Introduction
Negotiation is a frequently used practice in the contexts of business and international affairs. To be a good negotiator does not only mean convincing a discussion partner and ensuring that own interests are met. On the contrary, it is the ability to come to an agreement acceptable to each party. Therefore, it is essential to know the peculiarities of different cultures to make negotiations mutually beneficial for all participants.
Differing Business Practices
Business and the regulation of international affairs can hardly be imagined without negotiation. Caputo et al. (2019) regard this process as opportunistic interaction between two and more parties having a conflict and seeking the best way of joint efforts for an appropriate solution. However, the need to negotiate some matters does not necessarily mean having a conflict. Regardless of the problem to be discussed, the negotiation begins with setting ground rules and exchanging information. Then, clarification follows to ensure that all parties are on the same wavelength in the negotiation process. After completing this phase, the parties can move to problem-solving and implementing the agreed course of action. Thus, the basic negotiation principles do not differ in domestic and international contexts.
However, the cultural background comes into play when a negotiator deals with foreign partners. For instance, Shan et al. (2019) claim that the representatives of individualistic Western cultures are prone to reach their own interests, compared to members of collectivistic cultures who strive to ensure positive outcomes for others. Given this, domestic negotiations can only help advance culturally-neutral communication skills, such as attentive listening, clarity of speech, and so further. To negotiate successfully with foreign parties, one needs to be culturally aware of the specifics of a partner’s origin and values.
Differing Communication Styles and Structure
As one can assume from the above, negotiating styles may vary depending on cultural background. Nevertheless, the findings of one study conducted with participants from 33 different cultures have shown that respect, openness, mutual values, and competence still play a crucial part in building trust between foreign negotiators (Brett & Mitchell, 2019). Despite such results, there is a variety of cultural factors that may still impact the flow and success of negotiations. Gender stereotypes represent a considerable part of the beliefs and attitudes in each culture. For instance, Western culture regards men as agentic and women as communal, while in Asian countries, this distinction is the opposite (Shan et al., 2019). This example suggests that seeing a gender of a negotiation partner may determine the expectations and attitudes of each party regarding the outcomes.
Best Practices for Easing Cultural Tension
Before identifying the best strategies to mitigate intercultural disagreements, it is necessary to understand that some conflicts may be impossible to eradicate. Thus, one should be able to distinguish whether conflict can be resolved, managed, or transformed (Odey & Ugar, 2023). Intercultural conflicts may emerge due to numerous reasons, and each case requires an individual approach. When a negotiator sees that a partner also strives to minimize tension regarding a specific matter, it is possible to resolve conflict immediately by actively listening and discussing possible mutually accepted options. If the conflict seems to be irrepressible, one opts for its management. The key point is to develop a system for the constructive overcoming of disagreements where all parties will have equal rights (Odey & Ugar, 2023). Finally, the conflict transformation strategy aims at establishing long-term relationships and gradual change of attitudes and perceptions of negotiating partners with the possible involvement of third parties.
Conclusion
At last, a negotiator must be culturally aware to conduct international negotiations effectively. Although the basic negotiation principles do not substantially differ across the globe, cultural peculiarities can affect the whole discussion process. Even the concept of gender as a part of human culture may determine the attitudes and outcomes of negotiations. Since intercultural conflicts may arise, one needs to identify whether it is possible to resolve, manage, or transform and develop an optimal strategy according to a specific case.
References
Brett, J. M., & Mitchell, T. (2019). Searching for trustworthiness: culture, trust and negotiating new business relationships. International Journal of Conflict Management, 31(1), 17-39. Web.
Caputo, A., Ayoko, O. B., Amoo, N., & Menke, C. (2019). The relationship between cultural values, cultural intelligence and negotiation styles. Journal of Business Research, 99, 23-36. Web.
Odey, A. P., & Ugar, A. A. (2023). Management of protracted social conflicts in a multi cultural society: The Nigerian example. American Journal of Arts and Human Science, 1(5), 1-8. Web.
Shan, W., Keller, J., Joseph, D. (2019). Are men better negotiators everywhere? A meta-analysis of how gender differences in negotiation performance vary across cultures. Journal of Organizational Behavior, 40(6), 651-675. Web.