Chapter © 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13 International Negotiation and Cross-Cultural Communication

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives (1 of 2) Understand the basics of verbal and nonverbal communication that may influence cross-cultural management and negotiation. Describe the basic international negotiation processes from preparation to closing the deal. Explain the basic tactics of international negotiations. Recognize and respond to “dirty tricks” in international negotiations. Understand the basics of verbal and nonverbal communication that may influence cross-cultural management and negotiation. Describe the basic international negotiation processes from preparation to closing the deal. Explain the basic tactics of international negotiations. Recognize and respond to “dirty tricks” in international negotiations.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives (2 of 2) Know the differences between the problem-solving and competitive approaches to international negotiation. Identify the personal characteristics of the successful international negotiator. Know the differences between the problem-solving and competitive approaches to international negotiation. Identify the personal characteristics of the successful international negotiator.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. International Negotiation International Negotiation : the process of making business deals across cultures; it precedes any multinational project Without successful negotiation and the accompanying cross-cultural communication, there are seldom successful business transactions. As the world becomes increasingly global, companies will need to become adept at such negotiations. International Negotiation : the process of making business deals across cultures; it precedes any multinational project Without successful negotiation and the accompanying cross-cultural communication, there are seldom successful business transactions. As the world becomes increasingly global, companies will need to become adept at such negotiations.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Basics of Cross-Cultural Communication (1 of 2) Successful international negotiation requires successful cross-cultural communication. Negotiators must understand all components of culturally different communication styles, both verbal and nonverbal, including: Subtle gestures of hand and face The use of silence What is said or not said Successful international negotiation requires successful cross-cultural communication. Negotiators must understand all components of culturally different communication styles, both verbal and nonverbal, including: Subtle gestures of hand and face The use of silence What is said or not said

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Basics of Cross-Cultural Communication (2 of 2) Mistakes often go unnoticed by the communicator, but they can do damage to international relationships and negotiations. Avoid attribution errors Attribution : the process by which we interpret the meaning of spoken words or nonverbal exchanges Mistakes often go unnoticed by the communicator, but they can do damage to international relationships and negotiations. Avoid attribution errors Attribution : the process by which we interpret the meaning of spoken words or nonverbal exchanges

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Language and Culture Language is so essential to culture that many consider linguistic groups synonymous with cultural groups. Whorf hypothesis : the theory that a society’s language determines the nature of its culture Words provide the concepts of understanding the world; language structures the way we think about it. All languages have limited sets of words. Restricted word sets constrain the ability to conceptualize the world. Language is so essential to culture that many consider linguistic groups synonymous with cultural groups. Whorf hypothesis : the theory that a society’s language determines the nature of its culture Words provide the concepts of understanding the world; language structures the way we think about it. All languages have limited sets of words. Restricted word sets constrain the ability to conceptualize the world.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. High- and Low-Context Languages Low-context Language : people state things directly and explicitly, and you need not understand the context. Examples: Most northern European languages including German, English, and the Scandinavian languages High-context Language : people state things indirectly and implicitly. Asian and Arabic languages Communications may have multiple meanings depending on the context Low-context Language : people state things directly and explicitly, and you need not understand the context. Examples: Most northern European languages including German, English, and the Scandinavian languages High-context Language : people state things indirectly and implicitly. Asian and Arabic languages Communications may have multiple meanings depending on the context

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.1: Country Differences in High-Context and Low-Context Communication

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Basic Communication Styles (1 of 2) Other cultural differences in communication can influence cross-cultural interactions & negotiations. Direct Communication : communication that asks questions, states opinions, comes to the point and lacks ambiguity Indirect Communication : people attempt to state their opinions or ask questions by implied meaning, believing direct communication is impolite Other cultural differences in communication can influence cross-cultural interactions & negotiations. Direct Communication : communication that asks questions, states opinions, comes to the point and lacks ambiguity Indirect Communication : people attempt to state their opinions or ask questions by implied meaning, believing direct communication is impolite

