Face threat sensitivity in negotiation roadblock to agreement and joint gain (1)
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外贸跟单英语基础知识IntroductionIn the field of international trade, there is a crucial role known as the foreign trade merchandiser or the international trade coordinator. Commonly referred to as a "foreign trade document specialist" or "foreign trade merchandiser," this profession requires a proficient understanding of English, especially in terms of foreign trade documentation. In this article, we will explore the fundamental knowledge of English required for foreign trade merchandisers, particularly in the area of document handling.1. Understanding Trade TermsTrade terms, or Incoterms, play a significant role in international trade transactions. It is vital for foreign trade merchandisers to understand these terms to effectively communicate with clients and suppliers from different countries. Some commonly used Incoterms include:1.1 EXW (Ex Works): The seller makes the goods available at their premises, and the buyer bears all the transportation costs and risks.1.2 FOB (Free on Board): The seller is responsible for the goods and covers all costs until goods are loaded onto the vessel at the specified port.1.3 CIF (Cost, Insurance, and Freight): The seller is responsible for the goods, transportation, and insurance costs until they reach the named port of destination.1.4 DDP (Delivered Duty Paid): The seller is responsible for delivering the goods to the buyer's designated location and pays for all costs, including duties and taxes.2. Essential Trade DocumentsThe process of international trade involves the exchange of various documents. Foreign trade merchandisers must have a strong grasp of the following essential trade documents:2.1 Proforma Invoice: A preliminary invoice issued by the seller to the buyer, providing details of the goods and payment terms.2.2 Commercial Invoice: A final invoice provided by the seller to the buyer, indicating the goods' quantity, value, and other relevant details.2.3 Packing List: A document that specifies the contents of each shipping package, including the weight, dimensions, and quantity of the goods.2.4 Bill of Lading (B/L): A document issued by the carrier that acknowledges the receipt of goods and specifies the terms of their transport.2.5 Insurance Certificate: A document provided by the insurance company, demonstrating that the goods are insured during transportation.3. Effective Communication SkillsBeing proficient in English is not limited to understanding trade terms and documents; foreign trade merchandisers also need excellent communication skills to interact with clients and suppliers effectively. The following skills are crucial:3.1 Email Writing: Writing clear and concise emails is essential. Foreign trade merchandisers should pay attention to grammar, punctuation, and formatting to convey information effectively.3.2 Negotiation Skills: Negotiating prices, quantities, and delivery terms is a common task for foreign trade merchandisers. They must be able to express themselves clearly and negotiate effectively.3.3 Phone and Video Conferencing: Clear pronunciation and effective use of English during phone and video conferences are critical for successful communication with international clients and suppliers.4. Cross-Cultural AwarenessWorking in international trade brings individuals into contact with people from diverse cultural backgrounds. Foreign trade merchandisers must have cross-cultural awareness to avoid misunderstandings and foster positive working relationships.4.1 Respect for Cultural Differences: Understanding and respecting cultural differences in business practices, communication styles, and etiquette is crucial for successful international trade relationships.4.2 Sensitivity to Time Zones: Foreign trade merchandisers must be aware of time differences when scheduling meetings or communicating with clients and suppliers in different time zones.4.3 Cultural Sensitivity in Communication: Paying attention to appropriate greetings, titles, and communication styles is essential when interacting with individuals from different cultures.ConclusionBeing well-versed in English and equipped with essential knowledge of trade terms, trade documents, effective communication skills, and cross-cultural awareness is vital for foreign trade merchandisers. By mastering these fundamental concepts, individuals can navigate the complex world of international trade effectively, contributing to successful business transactions and fostering strong relationships with international partners.。
商务英语在对外贸易谈判中的运用In international trade negotiations, business English plays a crucial role in facilitating communication and reaching mutually beneficial agreements. Whether it's discussing terms of a contract, resolving disputes, or finalizing a deal, effective communication in business English is essential for success.During negotiations, it's important to use clear and professional language to convey your points and understand the other party's positions. This includes using formal greetings and titles, maintaining a polite and respectful tone, and avoiding slang or informal language that could be misinterpreted.When discussing terms and conditions, it's crucial to be specific and precise in your language. Using quantifiable terms, such as numbers, percentages, and deadlines, can help avoid misunderstandings and ensure that both parties are on the same page.In addition, it's important to be familiar with trade-related vocabulary and terminology, especially whendiscussing technical or legal aspects of a contract. This includes understanding terms related to payment, delivery, quality standards, and dispute resolution mechanisms.Furthermore, cultural sensitivity and awareness play a significant role in international trade negotiations. Being aware of cultural differences in communication styles, negotiation tactics, and business etiquette can help build rapport and trust with the other party.In summary, business English is a critical tool for successful international trade negotiations. By using clear, professional language, being specific and precise in your communication, and being culturally sensitive, you can improve the chances of reaching a favorable agreement forall parties involved.在国际贸易谈判中,商务英语在促进沟通和达成互利协议方面发挥着至关重要的作用。
领航职业英语unit3 -回复领航职业英语Unit 3 "Negotiating Terms and Conditions"1. What are the key steps in preparing to negotiate terms and conditions?When preparing to negotiate terms and conditions, there are several key steps that need to be followed. These steps ensure that you are fully prepared and have a clear understanding of your goals and objectives before entering into negotiations.Firstly, it is important to thoroughly research the subject matter of the negotiation. Whether it is a contract, a deal, or a partnership agreement, you need to have a deep understanding of the industry, the terms involved, and any relevant regulations or laws. This will give you the necessary background information to negotiate effectively.Next, it is crucial to define your objectives. What are the outcomes you are hoping to achieve? Are there any specific terms or conditions that are non-negotiable? By clearly outlining your goals, you can prioritize them during the negotiation process and ensurethat you are working towards the best possible outcome.Once you have defined your objectives, it is important to gather all relevant information and documentation. This includes any previous contracts, agreements, or negotiations that may be relevant to the current discussion. Having all the necessary information at hand will help you make informed decisions and respond to any questions or challenges that may arise during the negotiation process.Finally, it is essential to anticipate potential counterarguments or objections. By taking the time to consider the perspective and interests of the other party, you can better prepare your responses and negotiate from a position of strength. This step also involves identifying any potential compromises or trade-offs that you may be