Cultural Factors

Cultural factors play an important role in international business negotiations. We have

chosen to use the following factors that are most important in this respect:

Time Time has different meaning and importance in different cultures. While ‘time is
money” in the Western culture, it has no such value attached to it in many cultures in
Asia, Latin America and Africa. This influences the pace of negotiations and the
punctuality in meetings. For negotiators, it is important to have advance information on
the opposite party’s behavior regarding time. This will help them to plan their time as
well as to have patience and not to get irritated during the process.
Individual vs. Collective Behavior These are rather clear behavioral aspects in
different cultures. As indicated by Hofstede’s study of 69 countries, we can place
different countries on different scales. Even countries in Western Europe have clear
differences in this respect (Hofstede G. 1980). In cases of negotiation, it is important to
have knowledge of this cultural attribute, as it will help us to understand the behavior
of the other party and to formulate an effective strategy. Knowing whether the opposite
party is looking for a collective solution or an individual benefit will help in
formulation of arguments and presentations.
Pattern of Communication Different cultures have different communication patterns
as regards direct vs. indirect and explicit vs. implicit communication. These are related
to culture as well as the contextual background of languages (Hall 1960). Some
languages are traditionally vague and people from outside find it difficult to
communicate with people with such language backgrounds. Indicators such as
“maybe”, “perhaps”, “rather”, “I’ll consider it” and “inconvenient” are some examples
of ambiguity in international communica- tion and conversation. “Maybe” and
“inconvenient” can mean impossible in some cultures. In some cultures even “yes”
means “may be” and “perhaps” means “no”. Some languages, for example some Arabic
and some Asian languages, traditionally contain exaggerations, fantastic metaphors and
repeti- tion, which can be misleading for foreigners. It is, therefore, important to be
aware of these aspects and read between the lines. This is even more important in non-
verbal communication, the personal space, handshakes, ways of greeting each other,
communication between males and females, signs of irritation, etc., are important
aspects of communication patterns, and knowl- edge of these can improve the
negotiation process and effectiveness.

Emphasis on Personal Relations Different cultures give different impor- tance to

personal relations in negotiations In many countries in the West, the negotiators are
more concerned with the issue at hand and the future relationship between the
organizations, irrespective of who is representing these firms, while in some cultures,
the personality of the negotiator is more important than the organization he is
representing or the importance of an issue. So the emphasis on personal relations can
be different in different negotia- tions.
 Negotiation & communication
All business communications, whether domestic or international, should be seen in the
context of human communication. The process by which verbal and non-verbal language
is shared is communication. Communication has no determinate beginning or end; it is
an ongoing exchange of messages between two or more people. Human communication
travels through a .variety of signals, not just words, and depends on the context for its
meaning. Context means the degree. to which the communicator and listener share a
common background of knowledge and .experience. This occurs. when both individuals
have a common history or, at least, a shared understanding of each others' lives,
intentions and experiences. Additionally, communication depends on the competence of
the communicators. If a person is able to send or express message's clearly and receive
and interpret them clearly, communication is enhanced. This dimensions of human
communication assume particular importance in the cross- cultural context. To
communicate with someone from a different culture, one must learn not only the
language but also the rules regarding how the languages is used in different context and
situations. Culture is a factor that influences to a large degree how people do what they
do. Culture Influences hand gestures, tones of speech, clothing and so on. A negotiator
must understand the barriers so that effective communications can take place with
someone from a different culture. He should have a fairly good understanding of the
gestures, facial expressions, body movements in relation to communication, otherwise
misunderstandings can occur. Perceptual biases and mindsets based on those biases may
adversely affect the ability of anegotiator to effectively interact with people from other
cultures. "The more we consider our views and experiences (our categories of their
world) to be absolute and universal, the less prepared we are to deal with people who
have different backgrounds, experiences, cultures and their views (categories) of the
universe.” To overcome this kind of barrier, some MNEs have gainfully used the
services of former government employees of the host countries for dealing with
government in relation to sensitive negotiating positions.
Faulty attributions to others' action or behavior and stereotyping, i.e. categorising a group of
people (or a society or a nation) based on some feature they hold in common such as
nationality, race or religion, can also cause barriers in cross-cultural communication.
Stereotyping can be a powerful barrier in cross-cultural communication because interactions
with people from groups other than their own, are categorised on a variety of issues such as
intelligence, industriousness, education, level of authority and responsibility, integrity,
honesty etc. If a community is classified as being dishonest, for example, whenever one
interacts with a member of that community, it will be difficult for the holder of the stereotype
to trust whatever the outsider does' or says. Box 12.1 provides an interesting insight in
connection with this phenomenon.