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Basic Communication Styles (2 of 2) Formal Communication : communication that acknowledges rank, titles, and ceremony in prescribed social interaction People in the U.S. are among the least formal in communication, casually using first names, and dispensing with titles. Most other cultures communicate with more formality, especially in business settings, taking care to acknowledge rank and titles when addressing others. Formal Communication : communication that acknowledges rank, titles, and ceremony in prescribed social interaction People in the U.S. are among the least formal in communication, casually using first names, and dispensing with titles. Most other cultures communicate with more formality, especially in business settings, taking care to acknowledge rank and titles when addressing others.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.2: Cultural Differences in Communication Styles

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Nonverbal Communication Nonverbal Communication means communicating without words. One may communicate without speaking; people gesture, smile, hug, and engage in other behaviors that supplement or enhance spoken communication. Such nonverbal communication includes: Kinesics, proxemics, haptics, oculesics, and olfactics Nonverbal Communication means communicating without words. One may communicate without speaking; people gesture, smile, hug, and engage in other behaviors that supplement or enhance spoken communication. Such nonverbal communication includes: Kinesics, proxemics, haptics, oculesics, and olfactics

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kinesics Kinesics means communication through body movements. Every culture uses posture, facial expressions, hand gestures and movement to communicate non-verbally. Most Asian cultures use bowing to show respect. It’s easy to misinterpret the meaning of body movements in another culture. The safest strategy is to minimize their use. Kinesics means communication through body movements. Every culture uses posture, facial expressions, hand gestures and movement to communicate non-verbally. Most Asian cultures use bowing to show respect. It’s easy to misinterpret the meaning of body movements in another culture. The safest strategy is to minimize their use.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Proxemics Proxemics focuses on how people use space to communicate. Each culture has an appropriate distance for various levels of communication; violations of space may be uncomfortable or even offensive. The personal bubble of space may range from 9 inches to over 20 inches. North Americans prefer 20 inches, while Latin and Middle East cultures prefer less. Proxemics focuses on how people use space to communicate. Each culture has an appropriate distance for various levels of communication; violations of space may be uncomfortable or even offensive. The personal bubble of space may range from 9 inches to over 20 inches. North Americans prefer 20 inches, while Latin and Middle East cultures prefer less.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Haptics or Touching Haptics or touching is communication through body contact, and is related to proxemics. The type of touching deemed appropriate is deeply rooted in cultural values. Generally: No touching cultures are Japan, U.S., England, and many Northern European countries; Moderate touching cultures are Australia, China, Ireland, and India. Touching cultures are Latin American countries, Italy and Greece. Haptics or touching is communication through body contact, and is related to proxemics. The type of touching deemed appropriate is deeply rooted in cultural values. Generally: No touching cultures are Japan, U.S., England, and many Northern European countries; Moderate touching cultures are Australia, China, Ireland, and India. Touching cultures are Latin American countries, Italy and Greece.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Oculesics Oculesics refers to communication through eye contact or gazing; the degree of comfort with eye contact varies widely: U.S. and Canada: People are very comfortable and expect eye contact to be maintained for a short moment during conversations. China and Japan: Eye contact is considered very rude and disrespectful; respect is shown by avoiding eye contact. Oculesics refers to communication through eye contact or gazing; the degree of comfort with eye contact varies widely: U.S. and Canada: People are very comfortable and expect eye contact to be maintained for a short moment during conversations. China and Japan: Eye contact is considered very rude and disrespectful; respect is shown by avoiding eye contact.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Olfactics Olfactics is the use of smells as means of nonverbal communication. U.S. and U.K: These cultures are uncomfortable with body odors, and may find it offensive. Arabs are much more accepting of body odors, and consider them natural. Negotiators must be aware of these perspectives and accept and adapt to them. Olfactics is the use of smells as means of nonverbal communication. U.S. and U.K: These cultures are uncomfortable with body odors, and may find it offensive. Arabs are much more accepting of body odors, and consider them natural. Negotiators must be aware of these perspectives and accept and adapt to them.