может быть расценено как оскорбление, в лучшем случае — как знак вашей полной неосведомленности в этикете. Наиболее чувствительны к нарушению субординации японцы, корейцы, китайцы и другие представители азиатских государств, где господствует строгая иерархия.

Особое внимание следует уделить упаковке подарка. Без привлекательной упаковки иностранные партнеры могут не осознавать подлинной ценности подарка.

При деловом визите в другую страну уместно дарить художественно оформленные изделия отечественного производства — небольшие скульптуры, гравюры, памятные медали, настенные тарелки, книги, грампластинки, а также изделия из стекла, керамики, кожи, металла. Из предметов одежды в число допустимых сувениров входит только галстук.

3. Необходимо обращать внимание и на цвет подарка, поскольку в разных странах существуют свои цветовые предпочтения и цветовые антипатии. К примеру, красный цвет любят в Мексике, Норвегии, Ираке, но не любят в Ирландии. В Китае этот цвет означает знак удачи, счастья, достоинства, а в Индии — жизнь, действие, энтузиазм. Розовый цвет, так же как и бледно-голубой, у американцев ассоциируется с косметикой. Оранжевый, стимулирующий эмоциональную сферу, создающий ощущение благополучия и веселья, очень любят голландцы. Желтый цвет быстрее всех других привлекает внимание и дольше сохраняется в памяти. В Бразилии — это цвет отчаяния, а в сочетании с фиолетовым — символ болезни. Для мусульман Сирии — это символ смерти, в России — воспринимается как знак разлуки, измены, а в Китае он наиболее популярен после

Подарки надо преподносить тактично, сопровождая эту процедуру приятными красного. Зеленый любят в Мексике, Австралии, Ирландии и Египте, для мусульман — это хранитель от дурного глаза. Серо-зеленый цвет очень не любят во Франции. Голубой для китайцев — один из траурных цветов. В Бразилии — это символ печали. Не популярен он также и в Перу.

4. Белый — один из самых любимых цветов в Мексике, а в Китае, напротив, — цвет траура и знак опасности. Для арабов считается оскорбительным сочетание белого и голубого цветов (цвета национального флага Израиля). словами, краткими пожеланиями или шуткой, но следует соблюдать меру. Даже если позволяют средства, не принято преподносить дорогие подарки, чтобы не поставить ваших деловых партнеров в неловкое положение.

Важен такт и при приеме подарка. Многие неоправданно считают, что при этом неудобно выражать радость. Часто подарок, не разворачивая, относят в дальний угол. Это, конечно, знак неуважения к людям, которые думали о вас, выбирая подарок. Следует развернуть упаковку, посмотреть на подарок и, оценив внимание и вкус дарящего, еще раз поблагодарить его.

Отказаться от приема подарка допустимо лишь в случае, если он слишком ценен и вынуждает вас чувствовать себя должником. При отказе принять подарок нужна особая тактичность. Следует подчеркнуть признательность за оказанное внимание и как можно мягче мотивировать свой отказ. При этом будьте последовательны и уже не принимайте подаpoк, несмотря на уговоры. Надо иметь в виду, что в некоторых странах (Израиль, Китай, Англия) законом запрещено принимать подарки выше определенной стоимости.

PART 5. China

EXERCISE 1.

A. Check your understanding

Read and translate the text carefully, looking up any new words in a list below or in a dictionary. Then retell it.

1. distinctive – отличительный, характерный, отличающийся

posite – составной, сложный, смешанный, комбинированный

3. to еmbody – воплощать, олицетворять, изоброжать

4. substantive – самостоятельный, независимый

5. ambiguity – двусмысленность, неопределенность, неясность

6. cuisine – кухня, стол, питание

7. sensitive – чувствительный, восприимчивый, неустойчивый, обидчивый

8. sensitive market – неустойчивый рынок (эк.)

9. factional – фракционный, с духом раздора, интриги

10. tо mask – маскировать, скрывать, надевать маску, притворяться

The Chinese Setting

The experience of the past decade indicates that the Chinese conduct negotiations in а way that another sides find distinctive in its atmosphere and characteristics, even though individual elements of the process they are not unique tо the Chinese. PRC (People’s Republic of China) negotiators reflect а composite tradition that embodies their own culture and history.

The American official is likely tо be most impressed by the "Chineseness" of his first visits tо Beijing (Peking) — the self-assured and subtle manner in which officials handle substantive issues, and the cultured ambiguity created by the hospitality of his hosts, the banquet cuisine, and sightseeing trips tо the Great Wall or Forbidden City. These aspects of the negotiating process will be purposefully orchestrated by the Chinese tо create а sense of their country' s great tradition and future potential — and in partial compensation for its current political and economic weaknesses.

The Chinese see politics as а very personalized process, they are very sensitive tо signs of factional leadership conflict. The foreign negotiators often find that their Chinese counterparts will try tо mask internal political processes from his understanding.

B. Increase your vocabulary

Work with the synonyms and the words with a close meaning:

I.  In this section you should use your dictionary. Match the words in the given list (1-5) with their equivalents in the bubbles (a - j). Find out as many words as you can.

1. substantive; 2. distinctive; 3.composite; 4. to еmbody; 5. tо mask;

 

П. Substitute the words in italics for the most suitable ones from the list of the equivalents mentioned above.

1. The Chinese conduct negotiations in а way that another sides find often distinctive.

2. The Chinese negotiators reflect а composite tradition that embodies their own culture and history.

3.The self-assured and subtle manner in which the Chinese officials handle substantive issues usually impress the foreigners.

4. The foreign negotiators often find that their Chinese counterparts will try tо mask internal political processes from his understanding.

EXERCISE 2. Polish up your comprehension.

Complete the sentences of the text using the words in the box.

1. to invoke –-призывать, взывать к

2. predecessors - предок, предшественник

3. ambivalent - двойственный

4. interlocutor - собеседник

5. to constrain - принуждать, сдерживать, стеснять

6. to contravene - противостоять, противоречить, сопротивляться, идти против

Negotiation Tactics

Commitment to "Principles". Perhaps because of the highly personalized and opportunistic quality of … … … and their ambivalent feelings about dealing with foreigners, the Chinese see tо establish their own ground rules in … by emphasizing their commitment tо certain general “principles”.

Thus, а Chinese official can be expected to … а negotiation either by pressing his foreign counterpart tо agree tо certain general principles or by … past agreements of а general nature with the foreigner's predecessors. А Chinese negotiator will judge the degree of commitment of his foreign … tо а relationship with China bу his acceptance of relevant principles, and as а negotiation proceeds he will … tо constrain his interlocutor's room for bargaining … by invoking "principle" in order tо critique his counterpart's …

Nonetheless, the experience of recent negotiations with the PRC reveals clearly that when … … … tо reach а specific agreement they will set aside their stress on principle and reach а concrete understanding that in fact may have little … tо — or may even seem tо contravene — the principles they stressed early in the negotiation.