willing to make to reach a mutually beneficial agreement.2. How can you establish rapport with the other party during negotiations?Establishing rapport with the other party during negotiations is crucial to building trust and creating a positive atmosphere forproductive discussions. Here are a few key strategies to help establish rapport:Firstly, it is important to show respect and courtesy to the other party. This can be done by actively listening to them, acknowledging their points of view, and addressing their concerns. Avoid interrupting or talking over the other party, as this can create tension and hinder effective communication.Secondly, finding common ground can help create a sense of shared purpose and understanding. Look for areas of agreement or mutual interests and highlight them during the negotiation. This can help build a foundation for further discussions and create a positive environment for reaching a compromise.Additionally, maintaining professionalism and remaining calm, even in potentially tense situations, can help establish rapport. Emotions can run high during negotiations, but maintaining a level-headed approach can help diffuse potential conflicts and keep the discussion on track.Lastly, taking the time to understand and appreciate the culturaldifferences and nuances of the other party can also contribute to establishing rapport. Showing cultural sensitivity and adapting your communication style accordingly can help build trust and foster a more collaborative negotiation process.3. What strategies can you use to respond to objections during negotiations?When faced with objections during negotiations, it is important to respond strategically and effectively. Here are a few strategies to consider:Firstly, active listening is key. By fully understanding and acknowledging the objections, you can better address them and find potential solutions or compromises. Paraphrase the objection back to the other party to show that you are actively listening and trying to understand their perspective.Secondly, provide evidence or examples to support your position. When responding to objections, it can be helpful to have data, facts, or case studies on hand to back up your arguments. This can help convince the other party of the validity of your position andincrease the chances of reaching a mutually agreeable solution.Thirdly, consider reframing the objection. Sometimes objections can be reframed into opportunities for finding common ground or creative solutions. By reframing the objection, you can redirect the discussion towards a more positive and collaborative direction.Another strategy is offering concessions or alternatives. If the other party has a valid objection, consider offering a compromise or alternative solution that addresses their concerns while still aligning with your overall objectives. This can show your willingness to work towards a mutually beneficial agreement and increase the chances of reaching a successful outcome.Lastly, remain calm and composed when responding to objections. Emotions can escalate during negotiations, but a level-headed approach helps maintain a constructive and productive atmosphere. Responding in a defensive or aggressive manner can damage the rapport you have established and hinder the negotiation process.4. How can you negotiate effectively across cultures?Negotiating across cultures requires sensitivity and awareness of cultural differences. Here are a few strategies to negotiate effectively across cultures:Firstly, do your research. Familiarize yourself with the cultural norms and customs of the other party. This includes understanding their communication styles, decision-making processes, and etiquette. This understanding will help you adapt your negotiation strategies accordingly and prevent any cultural misunderstandings.Secondly, be patient and flexible. Negotiations across cultures may take longer and require more time for relationship-building and trust-building. Be prepared for a slower pace and avoid rushing the process. Flexibility is also key, as cultural differences may require adjusting your negotiation style to accommodate the other party's preferences.Thirdly, be mindful of non-verbal cues. Different cultures have different ways of expressing agreement, disagreement, or interest. Pay attention to non-verbal cues such as body language, facial expressions, and gestures. This can give you insights into the otherparty's thoughts and feelings, allowing you to adjust your approach accordingly.Furthermore, maintain open and clear communication. Be aware of language barriers and use simple and concise language. Avoid idioms, slang, or jargon that may not be easily understood by the other party. Encourage open dialogue and actively seek clarification or confirmation to ensure mutual understanding.Lastly, be respectful and show cultural sensitivity. Demonstrate your respect for the other party's culture by being mindful of their customs, traditions, and beliefs. Avoid making assumptions or generalizations, and approach negotiations with an open mind. Showing cultural sensitivity will help build trust and enhance the negotiation process.In conclusion, preparing to negotiate terms and conditions involves thorough research, defining objectives, gathering relevant information, and anticipating counterarguments. Establishing rapport with the other party can be achieved through respect, finding common ground, maintaining professionalism, and culturalsensitivity. Responding to objections requires active listening, providing evidence, reframing objections, offering alternatives, and remaining calm. And, negotiating effectively across cultures involves researching cultural norms, being patient and flexible, being mindful of non-verbal cues, maintaining clear communication, and showing respect and cultural sensitivity. By following these steps and strategies, professionals can navigate negotiations successfully and achieve favorable outcomes.。
As a diplomat,one is entrusted with the responsibility of representing their country in international affairs,fostering relationships with foreign governments,and promoting the interests of their nation.The role of a diplomat is multifaceted,requiring a blend of political acumen,cultural sensitivity,and effective communication skills.Here is a detailed look at what it means to be a diplomat and the various aspects of the profession.The Role of a Diplomat1.Representation:Diplomats are the official representatives of their country abroad. They ensure that the policies and interests of their nation are communicated clearly and respectfully to the host country and the international community.2.Negotiation:Diplomacy often involves negotiation.Diplomats must be skilled in the art of reaching agreements that are beneficial to their country while also being fair to the other parties involved.3.Cultural Exchange:Diplomats play a crucial role in cultural diplomacy,promoting understanding and appreciation of their countrys culture among foreign audiences and vice versa.4.Consular Services:They provide assistance to their fellow citizens abroad,such as issuing passports,providing legal advice,and helping in emergencies.rmation Gathering:Diplomats are often involved in gathering intelligence and reporting back to their government on the political,economic,and social developments in the host country.Skills Required for Diplomatsnguage Proficiency:Being able to communicate in multiple languages is often a prerequisite for diplomats,as it allows them to interact effectively with a diverse range of individuals.2.Interpersonal Skills:Diplomats must be able to build rapport and trust with a wide variety of people,from heads of state to everyday citizens.3.Cultural Awareness:Understanding and respecting the customs and traditions of different cultures is essential for successful diplomacy.4.Analytical Thinking:Diplomats need to be able to analyze complex situations andmake informed decisions that align with their countrys interests.5.Discretion:Confidentiality is key in diplomatic work,as diplomats often have access to sensitive information.Challenges