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parties, understands their respective positions and will strive to bring about 
an honourable solution for all parties involved.
Training
Training for the cross- cultural aspects of international negotiations should 
follow much of that suggested for building and sustaining multicultural 
teams. It should include cultural sensitivity training and briefing as part 
of the preparation phase. In addition, simulation exercises using role play 
based on real- life scenarios should be used. The use of cultural assimilators 
which develop critical incidents in a particular culture provide another 
training alternative. Critical incident scenarios are best written by nationals 
or by expatriates with wide experience of the particular culture, and the 
responses are first tested among others with similar experience to ensure 
that the solutions are valid. Such training, apart from being of value to indi-
viduals, helps develop the group dynamics.
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The Effect of Culture on International Negotiations 189
Language training, as has been emphasized earlier, is effective only if it 
is begun early enough and should, if at all possible, involve time in the 
relevant country. It should always involve nationals, preferably with busi-
ness experience. Language training is best undertaken intensively on a 
one- to- one basis, with the main emphasis on oral fluency and a gradual 
build- up of vocabulary to acquire sufficient fluency to take part in negotia-
tions. If circumstances permit, language training should be continued in the 
country where negotiations are likely to take place.
Summary
International negotiators need to:
attempt to establish personal relationships before negotiations begin;
appreciate the importance of building mutual trust;
prepare well in advance and study the culture and history of the other 
nationality;
establish what is to be the working language and, if necessary, decide 
whether translators are required;
build on ‘shared experiences’;
appreciate that the other party will interpret your input in the light of 
their own cultural and linguistic background;
be alert to non- verbal gestures and the use of silence;
keep emotions under control and show patience and tolerance;
avoid anything that might lead to loss of ‘face’;
appreciate the importance attached to status and seniority;
be prepared for negotiations to continue beyond the apparent conclusion 
of an agreement.
A word of caution is necessary when attempting to comment on the key 
characteristics of the negotiation style of different cultures. As the world 
becomes increasingly globalized, interdependent and interconnected, there 
is inevitably a degree of cultural convergence. As a result, these characteris-
tics will modify and we must be careful not to ascribe stereotypical values 
to individual cultures.