Cross cultural negotiation is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors.
There is an argument that proposes that culture is inconsequential to cross cultural negotiation. It maintains that as long as a proposal is financially attractive it will succeed. However, this is a na?ve way of approaching international business.
Let us look at a brief example of how cross cultural negotiation training can benefit the international business person:
There are two negotiators dealing with the same potential client in the Middle East. Both have identical proposals and packages. One ignores the importance of cross cultural negotiation training believing the proposal will speak for itself. The committed itself to the other cross-cultural training. He / she learns the culture, values, beliefs, etiquette and approaches to business meetings and negotiations. Nine out of ten cases on the second successful rivals.
This is because 1) it is likely that there would be more costly to the host negotiation team and 2) that would be able to adapt their approach to negotiations in order to maximize the potential for a positive result.
> Cross-cultural negotiations is more to do business as a foreigner. It addresses all factors that can influence the process. By highlighting this, should some examples of topics that may be offered short cross cultural negotiation training covered.
Eye contact: In the U.S., Britain and much of northern Europe, consult widely, to give direct eye contact, trust and sincerity. In South America, is a sign of reliability. But in someCultures, such as Japanese, prolonged eye contact is considered rude and is generally avoided.
Personal Space & Touch: In Europe and North America, business people usually leave a certain distance when interacting with each other. Touching only takes place between friends. In South America or the Middle East, are businessmen, tactile and like to follow more closely. In Japan or China, it is not uncommon for people to leave a space of four feet when the interview. Touchingonly takes place between close friends and family members.
Time: Western societies are very ?clock conscious?. Time is money and punctuality is crucial. This is also the case in countries such as Japan or China where being late would be taken as an insult. However, in South America, southern Europe and the Middle East, being on time for a meeting does not carry the same sense of urgency.
Meeting & Greeting: most international business people meet with a handshake. In some Countries this is not appropriate between genders. Some may see a weak handshake as a sign of weakness, while others perceive a firm handshake as aggressive. How should people be addressed? And 'by name, first name or title? Talk is part of the procedure or not?
Gifts: Gifts in Japan and China is an integral part of business protocol however in the United States or Great Britain, has a negative connotation. Where gifts are exchanged should generous gift? They are alwaysreciprocated? Should they be wrapped? Are there numbers or colours that should be avoided?
All the above in one way or another will impact cross cultural negotiation and can only be learnt through cross cultural training. Doing or saying the wrong thing at the wrong time, poor communication and cross cultural misunderstandings can all have harmful consequences.
Cross cultural negotiation training builds its foundations Labels on understanding and approaches to business abroad before focusing on cross-cultural differences in negotiation styles and techniques.
There are three interconnected aspects that need to be considered before entering into cross-cultural negotiations.
The basis of the relationship: in most countries in Europe and North America's business is contractual in nature Personal relationships are seen as unhealthy as they can cloud.Lead to complications, and objectivity. In South America and large parts of Asia, the business is personal. Partnerships, to only those who know, to be made, trust and feel comfortable. It must be in relationship building before investing business.
Information at Negotiations: Western business culture places emphasis on clearly presented and rationally argued business proposals using statistics and facts. Different cultures rely on similarInformation but with differences. For example, visual and oral communicators such as the South Americans prefer information via voice and with maps, graphs and tables.
Styles of negotiation: the way we approach negotiation differs across cultures. For example, in the Middle East rather than approaching topics sequentially negotiators may discuss issues simultaneously.
South Americans can be very vocal and animated. The Japanese will negotiate in teamsand decisions are to govern by consensus. In Asia, the decisions usually by the most senior figure or head of a family are made. In China, negotiators are highly trained in the art to obtain concessions. In Germany, decisions can take a long time because of the need to analyze information and statistics in great depth. In the UK, pressure tactics and setting a deadline because of the closing prices, while in Greece this would backfire.
Of course there are many factors to beas in the approach to intercultural negotiations. Through cross-cultural negotiation training, business personnel have the relevant knowledge, given the effective in preparing their presentations and sales calls. Adapting your behavior and the way you approach the negotiation you can maximize your potential.
Source: http://relationships-cross-cultural.chailit.com/cross-cultural-negotiations.html
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