Faced by Diplomats1.Political Tensions:Diplomats must navigate the delicate balance of international politics,often in environments where tensions are high.2.Cultural Misunderstandings:Misinterpretations can lead to diplomatic incidents,so diplomats must be vigilant in their understanding of cultural nuances.3.Security Concerns:In some regions,diplomats may face threats to their personal safety, requiring them to be constantly aware of their surroundings and security protocols.4.LongTerm Separation:Being posted abroad often means being away from family and friends for extended periods,which can be emotionally challenging.5.Public Perception:Diplomats must manage how they are perceived by both their own citizens and the citizens of the host country,as their actions can influence public opinion and diplomatic relations.The Impact of DiplomacyDiplomacy is a vital tool for maintaining peace and fostering cooperation among nations. Through diplomacy,countries can resolve conflicts,negotiate trade agreements,and work together to address global challenges such as climate change,terrorism,and poverty.In conclusion,being a diplomat is a demanding yet rewarding career that requires a unique set of skills and a deep understanding of international relations.It is a profession that can shape the course of history and influence the lives of millions,making it one of the most important and impactful roles in the global community.。
种族威胁英语作文The Threat of Racial Discrimination。
Racial discrimination is a serious issue that has plagued societies for centuries. It is a form of prejudice and discrimination based on a person's race or ethnicity, and it can have devastating effects on individuals and communities. In recent years, there has been a rise in racial discrimination and hate crimes, leading to increased tension and division among different racial groups. This poses a significant threat to the social fabric andstability of our society.Racial discrimination can take many forms, including hate speech, violence, and institutionalized racism. It can occur in various settings, such as the workplace, schools, and public spaces. People of color are often the targets of racial discrimination, facing barriers to opportunities and experiencing unequal treatment. This can lead to feelings of alienation, inferiority, and resentment, creating acycle of prejudice and hostility.One of the most concerning aspects of racial discrimination is its impact on mental health. Individuals who experience racial discrimination are more likely to suffer from anxiety, depression, and post-traumatic stress disorder. This can have long-term consequences on their well-being and quality of life. Moreover, the fear of being discriminated against can lead to a sense of hypervigilance and constant stress, affecting one's ability to function in society.Furthermore, racial discrimination can also lead to social and economic inequalities. People of color may face barriers to accessing education, healthcare, and employment opportunities, perpetuating a cycle of poverty and marginalization. This not only affects individuals and families but also has broader implications for the economy and social cohesion. When certain groups are systematically excluded and disadvantaged, it undermines the overall prosperity and stability of society.The rise of racial discrimination also poses a threatto social harmony and cohesion. When different racialgroups feel marginalized and discriminated against, it creates a climate of distrust and division. This can leadto social unrest, conflict, and even violence. In extreme cases, racial discrimination can fuel extremism and radicalization, posing a threat to national security and stability.In order to address the threat of racial discrimination, it is essential to take a comprehensive and proactive approach. This includes implementing anti-discrimination laws and policies, promoting diversity and inclusion, and providing education and training on cultural awareness and sensitivity. It also requires fostering dialogue and understanding between different racial groups, and challenging stereotypes and prejudices.Individuals also have a role to play in combatingracial discrimination. It is important to speak out against discrimination and support those who are affected by it. This can be done through advocacy, allyship, and standingup against prejudice and injustice. By promoting empathy, understanding, and solidarity, individuals can contribute to creating a more inclusive and equitable society.In conclusion, the threat of racial discrimination is a significant challenge that requires urgent attention and action. It not only undermines the well-being and opportunities of individuals but also poses a broaderthreat to social stability and cohesion. By addressing the root causes of racial discrimination and promoting equality and understanding, we can work towards building a society where everyone is valued and respected, regardless of their race or ethnicity.。
Introduction:Negotiations are an integral part of business, politics, and everyday life. However, they can sometimes become contentious, leading to unexpected challenges and emergencies. An effective negotiation emergency response plan is crucial to maintain composure, protect interests, and achieve favorable outcomes even in difficult situations. This document outlines a comprehensive emergency response plan to ensure that negotiations can be managed effectively in the face of unforeseen events.I. Preparation1. Identify potential emergencies: Conduct a thorough analysis of the negotiation context to identify potential emergencies, such as sudden changes in market conditions, unforeseen legal issues, or aggressive tactics from the opposing party.2. Assemble a crisis management team: Establish a dedicated team responsible for handling emergencies during negotiations. This team should include individuals with strong negotiation skills, problem-solving abilities, and crisis management experience.3. Develop contingency plans: Create detailed contingency plans for each potential emergency, outlining the steps to be taken to mitigate risks and achieve desired outcomes.II. Emergency Response1. Immediate action:a. Stay calm and composed: In the event of an emergency, it is essential to remain calm and composed. This will help you make rational decisions and maintain control of the situation.b. Assess the situation: Quickly evaluate the nature and severity of the emergency to determine the appropriate response.c. Communicate with the crisis management team: Immediately inform the team about the emergency and initiate a coordinated response.2. Mitigation strategies:a. Identify the root cause: Determine the underlying cause of the emergency to address it effectively.b. Adjust negotiation tactics: Modify negotiation strategies to accommodate the emergency, such as seeking compromise, offering concessions, or exploring alternative solutions.c. Engage in active listening: Pay close attention to the opposing party's concerns and interests to identify potential areas of agreement.d. Maintain a positive attitude: Stay focused on achieving a favorable outcome, even in challenging circumstances.3. Documentation and reporting:a. Keep a detailed record of the emergency response process,including decisions made, actions taken, and outcomes achieved.b. Communicate with relevant stakeholders, such as clients, partners, or superiors, to ensure transparency and maintain trust.III. Post-Emergency Actions1. Review and analyze: After the emergency has been resolved, review the response process and identify areas for improvement. This will help enhance the negotiation emergency response plan for future situations.2. Train and prepare: Conduct regular training sessions for the crisis management team to ensure they are well-prepared to handle emergencies effectively.3. Update the negotiation emergency response plan: Incorporate lessons learned from the emergency response process into the plan to make it more robust and adaptable to future challenges.Conclusion:An effective negotiation emergency response plan is essential for managing unexpected challenges and achieving favorable outcomes during negotiations. By preparing in advance, responding promptly, and learningfrom past experiences, parties can navigate through emergencies and emerge stronger and more resilient.。