When preparing for cross-cultural communication in business negotiations, we often think

long and hard about how our counterpart’s culture might affect what he says and does at the
bargaining table.
That’s completely understandable, research suggests. The effectiveness of your
communications with a negotiation counterpart may have a stronger impact on your results in
cross-cultural negotiations than in same-culture negotiations
negotiating cross-culturally also can pose challenges, such as these:
Misunderstandings arising from language and cultural barriers.
– Conflicts caused by different ways of managing time.
– Accidental violations of one another’s cultural norms.
The following five ways of overcoming intercultural barriers will help you make the most of
your cross-cultural business negotiations.
1. Research the other party’s culture.
Standard negotiation texts advise us to research the culture of our host or counterpart,
including becoming aware of the culture’s customs, rituals, taboos, and so on. Do business
negotiators greet one another with a handshake, a hug, or a bow? Should you be prepared for
lengthy trust-building small talk or be ready to get right down to business? Such guidelines
can help you avoid making potentially embarrassing or offensive faux pas and reduce cultural
barriers, and they may also improve the efficiency of your business negotiations.
2. Consider the individual.
“If rule number one in an international negotiation is to know the other side’s culture, rule
number two is to avoid overreliance on that knowledge,” writes Tufts University professor
Jeswald W. Salacuse in his book Negotiating Life: Secrets for Everyday Diplomacy and Deal
Making (Palgrave Macmillan, 2013). Just as you wouldn’t want the other party to view you
as a walking, talking cultural stereotype, neither will they. Everyone involved in your
business negotiations will want to be viewed as a multifaceted individual.
Yet negotiators often give too much weight to the other party’s culture, relying on stereotypes
as a result. In one study, Japanese and American negotiators adjusted their negotiating style
too far toward the other side’s culture, University of Waterloo professor Wendi L. Adair and
her colleagues found in their research. As a result, these negotiators reached stereotypical
ideas about one another that prompted culture clashes and misunderstandings.
Of course, many forces other than culture influence our negotiating behavior, including
personality, training, and experience. Focus on getting to know the other party as a unique
individual, and put your cultural knowledge off to the side. You may need to draw on this
knowledge to better understand your counterpart’s behavior at key moments during your
business negotiations, but it should not be a driving factor.
3. Build bridges across cultures.
Rather than focusing on overcoming intercultural barriers, look for ways to bridge the two (or
more) cultures represented in your business negotiations, recommends Salacuse. That bridge-
building might mean pointing out cultural similarities, such as a shared ancestry or familiar
customs. Or it could involve finding commonalities that go beyond cultures, such as a shared
experience, interest, or goal.
4. Consider the broader context.
When co-teaching a course on corporate diplomacy to executives, Harvard Business School
professor Max H. Bazerman was impressed by the ability of some diplomats in attendance to
incorporate a broad array of concerns into their negotiation planning. When analyzing a
negotiation in a foreign country, the diplomats raised issues related to changing politics and
laws in the region, the interests of community groups, and business norms—looking far
beyond obvious cultural barriers and differences that might be present in the room.
The interpersonal challenges of negotiating with someone from a different culture can lead us
to overlook the broader context of our negotiations. By seeing the negotiation through a
wider lens, we can incorporate critical concerns and increase our odds of reaching a
successful, lasting agreement.
5. Take steps to reduce stress.
In his research on cross-cultural negotiations, Columbia University professor Michael W.
Morris found that negotiators are more likely to adhere to the stereotypes of their culture
when they are facing extreme demands on their attention. For example, in one experiment,
Morris found that American participants who were under time pressure were more likely than
Hong Kong participants to blame the individual rather than the situation for a problem—an
American negotiating bias that can lead to conflict and impasse.
Emotional stress, accountability to others, and deadlines can cause us to fall back on
stereotypical thinking rather than carefully analyzing the negotiation, according to Morris. So
do what you can to reduce stress in your cross-cultural business negotiations. That might
mean taking frequent breaks, ensuring you have enough time to negotiate, or enlisting a
mutually trusted third party to help you resolve any differences or conflicts that arise during
your talks. By doing so, you will reduce the pressures associated with cultural barriers and
begin dealing with one another as negotiators, not stereotypes.
Patterns of Cross Cultural Behavior

