文化因素与成功的商务谈判(4)

V. Negotiating Style

It must be emphasized that there is no one right approach to negotiations. There are only effective and less effective approaches and these vary according to many contextual factors. As negotiators understand that their counterparts may be seeing things very differently, they will be less likely to make negative judgments and more likely to make progress in negotiations. The research and observations by most scholars indicate fairly clearly that negotiation practices differ from culture to culture and that culture can influence “negotiating style”--the way persons from different cultures conduct themselves in negotiating sessions.

For example, U.S. negotiators tend to rely on individualist values, imagining self and other as autonomous, independent, and self-reliant. This does not mean that they don’t consult, but the tendency to see self as separate rather than as a member of a web or network means that more independent initiatives may be taken. American negotiators tend to be competitive in their approach to negotiations, including coming to the table with a fallback position but beginning with an unrealistic offer.

Therefore，American negotiators often act in an impersonal way--“business is business” is their maxim. Besides, American negotiators are always mission-driven--anxious to bring parties concerned into agreement, and they have little interest in building up any relationship. Furthermore, American negotiators like to be openly challenged for the negotiation, and they think it is quite normal if they run into any conflict with any party concerned.

Chinese negotiators also look forward to long-term partnership. Unlike America negotiators, they are not in a hurry to push for an agreement. Generally there is a slow start to “warm up”, and then it is followed by some tentative suggestions. Like their Japanese counterparts, Chinese negotiators do not expect any open conflict for whatever reasons, and they are trying to “save face” for both sides.

The Chinese are reserved and known for their hospitality and good manners. The Chinese consider mutual relationships and trust very important. Therefore, time will be spent in the beginning enjoying tea and social talk. However, they are some of the toughest negotiators in the eyes of foreign negotiators. Technical competence of negotiators is necessary, and a non-condescending attitude is important because the Chinese research their opponents thoroughly to gain a competitive advantage during negotiation. Nothing is final until it is signed; and they prefer to use an intermediary. The Chinese delegation will be large. They rarely use lawyers, and interpreters may have inadequate language skills and experience. Although Chinese negotiators imply that there is no compromise or third choice, in reality there is ample room for compromise.

Even as different approaches to negotiation across national cultures are identified, change is constant. International business culture tends to privilege Western approaches to negotiation, centering on problem-solving and linear communication, as do many settings. As Western norms are balanced with Eastern values, and local traditions are balanced with regional and national approaches, negotiation practices continue their global evolution. Culture can influence the way in which persons perceive and approach certain key elements in the negotiating process. Knowledge of these cultural differences may help negotiators to better understand and interpret their counterpart’s negotiating behavior and to find ways to bridge gaps created by cultural differences. Equally important, professional and occupational culture may be as important as national culture in shaping a person’s negotiating style and attitudes toward the negotiation process. If true, negotiators should at least note two important implications. First, practitioners need to take into account professional culture, as well as national culture, in their studies and analysis of the impact of culture on negotiating table, negotiators from different cultures but with similar occupational or professional backgrounds might seek to the elements of their professional culture in trying to bridge the cultural gap between them.

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