商务谈判文中单词Chapter11、Fundanmentals of international business negotiation 国际商务谈判概述2、Key concepts of negotiation 谈判基本概念3、BATNA(best alternative to a negotiation agreement)达成协议的最佳抉择4、Reservation price 底线价格5、The principles of business negotiation 商务谈判基本原则6、Characteristics of business negotiation 商务谈判的特点7、The basic principles of negotiation 谈判的基本原则8、Correct understanding of negotiation 对谈判的正确理解9、Conflicts 冲突10、Key aspects of negotiation 谈判的几个主要方面11、Tips for a successful international business negotiation mission 成功国际商务谈判提示12、Interpreters in international business negotiation 国际商务谈判中的翻译人员13、Stages of negotiation 谈判的几个阶段14、Pre-negotiation 前几准备阶段15、Face-to-face negotiation 面对面谈判阶段16、Post-negotiation 谈判后期阶段17、Psychology in negotiation 谈判的心理18、The need theory 需要理论19、The need theory and negotiation 谈判与需要理论Chapter21、proper behaviors in international businesss negotiation 国际商务谈判中的正确行为举止2、Assumptions 假定3、The concepts of assumptions 假定的概念4、The types of hidden assumptions 潜在假定的类型5、The barrier of listening 听的障碍6、Active listening 认真倾听7、Talking 说8、Negotiation language 谈判语言9、How to open and close 怎样开头和结尾10、Several aspects to beware of 要注意的几个方面11、Inquiring 问12、Asking questions 提问13、How to deliver questions 怎样提问14、Several aspects to beware of 要注意的几个方面15、Effective responding 正确的回答16、Observing 观察17、Facial expression 面部表情18、Body language of upper limbs 上肢语言19、Body language of lower limbs 下肢语言20、How to get rid of the detrimental body language 怎样去除不好的身体语言Chapter31、choosing the negotiation team 谈判班子的组成2、Who qualifies as a negotiation 谁能成为谈判者3、Personal characteristics 谈判人员的素质4、A negotiator as an individual 谈判者个人5、The role of a chief negotiator 主谈人的职责6、The chief negotiator 主谈人7、Organizational qualities of the chief negotiator 主谈人的组织能力8、Team solidarity 谈判班子的团结9、A comparison between a single negotiator and anegotiation team 个人谈判与小组谈判的比较10、Organizational structure for negotiators 谈判班子的组织结构11、How big should the team be 谈判班子的规模12、The importance of team solidarity 谈判班子团结的重要性Chapter41、preparing for negotiation 谈判的准备阶段2、Scheduling the first meetings 初次会面的各项准备工作3、Flights,ground transport and traffic issues 航班、地面交通问题4、Jet lag,weather and health issues 飞行时差、天气及健康问题5、Clothing 服装问题6、Dining 饮食习惯问题7、Holidays and religions 假日与宗教问题8、Gifts 礼品问题9、Setting the agenda 制定谈判议程10、Taking a proactive role 积极筹划议程11、Visitors and agendas 客方与谈判议程12、Negotiating agenda 议程商议13、Accommodating the social aspects 提供社交便利14、Preparing for negotiation 谈判的各项准备15、Establishing objectives 制定谈判目标16、Issues and positions 确定谈判内容与谈判立场17、Meeting site and accommodation 谈判地点与食宿选择18、The physical preparation 谈判场地布置19、Opening the meeting 谈判开场白Chapter51、the bargaining process 谈判的磋商阶段2、Bidding 报价3、Tactics of the choice of bid 报价的确立策略4、Tactics of the presentation of bid 报价的表达策略5、Tactics of responsiveness 回应策略6、Bargaining 磋商7、The moves we must make at the start 磋商初始的策略8、The ways to influence the deal 左右磋商局势的方式9、Tactics of making concessions 让步的策略10、Tactics of breaking an impasse 僵局的破解策略11、Towards settlement 达成共识Chapter61、Closing the negotiation 谈判的终局阶段2、Closing the deal 结束谈判3、Who makes the decision 谁来作决定4、When is it time to close 什么时候结束5、Tactics towards agreement 达成协议的策略6、Recessing 休会7、Setting deadlines 规定最后期限8、Full disclosure / the straightforward statement 摊牌9、Lubrication / the golf club 联络感情10、The study group 各个击破11、Tips on contract signing 签约过程应注意的问题12、The draft of the contract 合同文本的起草13、Examination of the qualification of the contract signer and its trading items , scope and process 对签约人资格及交易条款、范围和过程的审查14、Contract articles must be rigid and thorough 合同的条款必须严密、详细15、The contract signing ceremony 合同的缔约或签字仪式16、Summary of the negotiation 谈判总结17、Value evaluation standard of business negotiation 商务谈判的价值评判标准18、Content of business negotiation summary 商务谈判总结的内容19、Steps of business negotiating summary 商务谈判总结的步骤Chapter71、negotiation strategies 谈判策略2、Choices of strategies 策略的选择3、Strategic considerations 策略的考虑4、Guidelines for strategic decisions 决策指南5、Negotiation strategies 谈判策略6、“when” strategy 何时出击,何时叫停7、“how and where” strategy 怎样谈,谈什么8、Dealing with difficult people and difficult situations 在困境中和强手周旋9、Developing self-control 增强自制力10、Accurate diagnosis 准确判断对手11、Knowing one’s core values 掌握核心价值12、Appropriate anger management 适度发泄不满13、Role selection 谈判角色选择14、Doing the unexpected 出其不意15、Resiliency 保持弹性16、Handling conflicts in negotiation 处理谈判冲突17、The nature of conflicts 冲突的本质18、Are conflicts bad 冲突是坏事吗19、Promoting consensus in negotiation 促进谈判的一致性20、Preventing small conflicts from growing into big ones 防止小的冲突变大21、Anticipating conflicts 先入为主Chapter81、international sales negotiation 国际销售谈判2、The contents of international sales negotiation 国际销售谈判的内容3、Quality 质量4、Quantity 数量5、Packing 包装6、Shipment 装运7、Quotation 报价8、Offer and counter offer 出价与还价9、Insurance 保险10、Payment 支付11、Inspection 商检12、Claiming for damages and arbitration 索赔与仲裁13、The process of international sales and purchases negotiation 国际买卖谈判过程14、The types of negotiations 谈判类型15、The negotiation process 谈判过程16、The contract signing process 合同签订过程17、Strategies and applications 策略及应用18、Negotiation principles 谈判原则19、Avoiding pitfalls to effective negotiation 避免谈判陷阱20、Designing strategies and tactics 设计谈判策略和技巧21、Targers and tactics 目标及技巧22、Negotiation disciplines 谈判守则Chapter91、international business contract negotiation 国际商务合同谈判2、General introduction 概述3、The concept of international business contracts 国际商务合同的概念4、Types of international business contracts 国际商务合同的类型5、The required terms of an international business contract 国际商务合同的必要条款6、The structure of an international business contract 国际商务合同的结构7、Cultural issues affecting international business contracts 影响国际商务合同的文化因素8、Cultural dos and don’ts of negotiating contracts 合同谈判的文化方面的行为准则9、Drafting , signing and enforcing the contract 草拟、签订和执行合同10、The basic principles 基本原则11、The signing requirements 签订要求12、Ten tips to tighten the clauses 使合同条款严谨的10个技巧13、Implementation 合同的执行14、Transferring , altering , rescinding and terminating the contract 合同转让、修改、废除和终止15、Transferring the contract 合同转让16、Altering and rescinding the contract 合同修改和废除17、Terminating the contract 合同终止18、Settlement of disputes 争端解决19、Contract dispute 合同争端20、Means of dispute handling 争端解决方式21、Applicable low 适用法律。
商务合作英语作文In the realm of global business the ability to communicate effectively in English is crucial for establishing successful partnerships and collaborations. Heres a sample essay on the topic of business cooperation in EnglishTitle The Importance of Effective Communication in Business PartnershipsIn todays interconnected world businesses are increasingly looking beyond their national borders for new opportunities and partnerships. English being the lingua franca of international business plays a pivotal role in facilitating these collaborations. This essay aims to discuss the significance of effective communication in business partnerships particularly focusing on the use of English as a common language.IntroductionThe global marketplace is a dynamic environment where companies from diverse backgrounds come together to form strategic alliances. Effective communication is the cornerstone of these partnerships enabling mutual understanding and fostering trust among stakeholders. English with its widespread use serves as a common ground for businesses to communicate and collaborate.The Role of English in Business CommunicationEnglish has emerged as the primary language for international business transactions. Its role is multifaceted1. Clarity in Communication English allows for clear and concise communication reducing the likelihood of misunderstandings that can arise from language barriers.2. Cultural Exchange It serves as a bridge for cultural exchange helping partners appreciate and respect each others business practices and norms.3. Negotiation and Agreement English is often the medium for negotiating terms and drafting contracts ensuring that all parties have a common understanding of the terms and