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Cross Cultural Communication Theory and Practice PDFDrive (1)
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Introduction
This chapter examines the impact of culture on the parties concerned in international negotiations, including diplomacy and business. Such nego- tiations can be heavily influenced by differing cultural conventions, values, assumptions and perceptions. The discussion here looks at the advantages to be gained by carrying out some form of cultural assessment of the parties involved as a vital part of pre- negotiation preparation, in particular assess- ing the importance of communicating style, choice of working language, decision making, etiquette and cultural values. Examples are included from international relations and the world of business. Summary Definitions Cultural aspects Protocol Shared experiences Use of humour Choice of language Use of interpreters and translators Gift- giving and hospitality Importance of ‘face’ Assessment of cultural influences Listening skills Agents and mediators Qualities of an international negotiator Selected national negotiating styles Training The Effect of Culture on International Negotiations 163 The chapter also highlights the key cross- cultural skills required in international negotiations and international business, and provides exam- ples of good practice from a range of cultures. People working in the international community, whether with multinational companies, in joint ventures, mergers, as members of trade missions, with the UN, the EU, NATO, the WHO and other regional organizations, with NGOs or in embassies, consulates or High Commissions, will inevitably be involved in some form of negotiation with people of other cultures. Definitions The Charter of the UN states that: ‘All members should settle their inter- national disputes by peaceful means in such a manner that international peace and security and justice are not endangered.’ A practical definition of international negotiating is the process whereby people of different nationalities resolve actual or potential conflicts or disputes by considered dialogue on an approved agenda. Parties with different interests are brought together in the hope of finding common ground. Cohen refers to negotiations in international relations as: ‘Diplomatic negotiations in its strictest sense consist of a process of communication between states seeking to arrive at a mutually acceptable outcome on some issue or issues of shared concern’ (1999: 9). Regarding international rela- tions, negotiation has been described as: ‘Getting to “yes” without going to war’ (Fisher and Ury, 2003: 21–2). This form of negotiation is a low- context problem- solving approach developed in the Harvard Program on Negotiation. Relationships tend to become entangled with the problem. Fisher and Ury advocate separating relationships from the problem and dealing directly with the people, focusing on interests, not positions and whenever possible going for a ‘win/win’ approach. Negotiating across national borders differs greatly from negotiating within one’s own culture in the domestic marketplace. A number of new factors have to be considered: different national negotiating styles influenced by culture; changes in ideology (for example, the collapse of the Soviet Union) and the moves from a command economy to a market economy in Eastern Europe; the reduction in trade barriers encouraged by the WTO and the expansion of regional groupings, in particular the EU; cross- border differences, including taxation, currency, labour relations and the conduct of business; changes of government, international terrorism and concern for security and the environment. • • • • • 164 Cross-Cultural Communication This chapter will concentrate mainly on the first point mentioned in the above list. In particular, negotiators need to be aware of the negotiating style of people of other cultures, while at the same time developing a style appro- priate to their own personal strengths and those of their own culture. Building relationships and trust Communication styles Gaining consensus Decision making Time sensitivity Setting agenda Face- saving issues Power distance Status and hierarchy Level of participation Figure 9.1 Cultural aspects affecting negotiating Download 1.51 Mb. Do'stlaringiz bilan baham: 
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