subject: Competitive And Cultural Negotiation Style [print this page] Priorities like trust, teamwork, non-confrontational situations, and openness are all along a sliding scale with each culture. The communication behaviors of each culture reflect these priorities and can dictate how a culture will engage in negotiations. Often, Japanese and other Asian negotiators will plan a social event and dinner before any real negotiations occur. Likewise, Americans place an emphasis on taking clients out to dinner and a round of golf. Engaging in this type of activity builds trust and opens the line of communication between the two parties. Using persuasive techniques to "connect" with another person can lead to trust plus the sense of a relationship being built. The negotiation styles of these two cultures mesh well, thus allowing them to understand the priorities of each other's culture.
Once a relationship has been built on trust, the negotiators can begin sharing information. This level of openness is highly dependent on the level of openness for that country. This stage in negotiations require each party to fulfill their end of reciprocation - which can sometimes make one party feel like they are being confronted - but if done correctly can develop "quick trust" (Brett, 207). Quick Trust develops when two groups share information and allow the other party to see their weak side. Obviously developing trust is important, however some cultures simply may not be comfortable with divulging information quickly.
Getting Down to business: Using Culture to Persuade
Arguably one of several most important factors in negotiation is an understating of the culture in which you may be engaging in negotiations. Cultures vary in their openness and in the time that business in conducted. Terms of agreements should be taken into consideration; for example, Italy has a 90-day billing cycle versus the "normal" USA 30-billing cycle. These cultural norms are important for understanding how to succeed in negotiating on a global scale. Building relationships is the key for building trust among partners or potential clients. Trust can become an all encompassing factor when it comes time to make a final decision, the understanding of what is expected and following through will allow negotiations to flow smoothly.
There is no one appropriate mode of negotiation. Rather, there is a range of negotiating styles and behaviours, each suited on to a particular situation. Essentially there are three different styles of negotiation you can easily adopt either corporative, competitive or subordinate into it. A quick test can determine which style you prefer. Ask yourself, if I reach my goals, will the other party is somehow able to reach theirs? If your answer is yes, individual style is probably corporative. If your answer is no you're properly adopted the competitive style. In the event you give in instead of risk conflict you most likely adopted the subordinative style.
The competitive style has its problems. It is easy to get caught up in the us and them syndrome or emotions become entangled in a polarised debate. Counterarguments, winning points and domination become more important than listening and weighing up arguments.
Sometimes become more important than the subject being negotiated. In this style, tactics tend to be unsophisticated. They involve egos and loss of face. Many close personal relationships use this style of negotiating like in the event you do that, leaf or in the event you don't tidy room you won't get the auto on Saturday night. The problem with this style would be that threats need to be carried out at some stage or credibility is lost. If someone calls your blog and you back down you won't be taken seriously in the future.
Threats also allow little room for manoeuvre in a polarised the parties. However in the event you are there to win and you may have the guns, use them. In the event you have tremendously forceful and convincing personalities on your side, let them have their heads.