Patterns of Cross Cultural Business Behavior are about interpreting human behavior, that
varies from culture to culture. But that shouldn’t be an obstacle for trade and/or doing
business with each other. By getting to know each other’s culture and letting go of
stereotypes, organisations are more open to each other.

Four dimensions

With the information he obtained through research in different countries, Richard

Gesteland created a manual about how best to approach different cultures and how one can
best understand other cultures. This minimises conflicts between the negotiating parties. He
developed four dimensions that characterise the culture of a country as part of his research.
These four dimensions can be distinguished in relation to different cultures:

1. Business, deal-focused cultures versus relationship-focused cultures

This is the most important dimension according to Richard Gesteland. The difference is used
as a basis for different cultures in business. The business, deal-focused are very task-oriented.
They have no difficulty communicating with foreign cultures. To them it’s about the
negotiations and the eventual transaction. Many problems are solved by phone or email and
disagreements tend to be solved in writing rather than orally. This group consists mainly of
Scandinavian and Germanic countries, North-America, Australia and New Zealand.

In the case of relationship-focused cultures, the negotiators find interaction more important
than closing the deal. The interaction with the business partner needs to be right first, and
there should be a foundation of trust. These cultures have an indirect communication style
aimed at not offending the other party or creating the impression that there’s a lack of trust.
Examples of this group are the Arab world, most of Africa, Latin America and Asia.

There’s a risk of conflict between these two opposites. People from relationship-focused
culture often think negotiating partners from deal-focused cultures are harsh, pushy and
aggressive. People from the deal-focused culture, think that the other culture is often vague
and therefore unreliable and not decisive enough. By being aware of this difference in
advance, deal-focused people can prepare by spending more time on negotiation and not
expecting results right away. Relationship-focused would do well to indicate how important it
is for them to have time to consider an offer to avoid annoying the other party.

2. Formal cultures versus informal cultures

In formal cultures, people prefer a respectful and honourable communication style.

Differences in hierarchical position and status are considered very important and people are
valued accordingly. Academic titles and royal ranks command respect. This applies in much
of Europe, Asia, Mediterranean countries, the Arab world and Latin American countries.

Informal cultures are not being disrespectful, but do not put as much stock in difference in
status and position. Everybody is equal and everyone has the chance or opportunity to
advance. The United States, Australia, Canada, New Zealand, Denmark, Norway and Iceland
are informal cultures.

These opposites can also experience conflict, for instance when a person from an informal
culture gets too friendly and pats the CEO of a multinational from a formal culture on the
back. Painful situations like that can be avoided by gathering knowledge beforehand,
preventing it from being an obstacle to further business.

3. Rigid (monochrome) cultures versus fluid / accommodating cultures

Rigid cultures need everything to go exactly according to schedule with great precision.
Arriving late is not the done thing and missing deadlines or meetings running late is
unthinkable. Clear examples of this are Scandinavian and Germanic countries, North
America and Japan.

Very different are the countries with a fluid attitude to time. People and interpersonal
relations are considered more important than time, making deadlines or sticking to schedules.
These polychrome cultures can be found in the Arab world, much of Africa, Latin American
and South-east Asia.

