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* Four kinds of problems frequently arise during international business negotiations—problems at the level of language, nonverbal behaviors, values, and thinking and decision-making processes. Foreign-language skills are an essential tool of the international negotiator. Nonverbal behaviors vary dramatically across cultures, and because their influence is often below our level of awareness, problems at this level can be serious. Whereas most Americans value objectivity, competitiveness, equality, and punctuality, many foreign executives may not. As for thinking and decision making, Western business executives tend to address complex negotiations by breaking deals down into smaller issues and settling them sequentially; in many Eastern cultures a more holistic approach is taken in discussions. Much care must be taken in selecting negotiation teams to represent companies in meetings with foreigners. Listening skills, influence at headquarters, and a willingness to use team assistance are important negotiator traits. Americans should be careful to try to match foreign negotiation teams in both numbers and seniority. The importance of cross-cultural training and investments in careful preparations cannot be overstated. Situational factors such as the location for meetings and the time allowed must also be carefully considered and managed. * All around the world business negotiations involve four steps: nontask sounding, task-related information exchange, persuasion, and concessions and agreement. The time spent on each step can vary considerably from country to country. Americans spend little time on nontask sounding or getting to know foreign counterparts. Particularly in relationship-oriented cultures, it is important to let the customers bring up business when they feel comfortable with the personal relationship. Task-related information goes quickly in the United States as well. In other countries, such as Japan, the most time is spent on the second stage, and care
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