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Using Interpreters The role of an Interpreter is to provide a simultaneous translation of a foreign language. This requires greater linguistic skills than speaking a language or translating written documents. The Interpreter must have the technical knowledge and vocabulary to deal with technical details common in business transactions. Even if a negotiator understands both languages, its best to have an interpreter to ensure the accuracy and common understanding of agreements. The role of an Interpreter is to provide a simultaneous translation of a foreign language. This requires greater linguistic skills than speaking a language or translating written documents. The Interpreter must have the technical knowledge and vocabulary to deal with technical details common in business transactions. Even if a negotiator understands both languages, its best to have an interpreter to ensure the accuracy and common understanding of agreements.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Tips for the Successful Use of Interpreters (1 of 2) Spend time with the interpreter, so s/he gets to know your accent and general approach to conversation. Go over technical and other issues with the interpreter to make sure they are properly understood. Insist on frequent interruptions for translations rather than translations at the end of statements. Learn about appropriate communication styles and etiquette from the interpreter. Spend time with the interpreter, so s/he gets to know your accent and general approach to conversation. Go over technical and other issues with the interpreter to make sure they are properly understood. Insist on frequent interruptions for translations rather than translations at the end of statements. Learn about appropriate communication styles and etiquette from the interpreter.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Tips for the Successful Use of Interpreters (2 of 2) Look for feedback and comprehension by watching the listener’s eyes. Discuss the message beforehand with the interpreter if it is complex. Request that your interpreter apologize for your inability to speak in the local language. Confirm through a concluding session with the interpreter that all key components of the message have been properly comprehended. Look for feedback and comprehension by watching the listener’s eyes. Discuss the message beforehand with the interpreter if it is complex. Request that your interpreter apologize for your inability to speak in the local language. Confirm through a concluding session with the interpreter that all key components of the message have been properly comprehended.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication with Nonnative Speakers (1 of 2) Use the most common words with their most common meanings. Select words with few alternative meanings. Strictly follow the rules of grammar. Speak with clear breaks between words. Avoid sports words or words borrowed from literature. Avoid words or expressions that are pictures. Avoid slang. Use the most common words with their most common meanings. Select words with few alternative meanings. Strictly follow the rules of grammar. Speak with clear breaks between words. Avoid sports words or words borrowed from literature. Avoid words or expressions that are pictures. Avoid slang.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication with Nonnative Speakers (1 of 2) Mimic the cultural flavor of the nonnative speaker’s language. Summarize. Test your communication success. Repeat basic ideas using different words when your counterpart does not understand. Confirm important aspects in writing. Mimic the cultural flavor of the nonnative speaker’s language. Summarize. Test your communication success. Repeat basic ideas using different words when your counterpart does not understand. Confirm important aspects in writing.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. International Negotiation International Negotiation is more complex than domestic negotiation. Differences in national cultures, & political, legal, and economic systems can separate business partners. Steps in international negotiation: Preparation, building the relationship, exchanging information, first offer, persuasion, concessions, agreement, and post agreement. International Negotiation is more complex than domestic negotiation. Differences in national cultures, & political, legal, and economic systems can separate business partners. Steps in international negotiation: Preparation, building the relationship, exchanging information, first offer, persuasion, concessions, agreement, and post agreement.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.3: Steps in International Negotiations

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 1: Preparation Determine if the negotiation is possible. Know exactly what your company wants. Be aware of what can be compromised. Know the other side. Send the proper team. Understand the agenda. Prepare for a long negotiation. Determine if the negotiation is possible. Know exactly what your company wants. Be aware of what can be compromised. Know the other side. Send the proper team. Understand the agenda. Prepare for a long negotiation.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Cultural Differences in Negotiating Processes (1 of 2) What is the Negotiation goal - signing the contract or forming a relationship? Should you use a formal or informal personal communication style? Should you use a direct or indirect communication style? Is sensitivity to time low or high? What form of agreement - specific or general? What is the Negotiation goal - signing the contract or forming a relationship? Should you use a formal or informal personal communication style? Should you use a direct or indirect communication style? Is sensitivity to time low or high? What form of agreement - specific or general?

