It is difficult to track the myriad starting points used by negotiators from different

national settings, especially as cultures are in constant flux, and context influences
behavior in multiple ways. While it cannot be applied wholesale to the realm of
intractable conflicts, this presentation may provide some hints about approaches to
negotiation in various national settings. Dr. Nancy Adler compares key indicators of
success as reported by negotiators from four national backgrounds. Her table is
reproduced here, ranking characteristic:

US Japanese Taiwanese Brazilian

Preparation & Dedication to job Persistence & Preparation & plan

planning skill determination skill

Thinking under Perceive & exploit Win respect & Thinking under pre
pressure power confidence

Judgment & Win respect & Preparation & planning Judgment & intellig
intelligence confidence skill

Verbally expressive Integrity Product knowledge Verbally expressive

Product knowledge Demonstrate listening Interesting Product knowledge

skills

Perceive & exploit Broad perspective Judgment & Perceive & exploit
power intelligence power

Integrity Verbally expressive Competitive

As Adler points out, Brazilians and Americans were almost identical in the
characteristics they identified, except for the final category. The Japanese tended to
emphasize an interpersonal negotiating style, stressing verbal expressiveness, and
listening ability, while their American and Brazilian counterparts focused more on
verbal ability, planning, and judgment. To the Chinese in Taiwan, it was important that
the negotiator be an interesting person who shows persistence and determination.
Negotiators also vary in the styles of persuasion they rely upon and their comfort with
emotionality. In American settings, appeals tend to be made to logic, relying on
"objective" facts. Emotional sensitivity is not highly valued, and dealings may seem
straightforward and impersonal. Japanese negotiators value emotional sensitivity
highly, and tend to hide emotions behind calm exteriors. Latin American negotiators
tend to share the Japanese appreciation of emotional sensitivity, and express themselves
passionately about their points of view. Arab negotiators may appeal to emotions and
subjective feelings in an effort to persuade others. Russians, in contrast, tend to appeal
to ideals, drawing everyone's attention to overarching principles.[9]

1) Learn a bit about the culture you are going to be negotiating with go online, read books or
even better find someone from that culture willing to answer questions.

2) Understand their expectations from the negotiation process prior to the meeting, pick up
the phone or send an email with an agenda and some ideas on what you seek to achieve in order to
prompt similar preferences from the other side.

3) Be clear with yourself about the stance and strategy you are going to take if you feel you
need to adopt a new strategy, i.e. being more relationship focused rather than business orientated or
listening more than talking, then make sure you sit down and think it all through.

4) Dont jump to assumptions and conclusions in the negotiation process if someone says or
does something that seems really odd, the chances are it isnt. Think about possible cultural reasons
behind the behavior and try not to rationalize according to your own view of the world.

5) If you sense confusion always clarify and re-check for understanding when its impossible
to work out whats going on, put the brakes on and ask. Simply expressing your willingness to learn
or show sensitivity can lead to good things.

6) Speak slower, avoid fancy language and keep it simple always, always, always temper your
language. Think how you would feel being in another country trying to negotiate in another language.

7) Use your active listening skills its always a good policy to ask questions, sit back and listen to
the answers. The more you let the other party speak, the more information you will have to use to
your advantage. (See our page Active Listening for more information.)

8) Explain the decision making process from your side and ask for them to clarify theirs
who makes the decisions tends to differ from culture to culture. In more hierarchical countries, it is
usually always the boss who has the final say. Outline how it works from your end and elicit the same
from them so you are able to plug any potential gaps in terms of information or next steps.
9) Pay attention to potential gender dynamics if you are working across cultures and genders,
make sure you are fully aware of any sensitivities. For example, some Muslims tend not to shake
hands with the opposite sex. In some cultures they may assume that the woman present is not of
consequence whereas in reality they may be the decision maker.

10) Keep it professional no matter how challenging it may get even if the negotiations are
testing your patience always remain courteous and keep it to business. Some cultures like to test
and prod the other party to gauge their trustworthiness factor. Others may take any loss of temper as
disrespectful and soon kill off any further discussions.

Read more at: https://www.skillsyouneed.com/rhubarb/negotiation-across-cultures.html