conditions.Challenges in Business CommunicationDespite the prevalence of English businesses still face challenges in communication1. Language Proficiency Not all business professionals are fluent in English which can lead to misinterpretations.2. Jargon and Slang The use of industryspecific jargon or slang can create confusion for those not familiar with the terms.3. Cultural Misunderstandings Language is closely tied to culture and cultural nuances can be lost in translation leading to miscommunication.Strategies for Effective CommunicationTo overcome these challenges and ensure effective communication businesses can adopt several strategies1. Language Training Investing in language training for employees can enhance their English proficiency and confidence in communicating with international partners.2. Cultural Sensitivity Training Understanding cultural differences is crucial for effective communication. Training programs can help employees navigate cultural nuances.3. Use of Clear and Simple Language Avoiding complex jargon and using simple clear language can make communication more accessible to a broader audience.4. Professional Translation Services When necessary utilizing professional translation services can ensure that documents and communications are accurately translated and understood.ConclusionIn conclusion effective communication is vital for the success of business partnerships in the global market. English as the language of business plays a significant role in facilitating these relationships. By addressing the challenges and implementing strategies for clear communication businesses can build strong lasting partnerships that drive success in the competitive global landscape.This essay provides a comprehensive overview of the importance of English in business cooperation the challenges faced and strategies to ensure effective communication.。
Face threat sensitivity in negotiation:Roadblock to agreementand joint gain qJudith B.White,a,*Ren e e Tynan,b Adam D.Galinsky,c and Leigh Thompson caTuck School,100Tuck Hall,Dartmouth College,Hanover,NH 03755,USAbUniversity of Notre Dame,USA cNorthwestern University,USAReceived 28December 2001Available online 13May 2004AbstractNegotiation scholars and practitioners have long noted the impact of face,or social image,concerns on negotiation outcomes.When face is threatened,negotiators are less likely to reach agreement and to create joint gain.In this paper,we explore in-dividual differences in face threat sensitivity (FTS),and how a negotiator Õs role moderates the relationship of his or her FTS to negotiation outcomes.Study 1describes a measure of FTS.Study 2finds that buyers and sellers are less likely to reach an agreement that is in both parties Õinterests when the seller has high FTS.Study 3finds that job candidates and recruiters negotiate an employment contract with less joint gain when the candidate has high FTS,and that this relationship is mediated by increased competitiveness on the part of the high FTS candidates.The results support Deutsch Õs (1961)application of face theory (Goffman,1967)to negotiation.Ó2004Elsevier Inc.All rights reserved.Keywords:Negotiation;Conflict resolution;Face;Face threat sensitivity;Identity;Politeness theoryIntroductionThe importance of face,or social image,in the preservation of well being has long been recognized.Deutsch,for example,called face ‘‘one of an individual Õs most sacred possessions’’(1961,p.897),stating that maintaining face is necessary to sustain one Õs self-es-teem.Negotiations provide a particularly poignant context to explore the impact of face concerns because there are many opportunities for a person Õs face to be threatened.In this paper,we examine individual differ-ences in how a person responds to the face threats in-herent in the task of negotiation,and how this differencecan significantly affect the outcome of a negotiation (Brown,1968;Deutsch,1961;Wilson,1992).When a person Õs face is threatened in a negotiation,it can tip the balance of his/her behavior away from cooperation toward competition,resulting in fewer agreements and/or less cooperative agreements.Previ-ous research on face in negotiation has experimentally manipulated situational face threats (Brown,1968;Deutsch,1961;Tjosvold,1977b),or examined negoti-ation dynamics as aspects of Goffman Õs dramaturgical approach to interaction (Friedman,1994).In this paper,we take a different approach,one that relies on individual differences in face threat sensitivity.Specifi-cally,in these studies we examine the relationship between two factors that vary from one negotiation situation to another:face threat sensitivity and the role that a negotiator assumes in a negotiation.We find that a negotiator Õs face threat sensitivity affects the negotiation process and outcomes when his or her face includes the resources being negotiated,a factor that varies with role.qThis project was funded by a grant from the Dispute Resolution Research Center at the Kellogg School of Management,Northwestern University.Preliminary results from Studies 2and 3were presented at the annual conference of the Academy of Management,August 5,2003.*Corresponding author.Fax:1-603-646-1308.E-mail address:judith.b.white@ (J.B.White).0749-5978/$-see front matter Ó2004Elsevier Inc.All rights reserved.doi:10.1016/j.obhdp.2004.03.005Organizational Behavior and Human Decision Processes 94(2004)102–124ORGANIZATIONALBEHAVIOR AND HUMAN DECISION PROCESSES/locate/obhdpFace theoryGoffman defined face as the‘‘positive social value a person effectively claims for himself by his or her self-presentation’’(1967,p.5).Face includes the value to a person of his or her public image,reputation,and status vis- a-vis other people in an interaction.A personÕs face,then,is the social value of who and what they hold themselves out to be.For an interaction to proceed smoothly,the parties must allow one another to maintain face.In addition to negotiation,face mainte-nance affects communication strategy(Carson&Cup-ach,2000;Lee,1993;Leichty&Applegate,1991;Linde, 1988;Tracy,2002),cross-cultural interaction(Earley, 1997;Lindsley&Braithwaite,1996;Ting-Toomey& Cocroft,1994)and relationships(Metts,1997).Face is socialThe dynamics of face maintenance are determined not only by who and what the individual holds him/ herself to be,but also by how others respond to this presentation(Goffman,1967).Thus,face is a social construct,just as much a property of the social inter-action as an attribute of the individual.Maintaining face,therefore,requires the cooperation of others.Other people can,by their verbal and non-verbal behavior, uphold or threaten an individualÕs face,accord or deny the positive social value claimed by the individual. Face is situatedFace is not necessarily positive,nor is it the same across all situations.This means that face can change from one situation to the next,and that face can have more value in some situations than others.For example, an instructor might rely on a colleague to uphold her face as a competent teacher in front of her students,and later count on that colleague to uphold her face as an entertaining dinner companion.Telling a humorous story about a time she lost her lecture notes could threaten her face in the former situation,but uphold her face in the latter.Moreover,the instructorÕs face might have more value when one of the parties to the inter-action is someone she particularly wishes to impress. The positive social value of an individualÕs face,then, depends not only on the cooperation of others,but also on the precise social situation.Threats to faceGiven the direct link between face and self-esteem,it makes sense that people are motivated to have their face upheld,and feel thwarted when their face is not upheld,or when it is threatened.People respond to face threats with negative emotion(Goffman,1967,p.6),ranging from slight discomfort or embarrassment,to mild annoyance, anger,and outright hostility(e.g.,Andersson&Pearson, 1999;Pearson,Andersson,&Porath,2000).The greater the threat to face,the more intense the emotional response.Carson and Cupach(2000)report a strong linear