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Cultural Differences in Negotiating Processes (2 of 2) What is the team organization - a team or one leader? What is the attitude towards negotiation - win-lose or win-win? What is the appropriate emotional display - high or low emotions? Latin Americans and the Spanish show their emotions through negotiations. Japanese and Germans tend to be more reserved. What is the team organization - a team or one leader? What is the attitude towards negotiation - win-lose or win-win? What is the appropriate emotional display - high or low emotions? Latin Americans and the Spanish show their emotions through negotiations. Japanese and Germans tend to be more reserved.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.4: Cultural Differences in Preference for Broad Agreements

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.5: Understanding Negotiators from Other Countries

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 2: Building the Relationship At this stage, negotiators do not focus on the business issues, but on social and interpersonal matters. Negotiation partners get to know one another. They develop opinions regarding the personalities of the negotiators, including whether they can be trusted. The duration, importance of this stage vary by culture. U.S. negotiators are notorious in their attempts to get down to business after brief socializing. At this stage, negotiators do not focus on the business issues, but on social and interpersonal matters. Negotiation partners get to know one another. They develop opinions regarding the personalities of the negotiators, including whether they can be trusted. The duration, importance of this stage vary by culture. U.S. negotiators are notorious in their attempts to get down to business after brief socializing.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 3: Exchanging Information and the First Offer Parties exchange task-related information on their needs for the agreement, which pertains to the actual details of the proposed agreement. Typically, both sides make a formal presentation of what they desire out of the relationship. Then, both sides usually present their first offer, which is their first proposal of what they expect from the agreement. Parties exchange task-related information on their needs for the agreement, which pertains to the actual details of the proposed agreement. Typically, both sides make a formal presentation of what they desire out of the relationship. Then, both sides usually present their first offer, which is their first proposal of what they expect from the agreement.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.6: Information Exchange and First-Offer Strategies

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 4: Persuasion In the persuasion stage, each side in the negotiation attempts to get the other side to agree to its position. This is the heart of the negotiation process. Numerous tactics are used, but two general types: Standard verbal and nonverbal negotiation tactics, and Some dirty tricks In the persuasion stage, each side in the negotiation attempts to get the other side to agree to its position. This is the heart of the negotiation process. Numerous tactics are used, but two general types: Standard verbal and nonverbal negotiation tactics, and Some dirty tricks

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Verbal and Nonverbal Negotiation Tactics (1 of 2) Promise Threat Recommendation Warning Reward Punishment Promise Threat Recommendation Warning Reward Punishment

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Verbal and Nonverbal Negotiation Tactics (2 of 2) Normative appeal Commitment Self disclosure Question Command Refusal Interruption Normative appeal Commitment Self disclosure Question Command Refusal Interruption

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.7: Comparison of Brazilian, U.S., and Japanese Negotiators