Conflicts about time are unpleasant and often difficult to solve. After all, people from a rigid-
time culture think in terms of ‘time is money’. Schedule overruns caused by the other party
undermine trust. On the other hand, people from a fluid-time culture can be very surprised by
a strong reaction to schedule overruns by the other party. ‘The job needs to get done, right?’
Here again it is important to come to clear agreements, avoid tight deadlines and evaluate
along the way.
4. Expressive cultures versus conservative / reserved cultures

Expressive cultures are characterised by communicating loudly and with a lot of gestures.
They do their best to avoid awkward silences and there is little consideration for personal
space during conversations; people stand close together, often touch each other and look each
other in the eyes. This is characteristic of Mediterranean countries, Southern Europe and
Latin America.

People in reserved cultures tend to speak more calmly. General and continuous eye contact is
avoided and they use little if any hand and arm gestures. This is characteristic of Southeast
Asia and Northern Europe.

Both cultures can get annoyed by the other party’s behaviour. This is often expressed in non-
verbal ways when the reserved party is keeping their distance or literally taking a step back.
For this it’s also important to know who the negotiating party is and what is and what is not
accepted in their culture. Acting modestly can make it easier to do business and come to an
agreement.

Cultural groups

To distinguish between cultures, Gesteland has divided the most important countries in eight
groups that have the characteristics of the dimensions mentioned earlier:

Group 1 – India, Bangladesh, Indonesia, Malaysia, Vietnam, Thailand, The Philippines

These countries are relationship-focused, formal in the way they interact, fluid when it comes
to time and reserved.
Group 2 – Japan, China, South Korea, Singapore
These countries are relationship-focused, formal in the way they interact, rigid when it comes
to time and reserved.
Group 3 – Saudi Arabia, Egypt, Greece, Brazil, Mexico
These countries are relationship-focused, formal in the way they interact, fluid when it comes
to time and expressive.
Group 4 – Russia, Poland, Romania
These countries are relationship-focused, formal in the way they interact, fluid when it comes
to time and expressive.
Group 5 – France, Belgium, Italy, Spain, Hungary
These countries are deal-focused, formal in the way they interact, rigid when it comes to time
and expressive.
Group 6 – Baltic states
These countries are deal-focused, formal in the way they interact, rigid when it comes to time
and reserved.
Group 7 – Great Britain, Denmark, Finland, The Netherlands, Czech Republic
These countries are deal-focused, formal in the way they interact, rigid when it comes to time
and reserved.
Group 8 – Australia, Canada, United States
These countries are deal-focused, informal in the way they interact, rigid when it comes to
time and expressive.
The cultural dimensions provide insight into the diversity and similarities between the
different cultures. A company should be mindful of the characteristics and similarities a
particular country has when it wants to do business with an organisation from that culture.
The knowledge and skills gained from this research provides an opportunity to select relevant
information about the culture in question and negotiate in an appropriate manner.

Understanding international negotiation guidelines/rules

Prepare carefully
 Engage the right people within your organization, define your objectives clearly, and
review any history of dealings with your counterparty
 Learn all you can about your negotiating partners and the reality of the commercial
context in which they operate. Imagine their likely interests, priorities, limitations and
scope of authority
 Be ready to explore with your counterparty the various legal rules available to govern
your deal
Take cultural differences into account
 Educate yourself on the local business practices of your negotiating partner
 Be sensitive to your own culturally-rooted habits and assumptions about how to
conduct business Develop a practice that encourages you continually to question your
assumptions and probe for assumptions your negotiating partner may be making about
you
 Keep in mind the value of being able to deal well with difference

Make early agreements with a negotiating partner about a process to guide the logistics of the
negotiation, which paves the way for making agreements about more substantive topics: Decide
early on with your negotiating partner on procedural questions such as timeline, venues and
agendas for meetings, language of proceedings, attendees at meetings and drafting
responsibilities

Allocate appropriate human and technical resources to a negotiation

 Anticipate the people you’ll need to have in the room or on standby to support
negotiations, such as people with decision-making authority on issues at hand,
specialized technical experts, translators, legal drafters, tax advisors, and local counsel
 Aim to maintain consistency on the negotiating team – avoid presenting a revolving
cast of characters
 Aim to develop an open and reliable working relationship with a negotiating partner

