ABC of Anglo-Saxons Diplomacy

 

•Anglo-Saxons are always positive before giving negative answer. Say' YES¹ before 'no'! AGREE before disagree.' YES, but ' is a very classicalmodel.

• Find three positive points to say before you deliver your negative point.

• Show respect for the person before you disagree with the idea.

• Establish your credibility by showing that you understand both sides of the argument.

• When you give the negative argument, minimize it.

 

c) Get acquainted with cultural values most important for successful crosscnltural business communication.

There are many socio-cultural assumptions that may lead to crosscultural communication problems. These assumptions include attitudes to time, space, the individual or group activity, relationships between superiors and subordinates, negotiating style, etc.

Some cultures tend to be collectivist and others individualist. In a collectivist culture this means that group harmony generally takes precedence over individual performance and needs. Examples of collectivist cultures are Japan, Indonesia, Portugal, etc. Examples of individualist countries are the United States, Italy, etc.

The distribution of power within the companies will also vary from culture to culture. In cultures with a low power distance, for example, Sweden and the United States, there is relatively little emphasis on status. In cultures with a high power distance, such as Mexico and Indonesia, position and status play a more important role in working relationships. It must be remembered, of course, that within any culture there will be variations in power distance from company to company.

The combination of many of these attitudes and assumptions influences the way in which people behave in specific situations such as negotiating. The chart below compares seven main cultural groups — the Japanese, the Americans, the British, the Germans, the French, the Russians and the Arabs — in terms of four key areas: emotions, decision — making,social interaction and negotiating strategy.

 

Emotions

Decision making

Social interaction

Negotiating Strategy

The Japanese

Emotions are valued but must be hidden. Self control is highly valued: no argumen-tation. Respect, patience modesty

Decisions are made by the group rather than individuals

Face-saving is very important choice is often made to save someone from embarassment

To reach agreement in harmony and consensus without direct pressure. This is the reason why negotiaitons take much longer

The Americans

Emotions are not highly valued

Team work gives input to decision makers. Decisions are made quickly

Face-saving does not openly matter. Choices are made on a cost / benefit basis. Little emphasis on status

To be strong is highly valued. Pressure tactics are often used. Arguments are made in an impersonal and based on facts way

 

The Germans

Suppressions of personal relationship beneath the subject

Well prepared to negotiations. Try to win argument before it begins

they will say «NO» if necessary

Emphases on logic & argumentation. Often agressive

The British

Establish social relationship

Group oriented in making decisions

semi-formal, colaborative

To solve the problem like gentlemen

The Russians

Emotional sensitivity is higly valued

Better discuss partner s offers than make their own

Interaction can be emotional. Strict hierarchical relation-ships between superiors and subordinate

No risk-taking, restricted initiative. More attention to general goals & less to tactics

The French

Emotion when arguing

Usually have no options. Members are less independant in making decisions than Americans

Enjoy a warn interaction as well as lively debate

To be well prepared and win intellectual argument

The Arabs

Focus on the person

Avoid confict. Never say «NO»

Group harmony. Much emphasis on statue

To establish trust and build positive atmosphere

 

Group Discussion

1. Discuss whether you agree or disagree with information given in table A. Try to prove your statements. Analize the table of cultural differences in:

 

Table A BELIEFS AND BEHAVIOURS

1. Human nature	Basically evil	Mixture of good and evil	Basically good
2. Relationship of man to nature	Man subjugated by nature	Man in harmony with nature	Man- the master of nature
3. Sense of time	Past-oriented	Present-oriented	Future-oriented
4. Activity	Being: stress on who you are	Growing: stress on self-development	Doing: stress on action
5. Social	Authoritarian	Group-oriented	Individualistic relationships

 

Fill in the chart below with characteristics analized in Table A and discuss it in the group.

British Americans Japanese YOU

 

When the groups have finished, focus the discussion on the following questions:

— What new facts did you learn about communicative behaviour in the UK, in the US, in your own country?

 

Negotiating Style

 

Negotiating style is determined by attention given to different stages of negotiating by different nations.

The Japanese treat the negotiating process as a ritual in which the principle of harmony is uppermost. This requires the careful and painstaking establishment of good personal relationships as the first step in the process. The Japanese ask a lot of questions in order to detect points of weakness and they rarely make important decisions or concessions during the negotiations. Direct pressure is rarely used, and they will not respond to pressure tactics. Because of the need for behind-the-scene consensus and harmony-building activities, negotiations with the Japanies take much longer.

Americans tend to use a highly individualistic and informal style of negotiation in which straight speaking and pressure tactics are important. Negotiation is seen as a competitive process of offer and counter-offer, and decisions can be made quickly, often at the negotiation table itself.

The British tend to emphasise the establishment of sociable and sensitive relationships and to see the negotiating process itself in terms of problem-solving rather than hard bargaining and strong strategy.

Individuals can have different negotiating styles and differ in the emphasis placed on particular stages of the negotiation. There are cultural differences too. A German buyer usually moves directly from the relationship building phase to the bidding phase without agreeing procedure or exchanging information. While this is a rather extreme example, German negotiators often move to the bidding phase sooner than may be expected by the other side.

Different national cultures place different emphases on the main selling features of a product or service. The advertisement designed for a British target audience, stresses personal service and benefits to the customer. The advertisement for designed for a German target audience talks about technical features and exemplifies these features by quoting relevant facts. Clearly, when preparing for an international negotiation, it is important to take into account differences of this kind. This is particularly important when working out the focus of questions to establish customer needs.An American or British buyer may expect lots of questions from the seller before any presentation of benefits is made. A German buyer may expect a clear and factual presentation of technical features supported by concrete examples but relatively few questions about needs.

Attitude towards the importance of written documents vary widely. While most cultures expect to sign a written contract at the close of a negotiation in some cultures written records will be produced and signed at earlier stages — e. g. after initial proposals have been made at the bidding stage.

In cultures in which a lot of emphasis is placed on written agreement, negotiations tend rely heavily on the use of legal experts throughout the negotiation. This is particularly true of American negotiations.

The charts below show negotiating styles in terms of:

 

1. strategies:

Chart 1

AMERICA	BRITAIN	FRANCE	GERMANY	JAPAN	ARABIA
To enjoy the spot and win the game	To solve the problem like gentlemen	To win intellectual argument	To win argument before it begins	To reach agreement in harmony and consensus	To know the person and establish trust

 

 

2. attention to different stages of negotiating:

Chart 2

Socialising	Socialising	Socialising	Socialising	Socialising	Socialising
Fact-finding
Fact-finding	Fact-finding
Fact-finding
Proposing
Bargaining	Proposing
Bargaining	Fact-finding
Bargaining	Fact-finding
Proposing
Bargaining
Proposing	Settling	Proposing
Settling
Settling	Settling	Proposing Settling
Settling

 

3. direct vs indirect fact presentation:

chart 3

Direct

the Middle Way

Indirect