relationship,r¼:82,between the degree of face threat perceived by an individual and the level of anger he or she feels.In fact,some emotions may be uniquely connected to face threats.Keltner and colleagues(Kelt-ner&Anderson,2000;Keltner&Buswell,1996,1997; Keltner&Haidt,1999)suggest that embarrassment is a distinct,functional emotion felt in response to a threat to social status,what we would call a face threat.Goffman(1967)emphasized the negative affective reaction to a face threat,but he also described cognitive and behavioral responses to a face threat.A person whose face has been threatened may give the offender a chance to repair the damage,and if no repair(e.g.,an apology)is forthcoming,has the options of unilaterally forgiving the offender,maintaining poise but holding a grudge,retaliating,or withdrawing from the interaction. In politeness theory,Brown and Levinson(1987)de-velop the hypothesis that a face threat directly affects the perceived relationship between the speaker and the hearer.For example,the intrinsic face threats enumer-ated by politeness theory,including disapproval,dis-agreement,challenge,and non-cooperation(Brown& Levinson,1987,pp.65–66),signal lack of regard for the receiver’s interests and are posited to convey a threat to the relationship between issuer and receiver.This hy-pothesized relationship between face threat and per-ceived threat to the relationship has been demonstrated empirically(Cupach&Carson,2002),and is consistent with Goffman’s stance that‘‘face maintenance is a condition of interaction,not its objective’’(1967,p.12).Politeness theory(Brown&Levinson,1987)discusses threats to two aspects of face.Thefirst,positive face,is more closely associated with Goffman’s definition of face as the value of social image claimed by interactants,and with the construct of face that was used in previous ex-perimental studies on face and bargaining.Threats to positive face include being embarrassed,criticized,dis-respected,and the like.The second aspect,negative face, is more closely associated with an individual’s desire to be free from imposition.Both types of face could certainly be threatened during a negotiation,but positive face is more important for relationships(Cupach&Carson,2002; Cupach&Messman,1999),and therefore more likely to be linked to the success of integrative agreements.Face threats in negotiationMany common negotiation tactics—disputing the value of an item,providing alternative anchors and frames,questioning interests and motives,criticizing arguments,and disregarding appeals—fall into the cat-egory of intrinsic threats to face,according to politeness theory(Brown&Levinson,1987).Other practices,e.g., suggesting that the other party is inexperienced,hasJ.B.White et al./Organizational Behavior and Human Decision Processes94(2004)102–124103miscalculated the value of a property,or has unrealistic expectations concerning the outcome,may be construed as face threats,especially if the hearer believes she or her has been personally implicated.It should be noted that many of the acts we call face threats are common competitive practices,and part of the‘‘game’’for some negotiators.Yet they are intrinsically threatening to face.A detailed discussion of how negotiators,or any social interactants,can redress intrinsic threats to face to compete without threatening the ongoing relationship is outside the scope of this paper,but Brown and Levinson (1987)provide a taxonomy of politeness strategies for accomplishing this in daily interaction.Research suggests that the most egregious threats to an opponentÕs face are counterproductive in a negotiation.Presenting a non-negotiable offer(‘‘HereÕs my offer,take it or leave it’’)prompts a negotiator to become more competitive and less cooperative,leading to poorer outcomes(Tjosvold,1977b)or no agreement at all(Raiffa,1982,p.48).The common strategy of criticizing your opponentÕs position(or possessions),a direct threat to face according to Brown and Levinson (1987),can lead him or her to feel affronted and resist making concessions(Tjosvold&Huston,1978).Despite the fact that face threats may result in hurt feelings and a threatened relationship,they can be used strategi-cally—and not without risk—in a negotiation to apply pressure(e.g.,Thompson,Nadler,&Kim,1999)and/or to signal power(Brown&Levinson,1987).Face threats generate negative affect and threaten the relationship between the issuer and the receiver.A ne-gotiator who receives a face threat,therefore,should have a negative emotional response(ranging from dis-comfort to hostility),and corresponding thoughts that the issuer has little regard for(a)the negotiatorÕs inter-ests,and(b)maintaining a long-term,cooperative rela-tionship with the negotiator.Both the affective and cognitive responses to a face threat should make a ne-gotiator more competitive and less cooperative.There is evidence that negative affect causes negotiators to be less cooperative,more competitive,and less likely to make deals(Forgas,1998),and more likely to engage in downward spirals of destructive behavior(Allred,Mal-lozzi,Matsui,&Raia,1997).A review of research on face threats in negotiation(Wilson,1992)concluded, along these lines,that face threats ultimately result in competitive and/or hostile behavior that has a negative impact on negotiated outcomes.In addition to an opponentÕs direct threats to face, certain situational factors in a negotiation can constitute a threat to face,by heightening face concerns.One such factor is negotiating before an audience,such as the case of a negotiator who must act on behalf of a constituency (Friedman,1994).Negotiators who are accountable to constituents show increased competitiveness(Carnevale, Pruitt,&Britton,1979),although gender of the con-stituent may moderate this effect(Pruitt,Carnevale, Forcey,&Van Slyck,1986).Negotiators who are told that they appeared weak before an audience of their peers become even more competitive in later rounds of negotiation;they take the opportunity to retaliate against their opponent,even though it costs them in absolute tangible rewards(Brown,1968).1High-profile CEOs who believe the whole world is watching them may become more competitive and less cooperative in business negotiations.Individual differences in face threat sensitivity The experimental research cited above provides strong causal support for the suggestion that face threat causes negotiators to become more competitive and less cooperative,thereby creating a roadblock to agreement and joint gain.In all of the negotiation studies discussed above,researchers manipulated the situation to create face threat without considering whether individuals may respond differently to face threats.Goffman suggested that some individuals could display‘‘too much percep-tiveness[to face threats]or too much pride,and[be-come]someone who is thin-skinned,who must be treated with kid gloves,requiring more care on the part of others than he may be worth to them’’(1967,p.40). Tynan(Oatway,1997;Tynan,1999)has proposed that individualsÕsensitivity,or reactivity,to face threats is a stable individual difference.We propose that exploring this individual difference in empirical studies can help us to leverage the power of face theory as a framework for understanding the impact of face threats on negotiation processes and outcomes.We define face threat sensitivity(FTS)as the likeli-hood that an individual will have a negative affective re-action to a face threat.Pilot research suggests that FTS is a stable individual difference(Oatway,1997).When one member of a dyad has high FTS,it affects the quality of the dyadic interaction via at least two channels.Individ-uals with high FTS are more likely to perceive others as untrustworthy and are less likely to communicate infor-mation,such as the admission of a mistake,that might be threatening to their own face(Tynan,1999).At the same time,individuals with high FTS are less likely to be per-ceived by others as rational,and others are significantly less likely to communicate information about alternative points of view,raise disagreement,or point out errors to high