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Cross Cultural Communication Theory and Practice PDFDrive (1)
The American negotiating style
The USA is an example of the ‘melting pot’ of cultures, with its core culture rooted in Anglo- Saxon and predominantly North European cultures. However, there is an increasing Hispanic influence, particularly in the southern states. American culture is mainly monochronic, individualist and low context. The USA remains a strong ‘can-do’ culture, which is action- orientated, dynamic, competitive and optimistic. The culture is backed by high techno- logy and is risk taking in nature, where anything is considered possible and is accepted as a challenge to be overcome. Communication style is direct, straightforward and to the point, all of which can at times be seen by others as blunt, abrupt and impolite. What has to be said is clearly stated – it is ‘straight from the shoulder’ and Americans do not ‘beat about the bush’. They will disagree firmly and this can cause embarrassment to other cultures. American presentations are con- fident, highly focused and professionally delivered with the aim of making the maximum impact. Negotiators are well prepared and see meetings as a process whereby decisions are made. Humour is often used by Americans as an ‘ice-breaker’ to reduce tension, but at times it is not always appreciated by other cultures as it is very much American culture- based. It is, however, direct and lighthearted, without the irony and innuendo so frequently encountered in British humour. Negotiations are carried out in a relatively informal manner, with any member able to express a view, but when the time comes for decision making, such members will tend to defer to the senior members in their team. Americans see negotiations as an exercise in problem solving, usually through a process of ‘ give- and-take’, based on respective strengths rather than as a process for sounding out views and gathering information. They are basically task- oriented, negotiate hard in the belief that there is always a solution and will explore all options in order to overcome an impasse. They The Effect of Culture on International Negotiations 175 do not show much emotion, but put a high value on direct eye contact. They show respect for deadlines and schedules, and performance is meas- ured by ‘getting the job done’. They see time as a resource to be maximized. As a result, they are often risk takers and are therefore more prepared to move early on a deal. Americans prefer agreements to be confirmed in writing, although when negotiating, they will accept a ‘yes in principle’, providing there is a clear action plan to work out the details later. They are generally uncomfortable with lulls or silences during negotiations, often become impatient and do not have good listening skills themselves. They are also uncomfortable with ambiguity and at times lack cross- cultural awareness and sensitivity. However, with the spread of globalization, they have learned to develop their cross- cultural fluency. ‘Americans usually attack a complex negotiation task sequentially – that is they separate the issues and settle them one at a time’ (Graham and Herberger, 1983: 164). As a result, they are prone to make concessions at intermediate stages before the final agreement. For Americans in business, entertaining and socializing are often informal. Unlike many cultures, they will invite their counterparts to their homes, but in general they tend to separate their work life and their social life. Download 1.51 Mb. Do'stlaringiz bilan baham: |
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