 Deals are often on-going commitments that evolve over time as circumstances change.
A good working relationship between the parties will make it easier to address both
sides’ future needs efficiently and effectively
 Acting with transparency and the genuine desire to understand and find solutions can
help focus discussions on substance
 Negotiation partners need not be friends to create a productive working environment

Behave with integrity

 You don’t need to reveal everything, but everything you say should be true
 Lying or misleading imperils the deal, the working relationship at hand and your
reputation in the trading community, and may ultimately lead to legal sanctions
 Your willingness to bring your values and integrity to the table is a signal to your
negotiating partner of how seriously you are approaching the negotiation

Make realistic commitments

 Agree to only those things you genuinely intend to undertake, as you would expect
your negotiating partner to do
 Clarify your negotiating partner’s scope of authority: people may overstate their
authority and make commitments they can’t make or keep
 Know your alternatives, and know when to leave the table because you can find a
more suitable deal elsewhere
Confirm the agreement to ensure a common understanding: Review carefully what was
agreed with your negotiating partner at the end of a negotiating session, resolving any details
on which your views diverge
Be ready for the case where negotiations do not succeed: Negotiations may not reach
conclusion for a variety of reasons, either within or beyond the control of the parties.
Anticipate such situations, prepare and be ready to discuss alternative options with your
negotiating partner
Expectations between foreign counterparts
>Protocol and Deportment
Books on regional protocol and deportment offer a stew of dos and don’ts that attempt to
generalize about the specifics of surface behavior. To quote a handful of rules from Dean
Allen Foster’s Bargaining Across Borders: Never show the sole of your shoe to an Arab, for
it is dirty and represents the bottom of the body. Look directly and intently into a French
associate’s eye when making an important point, but avoid direct eye contact in Southeast
Asia until the relationship is firmly established. In Italy, don’t touch the side of your nose; it
is a sign of distrust. The lists go on and on and can certainly help you avoid mistakes. But the
rules are so complex and detailed that it’s difficult to keep them straight, and the likelihood of
regional variation further complicates matters.

Nonetheless, negotiators would do well to consider a range of questions about these

behaviors when preparing for international negotiations, either by consulting the literature or
by engaging in conversations with people who have experienced the culture at hand. I’ve
outlined the categories of surface behaviors most likely to affect the tenor of negotiations.
While the list at right is not exhaustive and must be read in light of obvious caveats about
regional, professional, and national variation, seeking answers to these questions will at least
provide a degree of familiarity with the basic dos and don’ts in any given culture.

Dos and Don’ts

Sensitivity to these basics allows you to avoid giving offense, demonstrate respect, enhance
camaraderie, and strengthen communications. But cultural codes of protocol and deportment
are not likely to interfere dramatically in your negotiations, absent blatant disrespect.

Comparative intercultural studies of negotiating behaviour

We had discussed four phases in the cross-cultural negotiation process and had
noted the differences in styles and behaviours of negotiators from different cultural
backgrounds. Why negotiators behave the way they do? The answer probably lies in
the underlying values and philosophies of different cultures. We suggest that you
carefully go through tables 12.2 and 12.3 which would reveal some very interesting
facts. It is, important for a negotiator to understand the underlying beliefs, values
and philosophies of different cultures. The understanding of the cultural norms
would enable him to manage the negotiator appropriately.
The following observations are based on the various research findings that have
been undertaken on this subject. However, these findings, which are general in
nature, should be taken with a pinch of salt. Firstly, because some of these research
studies were conducted long ago. Things might have changes. Secondly, because of
the policies of liberalisation and globalisation pursued by many countries, developed
and developing, over the past decade or so, countries, are tending to come closer to
each other. The interaction among nationals of different countries has substantially
increased. The cross-cultural differences might, therefore, be sinking. The world
seems to be moving from greater cultural heterogeneity to lesser heterogeneity or
lesser homogeneity to greater homogeneity

