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Over the past few decades negotiation analysts have suggested different strategies for surmounting barriers to cross-cultural negotiation. Not all of them have worked well.
Here are summaries of these evolving strategies:
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I offer four suggestions:
monitor and assess each manager’s negotiation skills, use a negotiation preparation worksheet, provide ongoing negotiation coaching, and report the results of major negotiations–both good and bad–to your entire organisation.
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Negotiation isn’t a skill that can be acquired overnight. Rather, it requires constant refinement at the individual level and a strong commitment on the part of your organisation.
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Think of your negotiation partner as an individual first, not as a cultural emissary:
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If you’re unsure about what the other side said, repeat what you think you heard. It’s safe to assume that people living and working in different cultural settings often view or interpret the same events differently
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Networked communication is important to successful negotiation for at least three reasons.
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Second, some negotiations undertaken by one node might hinge on the direct involvement of the other nodes
Third, possible deals often emerge during negotiation that wee no t considered beforehand.
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Networked communication is important to successful negotiation for at least three.
First, the experience of one node can be of great help to another nod, especially if the lessons learned by one can be quickly and accurately shared with the others.
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When we negotiate with the people closest to us, most of us try to give the other side the benefit of the doubt. We look for agreements that leave everyone better off, simply because we’re concerned about the future of the relationship.
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In our litigious society, legal advisers caution their clients against making any admission of error. Yet in many controversies, that is exactly what an angry public carves most of all.
Many very strong leaders are willing to admit errors and take responsibility for mistakes.
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A better strategy would be for the groups to engage in joint fact-finding:
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3. Allow the experts to articulate areas of consensus as well as disagreement.
4. Question the experts on their analyses with the help of a neutral party
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