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Qualities of an international negotiator
The fundamental requirement in an international negotiator remains 
proven technical and professional expertise. The following additional skills 
go across cultures. They include:
listening skills – the need for patience, tolerance and a non- judgmental 
attitude;
sensitivity to cultural differences – development of adaptability;
orientation towards people – development of interpersonal skills;
a willingness to use team assistance – team skills, consensus and synergy;
high levels of self- esteem – professional competence, integrity and con-
fidence;
high aspirations and ethical standards (Adler, 1999: 197).
International negotiating fundamentals
If we are seeking fundamental guidelines for international negotiating, 
those given in Figure 9.3 below are considered highly desirable.
•
•
•
•
•
•
Hard on issues
Soft on people
If possible, go for win/win result
Figure 9.3 Fundamentals of negotiating
Characteristics of selected national negotiating styles
Much of the following is derived from the authors’ own experiences in 
working with business people from the cultures concerned and from discus-
sions with international business postgraduates and with colleagues from 
overseas.
The British negotiating style
British business culture is individualist, generally masculine and competitive. 
It often displays initial resistance to change and is by nature conservative in 
outlook, with a sense of restraint and dislike of the ostentatious. The British 
prefer to negotiate in English as the working language as relatively few man-
agers are fluent in other languages. This may make them complacent and 

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The Effect of Culture on International Negotiations 173
less inclined to make an effort to learn about other cultures, as many foreign 
business people speak English fluently.
Because English is an extremely flexible language, verbal subtlety has a high 
social value. Business communication relies on extensive use of email and the 
telephone, but discussions are often followed up by a written summary which 
becomes the record of the points agreed upon and of further action.
The British express a willingness to be flexible in negotiations and are 
prepared to make some compromises if necessary in an attempt to produce 
a mutually acceptable agreement. If meetings cannot reach agreement on 
a particular point, the task may be given to a specially formed committee 
to resolve matters. Indeed, the British liking for committees can appear in 
contrast to their undoubted individualist outlook. They are less comfortable 
with concepts, but prefer to be pragmatic doers, asking practical questions 
like ‘how exactly are we going to do this?’ rather than ‘what should be our 
final objective?’.
The British generally show little emotion and often appear rather reserved, 
with relatively little use of body language, although they place importance 
on direct eye contact. However, experience in the global economy has 
changed their approach and they are now more expressive, although many 
of them are still uncomfortable with outward displays of emotion and value 
their personal space.
Despite the apparent reserve of the British, humour is widely used, both 
as a business and a social lubricant, and is employed as an ‘ice-breaker’ to 
reduce potential confrontation or to speed up discussion when excessive 
formality is in danger of slowing things down. Humour often includes self-
deprecation, which is puzzling to many foreigners and is often specific to 
British society, and therefore does not translate well.
The British, although less impatient than the Americans, see meetings 
as a process whereby decisions can be made. All participants are free to 
express an opinion, even on matters outside their own particular sphere of 
knowledge. Negotiating team members are chosen as much for their ability 
to work as members of a team as for their specialist expertise. They often 
use deliberate understatement as a negotiating ploy. They may attempt to 
extend an agenda by adding ‘any other business’ (AOB) at the end, which is 
not always appreciated by other cultures, particularly those who are adverse 
to any surprises while a meeting is being conducted.
The British, although themselves
law- abiding, dislike excessive regula-
tions, central control and bureaucracy, and remain strong advocates of free 
trade. They have a strong sense of history and civic commitment. This is 
reflected in their negotiating style.
Business titles are often not used in conversation and first names are used 
frequently, although less so than by Americans. Business meetings begin 
and end with brief, light conversation and meetings are generally conducted 
in a relatively relaxed manner.

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174 Cross-Cultural Communication
The British culture is still mainly masculine in most professions, although 
women do reach high positions in some sectors, for example, education, 
health care, fashion and social services. Legally women in business have 
equal opportunities, but there is still a ‘glass ceiling’ as a barrier to advance-
ment in some professions.
Socializing in British business includes having an informal lunch together 
or, more formally, a dinner. It also includes corporate hospitality, often 
provided at sporting events, for example, the races at Ascot, tennis at 
Wimbledon and football at Wembley Stadium. Business discussions may 
also take place informally, such as on the golf course. The British tend to 
work longer hours than their European counterparts and often commute 
long distances to work. However, they usually try to have high levels of 
separation between their work and their private family life.