Table 12.2 : Comparison of Negotiation Styles - Japanese, North

American, and Latin American
 We shall now briefly summarise the styles and underlying value, and philosophies
of negotiators from same countries.
United States of America
A successful American negotiator knows when to compromise. He takes a firm
stand at the beginning of the negotiation and refuses to make concessions before
hand. He often keeps his cards close to his/her chest and accepts compromises only
when the negotiation is deadlocked. He sets up the general principles and delegates
the detailed work to his associates.
 An American negotiator keeps maximum options before negotiations. He operates
in good faith and respects the opponent and states his position as clearly as
possible. He is usually briefed about the issues of negotiation. He has a good sense
of liming and is consistent. He attempts to make the other party reveal his position
while he keeps his own position hidden as long as possible.
Americans often plunge straight to the matter on hand, whereas negotiators
particularly from the East want instead personal rapport to develop over a period of
time. Americans are business-like in negotiations. Their factual appeals are based
on what they believe in objective information presented with the assumption that it
is understood by the other side on logical basis.
Arabian Countries
Arabian countries; following Islamic tradition use mediators to settle disputes. The
Arab negotiators are very much concerned about-their honour, self-respect and
dignity. They try to avoid putting themselves into situations where they have to
show weakness or admit defeat. They like to avoid direct confrontation and attempt
to come up with honorable solutions for all parties. They would try to resist all
kinds of pressure that the opposite party might try to exercise on them. In their
conversation, they would often refer to people who are highly respected by the
opposite party with a view to persuade them to change-their minds on the issues.
Brazil
Brazilians negotiators use a "receptive" style of influence which is a blend of "linking" and
"seducing" approaches. Linking involves the desire to understand the frames of reference of
the other party by searching for points of agreement, listening and empathetic behaviours.
The other party is encouraged to participate in the discussion fully. Seducing involves the
desire to win the opposite party over to one's side. This is achieved by ensuring influence,
admitting mistakes, motivating others., praising them and raising their spirits through
gracious behaviour. As revealed in Table 12.2, Brazilians talk more, touch more and look
directly at the other party more than the Japanese or the Americans do. This non-verbal
behaviour reflects active linking and seducing activities.
Unlike Americans, Brazilians do not value persuasion in the negotiation process. They
depend on personal relationships because they know that they cannot depend upon the legal
system to iron out disputes which might crop up later. The linking and seducing behaviours
are aimed at engendering trust, obligation and friendship between negotiating parties.
Overall, it may be stated that Brazilian negotiators are open minded, cooperative and
receptive, while they believe less in direct persuasion and exertion of pressure.
Peoples Republic of China
In the initial stages of negotiations Chinese negotiators prefer to seek agreement on
generalities with the other party. They try to avoid dealing with specific details altogether and
prefer to leave them for later meetings. It is perhaps due to the Chinese cultural values. The
approach of agreeing on general principles allows the Chinese to adopt a mental framework
for the negotiation process from which to work. Many Westerners are not able to appreciate
this approach of the Chinese. After the Chinese establish a cordial relationship with foreign
negotiators, they use this relationship as a basis for give-and-take in business discussions.
The Chinese expect Western firms to sacrifice corporate goals to Chinese national goals and
principles, such as meaningful friendship, Chinese national development, and the growth and
enhancement of Chinese people. Misunderstandings occur when Americans show polite
acceptance of these general principles without understanding their significance. The
experience shows that the Chinese put pressures on. Americans by shamming them, thereby
implying that the Americans are trying to renege on the friendship - the basis of implicit
contract.
Chinese put much greater emphasis than American on respect and friendship, on saving face,
and on group or national goals. Their emphasis on social obligations and their belief in the
interconnection of work, family and friendship underlies their strong orientation toward
collective goals.
Two major problems usually confronted by businessmen with Chinese are that they want
great amount of detail about product characteristics, and that they are insincere about
reaching an agreement.
Chinese negotiators frequently have little authority which frustrates the other who have
authority and are ready to conclude a deal.
The Chinese negotiating team is usually about twice as large as the Western team.The
Chinese are said to be among the toughest negotiators in the world. They use various tactics,
such as their delaying techniques and their avoidance of direct, specific answers. All these
ploys are meant to exploit the patience of the other party
Japan