FTS individuals even when that information would be helpful to the performance of a joint task and to the high FTS individual him-or herself(Oatway,1997). Consequently,high FTS is associated not only with an individualÕs own affect,perceptions,and communication 1Brown and Garland(Brown&Garland,1971;Garland&Brown, 1972)also showed that people made the same trade-offbetween face and monetary gain when they had not been insulted.104J.B.White et al./Organizational Behavior and Human Decision Processes94(2004)102–124behavior,but also with the way an individual is perceived and treated by his or her interaction partner. Individual differences interact with the situation Past attempts to link individual differences with negotiation outcomes generally have not been fruitful. Only when researchers follow LewinÕs(1935)exhortation to take into account how the individual interacts with the situation is it possible to understand the nature of per-sonality effects in negotiation.For example,Greenhalgh, Neslin,and Gilkey(1985)found that individual differ-ences interact with negotiator aspirations to affect out-comes.Kray,Galinsky,and Thompson(2002)found that gender interacts with stereotypic expectations to affect outcomes.Barry and Friedman(1998)found that Ex-traversion(one of the‘‘Big Five’’personality dimensions) interacts with role to influence settlement price.Barry and Friedman found that dyads with extraverted buyers set-tled at higher prices than other dyads.Dyads with extra-verted sellers did not settle significantly lower. Accordingly,individual differences in FTS must be un-derstood as characteristics that interact with the situation rather than determine it(Mischel,1968).In the present research,we examine how individual differences in FTS interact with the situation to affect negotiation outcomes. Because FTS is linked to face,and thus to identity,we hypothesize that face will interact with an aspect of the situation that is linked to identity.Identification with resourcesTheory and research on disputes suggest that when the outcome is bound to the identity of the negotiator,dis-putes become intractable,harder to resolve(Mandel, 1980;Smyth,1994,2002).In commerce,negotiating the value of resources with which one is identified,resources that are self-relevant,heightens face concerns.In a sense, we are what we own(James,1890,p.291);what we own becomes part of who we are(Abelson&Prentice,1989), and this has an effect when we negotiate its value(Car-nevale,1995).This is not necessarily because owners value items more than buyers(i.e.,the endowment effect, Kahneman,Knetch,&Thaler,1990;Thaler,1980),but because owners include their possessions as part of their face.Because commercial negotiations typically consist of competing claims,challenges,and disagreements about the value of the goods or services being exchanged,we believe FTS should have a greater impact for a negotiator who is closely identified with those goods or services,who would naturally include them in his or her face.Face threats and the integrative and distributive elements of negotiationFace threat has been found to increase negotiator competitiveness and decrease negotiator cooperation.Face threat should therefore have different effects on the distributive and integrative elements of negotiation (Walton&McKersie,1965).The integrative element arises when negotiators have different strengths of preference across multiple issues;that is,Party A cares more about issue X and Party B cares more about issue Y.If both parties concede on the issue they care less about(i.e.,trade-offor logroll),both parties can benefit in terms of their individual and joint outcomes.To do this,parties must have knowledge of each otherÕs pref-erences(Thompson&Hastie,1990).Integrative gain, therefore,depends on cooperation.A successful inte-grative negotiation outcome,defined as having high joint gain,is more likely if the parties trust one another and exchange information(Froman&Cohen,1970; Kimmel,Pruitt,Magenau,Konar-Goldband,&Carne-vale,1980).Because the hypothesized effect of a face threat is to make a negotiator more competitive(Deu-tsch,1961),and competitiveness reduces the likelihood that a negotiating dyad will trust one another and ex-change information,we would expect to observe a negative impact of face threats and,by implication,high FTS,on the integrative component of negotiation out-comes(the size of the pie).Most negotiations have a distributive element,mean-ing that the parties’preferences on an issue are in com-plete opposition;one party’s gain must be another party’s loss.Moreover,joint gain,once created through cooperation,must still be divided amongst the parties in what is essentially a competitive process(Lax&Sebe-nius,1986).The negotiator’s goal is generally to expand the pie and then to claim as large a share as possible of that pie.While high FTS could imperil integrative gain,it could potentially have a beneficial effect on the high FTS negotiator’s distributive outcome,to the extent that in-creased competitiveness could lead to increased individ-ual distributive outcomes(the relative size of one’s slice).Negotiators who have their face threatened adopt a more competitive and less cooperative stance toward their opponent,resulting in fewer agreements and less joint gain in the integrative elements of mixed-motive negotiations,and potentially greater gain in the distrib-utive element of a mixed-motive negotiation,assuming the parties reach an agreement.In virtually all of these research investigations,face threats were experimentally manipulated.We conducted the present research to examine whether individual differences in FTS in roles that were most likely to activate face threat concerns would also lead to fewer agreements,and less joint gain. Study1:Individual differences in face threat sensitivityStudy1was conducted to assess both the reliability of Tynan’s(1999)FTS measure and its convergent and divergent validity with constructs from a nascentJ.B.White et al./Organizational Behavior and Human Decision Processes94(2004)102–124105nomological network of individual differences that have been hypothesized and found to affect communication outcomes broadly,and negotiation outcomes in partic-ular.Central to this network are perhaps the‘‘Big Five’’dimensions of personality,purported to subsume all personality traits(McCrae&John,1992).The Neurot-icism factor of the Big Five represents a dimension of expression of negative affect,which some personality theorists refer to as emotional stability(Goldberg, 1993).People who score high on Neuroticism tend to be anxious,moody,and highly emotional.Because FTS is defined as the likelihood an individual will respond to a face threat with negative affect,we expected FTS would share variance with Neuroticism.Neuroticism,like the other Big Five dimensions,is an end product of an enormous exercise in data reduction.Hence,it is a composite—a supervariable.The NEO measure of Neuroticism is intended to tap into an underlying dimension along which many specific personality traits are perceived by raters to co-occur.FTS is not concep-tualized as an expression of anxiety,moodiness,or general emotionality,but of sensitivity to slights.An individual with high FTS does not necessarily have low self-esteem,chronic negative affect,or a feeling of hopelessness.Those traits are associated with Neuroti-cism,but they are not conceptually related to one’s reactivity to face threats.With respect to a nomological network,FTS must be compared to other narrow personality traits that are manifested in interpersonal interaction and affect com-munication and negotiation outcomes.FTS as a con-struct is more social than other individual differences,in that it describes a tendency to react in a certain way to a specific set of social stimuli,rather than an innate state or a tendency to act.We compared FTS to three mea-sures that could be considered similar on the dimensions of caring about oneÕs face and having high interpersonal reactivity.Machiavellianism(Christie&Geis,1970) describes a dimension of self-orientation and exploita-tion of others.People who