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dirty Tricks All negotiators want to get the best deal for their company, and they use a range of tactics to do that. However, people from different cultures consider some negotiating tactics dirty tricks : negotiation tactics that pressure opponents to accept unfair or undesirable agreements or concessions. Cultures differ on the norms and values that determine acceptable strategies for negotiation; some examples follow. All negotiators want to get the best deal for their company, and they use a range of tactics to do that. However, people from different cultures consider some negotiating tactics dirty tricks : negotiation tactics that pressure opponents to accept unfair or undesirable agreements or concessions. Cultures differ on the norms and values that determine acceptable strategies for negotiation; some examples follow.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dirty Tricks and Possible Responses Deliberate deception or bluffing - Point out what you believe is happening. Stalling – Don’t reveal when you plan to leave. Escalating authority - Clarify decision making authority. Good-guy, bad-guy routine – Don’t make any concessions. You are wealthy, we are poor – Ignore the ploy and focus on the mutual benefits of potential agreement. Old friends – Keep a psychological distance. Deliberate deception or bluffing - Point out what you believe is happening. Stalling – Don’t reveal when you plan to leave. Escalating authority - Clarify decision making authority. Good-guy, bad-guy routine – Don’t make any concessions. You are wealthy, we are poor – Ignore the ploy and focus on the mutual benefits of potential agreement. Old friends – Keep a psychological distance.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 5 Concessions Concession Making requires that each side relax some of its demands to meet the other party’s needs. Styles of concession making differ among cultures: Sequential approach : Each side reciprocates concessions made by the other side. Common in North America Holistic approach : Each side makes very few, if any, concessions until the end of the negotiation Common in Asia Concession Making requires that each side relax some of its demands to meet the other party’s needs. Styles of concession making differ among cultures: Sequential approach : Each side reciprocates concessions made by the other side. Common in North America Holistic approach : Each side makes very few, if any, concessions until the end of the negotiation Common in Asia

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 6: Agreement Successful negotiations result in the Final agreement : the signed contract, agreeable to all sides. The agreement must be consistent with the chosen legal system or systems. The safest contracts are legally binding in the legal systems of all the signers. Most important, people from different national and business cultures must understand the contract in principle, and have a true commitment beyond legal. Successful negotiations result in the Final agreement : the signed contract, agreeable to all sides. The agreement must be consistent with the chosen legal system or systems. The safest contracts are legally binding in the legal systems of all the signers. Most important, people from different national and business cultures must understand the contract in principle, and have a true commitment beyond legal.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Basic Negotiating Strategies There are two basic negotiating strategies: Competitive Negotiation : Each side tries to give as little as possible and win the maximum for its side. Seeks win-lose resolution; uses dirty tricks. Seldom leads to long-term relationships or trust. Problem solving : Negotiators seek mutually satisfactory ground beneficial to both parties. Search for possible win-win situations; no dirty tricks. Builds long term relationships; more successful strategy. There are two basic negotiating strategies: Competitive Negotiation : Each side tries to give as little as possible and win the maximum for its side. Seeks win-lose resolution; uses dirty tricks. Seldom leads to long-term relationships or trust. Problem solving : Negotiators seek mutually satisfactory ground beneficial to both parties. Search for possible win-win situations; no dirty tricks. Builds long term relationships; more successful strategy.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.8: Competitive and Problem-Solving Negotiation

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 13.9: Cultural Differences in Preference for a Problem-Solving Negotiation Strategy

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Step 7: Post Agreement A commonly ignored step by U.S. negotiators is the postagreement phase, which consists of an evaluation of the success of a completed negotiation. Postagreement analysis can be beneficial because it allows the garnering of insights into the strengths and weaknesses of the approach used during negotiation. Postagreement analysis can also enable members of the negotiating team to develop a closer relationship with their counterparts. A commonly ignored step by U.S. negotiators is the postagreement phase, which consists of an evaluation of the success of a completed negotiation. Postagreement analysis can be beneficial because it allows the garnering of insights into the strengths and weaknesses of the approach used during negotiation. Postagreement analysis can also enable members of the negotiating team to develop a closer relationship with their counterparts.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Successful International Negotiator: Personal Characteristics Tolerance of ambiguity Flexibility and creativity Humor Stamina Empathy Curiosity Bilingualism Tolerance of ambiguity Flexibility and creativity Humor Stamina Empathy Curiosity Bilingualism

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Summary Chapter 13 examined the negotiating process and other elements of cross-cultural communication. International negotiation involves several steps, including preparation, building the relationship, persuasion, making concessions and reaching agreement. Successful negotiators prepare and understand these steps and adapt them to local host countries. Chapter 13 examined the negotiating process and other elements of cross-cultural communication. International negotiation involves several steps, including preparation, building the relationship, persuasion, making concessions and reaching agreement. Successful negotiators prepare and understand these steps and adapt them to local host countries.