Much of the Japanese culture and the basis of Japanese working relationships can be
explained by the principle of wa meaning "Peace and harmony". This principle is one
aspect of the value they attribute to amae meaning "indulgent love", a concept
probably originating in the Shinto religion which focuses on spiritual and physical
harmony. The Japanese identify strongly with their working groups, where the
emphasis is on cooperation, participative management, consensus on problem-
solving and decision making based on a patient and long-term perspective. Open
expression or conflict is discouraged, and it is of utmost importance to avoid
embarrassment or shame i.e. to lose face as a result of not fulfilling one's obligations.
The culture of collectivism and shared responsibility underlies the Japanese ringi
system of decision making.

The Japanese are calm, quiet, patient negotiators and are accustomed to long
detailed negotiating sessions. They want to get to know those on the other side and
spend sometime in non-task sounding i.e. general polite conversation and informal
communication before meeting. Because of Japanese culture of politeness and
hiding of emotions, they are unable to get straight-forward eye contact but maintain
smiling faces even in serious situations. The persons negotiating with the Japanese
should avoid anything that resembles boasting because the Japanese value humility
and like to avoid physical contact. They would like to leave the room rather than
give a direct negative answer. They view decisions carefully in the light of long-
term consequences, and are objective and analytic and take time for reflection.

India

Indian negotiators generally exhibit firmness for a good cause. This approach
combines with strength with the love for truth. Successful Indian negotiators look
 for and say truth and are not afraid of speaking up. They generally exercise self-
control, seek solutions which will please all the parties involved. They respect the
other party and do not use any violence or insult. They are ready to change their
minds and may even differ with themselves at the risk of being seen inconsistent
and unpredictable. They are generally humble and trust the opposite partly, and are
tenacious, patient and persistent.
Italy

Italian negotiators, in general, have a sense of drama and do not hide their emotions.
They read facial expressions and gestures very well and usually do not trust
anybody. They believe in the individual initiative and . not so much in team work.
They feel good when they have to oblige. They generally do not have definite
opinions. They are quite capable of giving up with new ways to immobilise and
eventually destroy the opposite party. They in general have flair for intrigue and
flattery.

Russia

Russia is a country where negotiating style has been considered confrontational by

Westerners. (Here, we are talking about undivided Russia, i.e. before its break up
into CIS).

Historically, Russian negotiators have been secretive about themselves, their motives
and. their goals for negotiations. This could be attributed to the type of economic and
social system that prevailed in the Russia which kept them isolated from the
international business community. They have a general distrust of foreigners.The
negotiating behaviour of the Russian has been variously described by Westerners as
rigid, stubborn, inflexible, confrontational and competitive. Within the Western ethical
systems, it is considered positive to seek compromises in order to resolve conflicts and
come to an agreement. However, within Russian ethical system the very word "deal" has
negative connotations, and any one seeking compromise is considered cowardly, week
and unworthy.Because of historical reasons, the word "profit" has a negative
connotation and implies exploitation. The Russian negotiators do not view negotiation
as a means of achieving higher profits for their organisations nor as a vehicle for
furthering personal goals. "Instead they view the negotiation process as an opportunity
for "right" to succeed over the American perspective.Historically, Russians have been
extremely reliable in honouring their contractual agreements. Although they drive a very
hard bargain in contract negotiations, they faithfully abide by its provisions and expect
the other party to do the same. They have an excellent record of honouring their
financial commitments.Russians enter into negotiations well prepared. They are well-
versed in the specific details of the matter being presented. They put a lot of emphasis
on protocol and expect to deal with top executives.

Sweden

Swedish negotiators are very quiet, thoughtful, punctual and extremely polite. They
are straight-forward and get straight down to business, and tend to be productive
and efficient. They adopt down-to-earth approach, and are quite good at holding
emotions and feelings. They are informal and afraid of confrontation. However,
they are quite slow at reacting to new (unexpected) proposals.