score high on Machiavel-lianism are willing to manipulate and deceive others to achieve their personal goals.High Machs tend to be more competitive in negotiations(Rubin&Brown, 1975,p.189).Although research suggests that high FTS negotiators may also behave competitively in response to a face threat,we did not expect that,on their face, Machiavellianism and FTS would be correlated.An individual difference measure that is closely related to FTS on its face is self-monitoring(Snyder,1974,1987). Self-monitoring refers to the relative balance between internal cues(oneÕs own attitudes and beliefs)and external cues(the social situation)one draws on to construct oneÕs social face in a given situation.High self-monitors,who are sensitive to external cues,have been found to use a style of negotiating that is more effective at achieving integrative gain(Jordan&Roloff,1997;Trubisky,Ting-Toomey,&Lin,1991).Because FTS is defined as the likelihood of a negative affective reaction to a face threat,and not as an increased sensitivity to detect face threats,we did not expect tofind a significant correlation between FTS and self-monitoring.A third individual difference that is similar to FTS on the di-mension of a negative affective reaction in an interper-sonal situation is empathy.The Interpersonal Reactivity Index(Davis,1980,1983)is a measure of empathy that four subscales:perspective-taking,fantasy,empathetic concern,and personal distress.People who are empa-thetic have a negative affective reaction to other peoplesÕdifficulties.The difference between empathy and FTS is that empathy involves the ability to take the perspective of another person,in a sense,to feel‘‘their’’pain, whereas the pain felt in response to a face threat is oneÕs own.We therefore did not expect FTS to be correlated with empathy.MethodTwo samples of graduate business students(Sample 1:249men and186women;Sample2:48men and62 women,2missing gender information)completed a measure of FTS,consisting of three items:My feelings are hurt easily,I don’t respond well to direct criticism,I am pretty thin-skinned.Participants circled a number from1to9to indicate whether the statement was not at all characteristic(1)or very characteristic(9)of them.A subset of57participants from Sample1also completed the NEO-FFI(Costa&McCrae,1992),the IRI(Davis, 1980),and the Machiavellianism Scale(Christie&Geis, 1970),and a separate subset of60participants from Sample1completed the Self-Monitoring Scale(Snyder, 1974).Participants from Sample2completed the FTS measure and the Neuroticism scale of the NEO-FFI (Costa&McCrae,1992).ResultsReliabilityThe CronbachÕs a for the FTS items was.75in Sample 1(N¼435).The reliability of the FTS measure was thus sufficient to justify combining responses to all three items to form a single score.Means,standard deviations, and item intercorrelations are shown in Table1.Table1FTS inter-item correlationsM SD1231.I donÕt respond well todirect criticism5.04 1.922.My feelings get hurt easily 4.85 2.13.41ÃÃÃ3.I am pretty thin-skinned4.57 2.11.40ÃÃÃ.66ÃÃÃNote.N¼435.***p<:001.106J.B.White et al./Organizational Behavior and Human Decision Processes94(2004)102–124Convergent and divergent validitySixty participants also completed the Self-Monitoring Scale(Snyder,1974).Fifty-seven participants also completed the NEO-FFI(Costa&McCrae,1992),the Interpersonal Reactivity Index(Davis,1980),and the Machiavellianism Scale(Christie&Geis,1970).The correlations between FTS and these scales are shown in Table2.FTS was not significantly correlated with self-monitoring,suggesting that these constructs are distinct. FTS was not significantly correlated with Machiavel-lianism,suggesting that these constructs are also dis-tinct.FTS was not significantly correlated with the Fantasy,Empathetic Concern,or Perspective-Taking subscales of the IRI,suggesting that FTS is distinct from the overall construct of empathy.FTS was correlated r¼:48with the personal distress subscale of the IRI. The personal distress subscale contains items that mea-sure empathetic distress,e.g.,In emergency situations,I feel apprehensive and ill-at-ease.As a component of empathy,it seems surprising that personal distress would be positively correlated with FTS.However,both constructs measure interpersonal reactivity along a negative affective dimension,so the positive correlation provides some convergent validity.Also,the mean cor-relation of FTS items with the items in the personal distress subscale,r mean¼:26,compared to the mean correlation of FTS items with one another,r mean¼:54 (n¼59),suggests that while these measures tap into a similar source variable,they also measure distinct con-structs.A table of intercorrelations between the FTS items and the seven items from the personal distress subscale is found in Appendix A.Big Five.Correlations between FTS and the scales of the NEO-FFI appear in Table2.As predicted,FTS was correlated with Neuroticism(r¼:46).The positive correlation with FTS provides convergent validity that FTS is related to the expression of negative affect.Like other traits associated with negative affect,FTS shares variance with Neuroticism.In addition,the items used to measure FTS in this study,e.g.,My feelings are hurt easily are semantically similar to some of the items used to assess Neuroticism.While FTS is positively corre-lated with Neuroticism,it is not redundant with it.FTS tended to show a negative relationship with Conscien-tiousness and Extraversion,though neither correlation was significant in this sample.Confirmatory factor analysis.Because of the significant correlation between the FTS measure and the Neuroti-cism factor,and because these constructs are closely related in a nomological network,it was important to establish that FTS is not merely a facet of Neuroticism, but represents a distinct,albeit related,construct.We collected data from a separate sample of n¼112grad-uate business students,who completed both the FTS measure and the Neuroticism scale from the NEO-FFI (Costa&McCrae,1992).Participants’scores on the three-item FTS measure ranged from4to27, M¼15:17,SD¼5:24.The reliability of the FTS mea-sure in this sample was.74.Scores on the12-item Neuroticism scale ranged from12to55,M¼32:41, SD¼8:27.The a was.88.We conducted two confirmatory factor analyses,and compared thefit of the data to a two-factor(FTS,NEO) model,with the factors allowed to co-vary,with theirfit to a one-factor model.We followed Anderson and Gerbing’s(1988)recommendations for assessing thefit of the models.Factor loadings andfit statistics for both models appear in Table 3.Thefit of the one-factor model was poor.The v2was significant,at220.35 (df¼90),p<:001.The two-factor modelfit the data significantly better than the one-factor model.Although the v2was still large,at166.81,df¼89,p<:001,the difference between the v2was significant,53.43(df¼1), p<:001,providing confirmation that FTS is a narrow trait that shares a significant amount of variance with the supervariable Neuroticism,yet must be considered a distinct trait.The critical information from the CFA was the va-lidity of the FTS measure.An examination of the factor loadings(Table3)reveals that all three FTS items loa-ded significantly onto one factor,while all12Neuroti-cism items loaded significantly onto the other factor.All standardized loadings for the FTS items were relatively large(.45to.97).The factor loadings thus suggest convergent validity for the FTS measure.A comple-mentary test of divergent validity described by Anderson and Gerbing(1988)is to assess whether the covariance between factors plus two times the standard error in-cludes1.The covariance between FTS and Neuroticism was.58,and the standard error was.08,so we can conclude that the factors are different,not equivalent, constructs.Table2Correlations between FTS and other measuresScale rNEO-FFIAgreeableness.19Conscientiousness).21Extraversion).26Neuroticism.46ÃOpenness.08IRIPersonal distress.48ÃEmpathetic concern.12Fantasy.18Perspective-taking.03Machiavellianism+.13Self-monitoring+.19*p<:001.J.B.White et al./Organizational Behavior and Human Decision Processes94(2004)102–124107。