This book is for the person in the trenches, who needs practical guidelines to get the very best deal possible with people and organizations that have very different backgrounds and experiences. This book is for the practitioner—for the person who faces an international negotiating challenge and who perhaps should have done his or her homework earlier, but didn’t.
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Brazilians enjoy conversations and are likely to be very expressive and passionate in their viewpoints.
Indians enjoy talking about their rich artistic and architectural heritage and life in other countries.
The Chinese are not a touchy society in a business environment, and do not like to be touched or patted on the shoulder.
The Chinese are quite formal and use titles and last names. First names are only used only among close friends.
In most cases, a strong relationship is critical to even short-term success. In all cases, it is critical to long-term success.
There is one important consideration when asking questions: Don't do anything that would embarrass your international counterpart.
In Western European such as Germany and Switzerland, for example, decision making is planned and organized.
The best way to build a relationship with a German negotiator is to respect the emotional distance & get down to business before too long.
Building a good relationship is critical even if you are dealing with negotiators from cultures that are relatively standoffish.
The opening offer tends to be very close to the final settlement in some countries, such as Australia and Sweden.
North Americans tend to spend more of their time than TOS in the resistance stage: debating, posturing, & taking positions.
North American negotiators typically invest little time in orientation & fact finding, as compared with their international counterparts.
What It takes to close a Deal: satisfy logical needs, satisfy emotional needs, and convince TOS that you are at your bottom line.
In one way, the communications process is very simple. A sender is trying to get a message through to a receiver.
The Japanese pay great attention to ritual, such as presenting business cards. Little is left to guesswork.
Some cultures, such as those in the Pacific Rim, are characterized by a high need for role orderliness and conformity.
North American negotiators bargaining with their counterparts usually look for the top person who represents TOS.
Individualism refers to the "I" consciousness found in some cultures, as contrasted with the "we" (or group) consciousness in others.
The Americans, Swiss, Germans and Australians are usually fast-paced and exact in their approach to time.
"Human beings draw close to one another by their common nature, but habits and customs keep them apart."
Losers usually wind up pouring energy into all kinds of dysfunctional behavior, aimed at getting out of losing position.
The problem with win-lose negotiation is that the loser usually behaves quite predictably and tries to get even.
If you encounter no resistance, this could be a signal that there is little genuine interest in meaningful negotiations.
Information is power; and the more information you can obtain here, the bigger the dividends will be in the negotiation's later stages.
Win/Win or interest-based negotiation can make you a wonderful human being, as it will help you get more of what you want.
Negotiating is the process of communicating back and forth for the purpose of reaching a joint agreement about differing needs or ideas.
The negotiating skills we seek to master are those you practiced as a child, but forgot as you became older and more sophisticated.