Paper Example on International Negotiations Plan

Introduction

International negotiations often involve a process of power-based communication and dialogue meant to achieve a give end or goal, which may not or may thoroughly deliver a resolution of a particular dispute to the satisfaction of both parties. Majorly, international business negotiations offer a significant reliance especially on the cultures of the involved parties, information exchange, communication, as well as decision making. Within the detail of this paper, I will deliver a proposal for negotiating a product sale with a Japanese company.

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However, in handling a negotiation with the Japanese, it is essential to understand that Japanese are conditioned by geographical constraints and exceptional historical constraints along with their thoughts in negotiations. Unlike the Americans, the Japanese worry less about their first meetings. In handling the talks, I will maintain a proper strategy meant to ensure no conflict arises (Usunier, 2003). I would handle the negotiation by keeping a clear view of the negotiating attitude. Negotiating attitudes determines that the negotiations either functions as (a Win-Lose or Win-Win). Also, I would handle the talk by recognizing the use of negotiating tactics (such as BATNA) which involved the best alternative to negotiated agreement.

Nonetheless, I would introduce myself by exchanging my business card with the Japanese counterparts and making them aware of my tittle in the business as well as showing them a sign of goodwill by slightly bowing to indicate politeness, humility as well as courtesy. After exchanging my business card with the Japanese company panel during the negotiation, I would reach out for pamphlets meant to introduce them to the company alongside the actual reason for the discussion. Since Japanese are more inclined to view deals as an intention to maintain a long-term relationship, which is subject to changing factors, I would ensure that they understand the core purpose of the business by elaborating them where need be. Also, this will help in giving them assurance that I can be trusted as well as depicted on the transparency of the entire process. In introducing my product, I will maintain a clear line on what the product is all about, how doing business with them will be helpful and later mention on the profits.

Culture Influence on Negotiations

According to Dyer et al. (2013), the different ways that culture may impact negotiations include; personal style, communication, sensitivity to time, team organization, negotiating attitude, and negotiating goal.

Protocol

To begin with personal style as a factor that influenced negotiations, it involves either formal or informal communication. In the use of a formal manner of communication, the negotiator addresses the counterparts by their titles and does not talk much of the other person's personal life. On the other hand, informal style tries to deliver communication on a first-name basis. According to the Japanese culture, the use of first names in a negotiation is a sign of disrespect compared to American who believe is an act of friendship. Thus, this delivers a way that I could handle protocol According to Dyer et al. (2013), culture differs in the degree to which formality is used in the negotiation. I would handle protocol by ensuring that I address the Japanese counterparts by their titles (formal personal style).

Communication

Similarly, communication is another way culture may influence negotiation. In dialogue, it encompasses (direct or indirect interaction). In the use of direct communication, (such as American Culture) the negotiation is specific, clear and definite to the questions and responses. However, in a culture relying on indirect communication (such as Japanese), reactions and responses may be achieved by interpreting the use of certain gestures, signs, as well as the use of vague comments (Dyer et al., 2013). It is likely; the Japanese negotiation communication may leave an impression that the offer is still under consideration; however, the Japanese already rejected it. Therefore, in handling details such as communications, I would maintain a proper focus on the indirect forms of communication. It will ensure that no message is left undetected and keep a proper understanding with the Japanese company during the negation process.

Time Sensitivity

The issue concerning time sensitivity is a way that culture may influence negotiations. In different cultures, sensitivity to time (either high or low) deliver a significant impact especially in the negotiation process (Dyer et al., 2013). Americans are quick to make deal and close negotiations. On the other hand, the Japanese have a culture of negotiating slowly which is a factor that may deliver disparities in international negotiations. Since the Japanese rely on proper formalities, this delivers more time spent negotiating. Hence, as a way to handle the detail concerning time sensitivity, I would maintain required patience to ensure the Japanese company review the deal and also create a healthy relationship.

Definition of Negotiation

Negotiating goal is another way that culture may influence negotiations. For example, setting up negotiating goal is important which disputes between building a relationship or primarily focusing on a contractual transaction. The Japanese cultures may seem reliance on the business customs and ethics which is something I believe I should set out right the negotiating goal. The Japanese culture aims at ensuring that instead of signing a contract and getting ahead with the business, they create a relationship (Hurn, 2007).

Conclusion

To sum everything up, since negotiations seek to maintain an agreement that mutually satisfies the interests of all the parties, negotiation across culture seeks patience. Accomplishing of a fair negotiation between cultures require a significantly high level or cultural intelligence especially in developing a proper plan hence ways of ensuring cultural sensitivity.

References

Dyer, W. G., Dyer, W. G., Jr., & Dyer, J. H. (2013). Team building: Proven strategies for improving team performance (5th ed.). San Francisco, CA: Jossey-Bass.

Hurn, B. J. (2007). The influence of culture on international business negotiations. Industrial and commercial training, 39(7), 354-360.

Usunier, J. C. (2003). Cultural aspects of international business negotiations. International business negotiations, 2, 97-135.