Cross- cultural Communication This page intentionally left blank

Assessment of cultural influences
Those preparing for international negotiations should carry out a cultural 
review (a form of cultural audit of the other cultures involved in negotiating) 
in order to help increase one’s options. This aims to help avoid any pitfalls 
which might be caused by the lack of awareness of cultural sensitivities, 
customs and values, and improves the participant’s ability to understand 
any cultural nuances in communication. Such an audit is useful in high-
lighting potential areas of conflict or cultural misunderstanding and helps 
build up a picture of likely behaviour and reactions. It should consider the 
following from the viewpoint of one’s own culture and those of the other 
people with whom one is negotiating.
Communication style – direct/indirect
Level of assertiveness
Chosen working language
Risk taking
Attitude towards time – punctuality
Relationship building – trust, confidence
Customs and habits
Work style – formal/informal
Non- verbal signals – gestures, silence
Socializing – food, drink, visits
Attitude towards status, age, hierarchy
Protocol – titles, greeting, seating,
business cards, gift-giving
Decision- making style
‘Face’ – giving and receiving
Figure 9.2 Assessment of cultural influences
Listening skills
As discussed in Chapter 5, listening has been rightly described as a ‘process 
of self-denial’. In international negotiations, good listening skills are of vital 
importance. The participants in complex negotiations, often in a foreign 
language, need to concentrate to detect the subtle nuances. This requires 
focusing on the speakers without interruption and interpreting the diffe rent 
frames of reference, as well as evaluating what is said. Careful listening and 
observation of the other party’s views and body language require much 
patience and tolerance. It is important to adopt a non- judgmental approach 
and concentrate on any signals being passed by hand gesture, body move-
ment or facial expression. If you have carried out your cultural assessment, 
you will be more able to understand their significance.
The Japanese listen very attentively and they use periods of controlled 
silence to good effect for both business and social interaction. Like the 
Chinese, the Japanese follow the virtues of silence: those who know do 
not speak – those who speak do not know. This silence is used for contem-
plation, but it can be mistaken, particularly by Westerners, as showing a lack 
of understanding. This silence often makes Westerners feel uncomfortable 

---

The Effect of Culture on International Negotiations 171
and produces a tendency for them to break the silence and even unwittingly 
to make concessions. There is a Russian proverb that says that ‘one should not 
hurry to reply, but hurry to listen’. This was discussed in detail in Chapter 8.