Main requirements to Negotiate

Internationally:
Cultural Knowledge.
Skills in Intercultural Communications
Quality of Human and social relations, become
important in an intercultural encounter.
Negotiation is not only based on legal and
business matters
Distances:There are various kind of distances
between the potential partners.
Physical Distance, economic, educational and
cultural distance.
These distances tend to inflate the cost of
Negotiating Internationally.
People with different cultural backgrounds often do
not share the same basic assumption, and this has
an influence at several levels of international
business negotiations.

Their concept of what is negotiation and what
would be an appropiate negotiation strategy.
Their attitudes during the negotiation process
may lead with cultural misunderstandings and
undermine trust between parties.
Differences in outcome orientation.
Significants components of Culture:
Culture has a tremendous impact on
International Negotiations.


Language and Communication:
The way that we emit and receive messages, the
attitudes, the frame,the world views directly
affects IBN.
Institutional and legal Systems.
Differences in Legal Systems, contractual
formalism and litigation system, express
contrasts in how societies are organizad.


Value System: The Prevailing Values and the
extent to which they are respected the everyday
behavior of individuals, affect the willingness to
take risks.
Time orientations: Attitudes toward time and
how it shapes the way people structure their
actions have a persuasive influence.
(Punctuality).

Mindsets: Intelectual Styles Rely on data, ideas
or speech. How does this influence the way
they relate word and actions? Mindsets,
influence ways of collecting information, and the
resulting decisions. This patterns affect IBN
through the style of interaction between people,
and their decision making process.
This Influence works through two basic groups of
mediating variables:
The Situational aspect: Time, and time
pressure, power and exercise of power, number
of participants,location etc.
Characteristics of the negotiation: Personality
variables and cultural variables.
This two groups will determine the outcomes.
Has culture influenced on the outcome
orientation? ..
Behavioral Predisposition of the Parties:
Who is seen as a credible partie? 3 dimensions;
that influenced in the proces of credibility:
Self esteem: About ourselves good/not too good
Perceived potency: powerful, able to accomplish
any task.
Perceived activity: Person is sees him/herself as a
doer, active shaper of the world.




Signs of credibility: Decoded by physical traits.
Exp. Being tall, may be perceived as a sign of
strength etc. The profile (early contacts).
Interpersonal orientation: For instance, the
interpersonal sesitivity of Japanese for foreign
cultures, may make them friendly hosts at
business lunchs and dinners.
In-group Orientation; Cultures place a stronger
or weaker enphasis on group membership ,as a
prerequisite for being trustworthy partner.

Power Orientation, Formal PO,=display of status,
enhance credibility , Real PO;Status is not shown
in the same way according to cultures, the
decisin making differs.
Willingness to take risks; Bureaucratic
dependency lower the risk to decisin-making.
Integrative orientation, its been termed Co-
operative , Collaborative (maximize the joint
outcome)
Distribution Orientation ,this orientation is
termed Competitive negotiation or zero zum
game.
Difficulties in being integrative in an intercultural
negotiation situation are due to Nationalistic
Feelings.
Studies show that North American Business
people show trust more willingly and
spountaneously than other cultural groups, also
show strong tendency towards a problem-
solving and integrative orientation.