Cross-Cultural Negotiation Based In Lewis Cultural Model

For successful cross-cultural negotiation it helps to have a logical mental process encompassing:

A clear analytical model for interpreting cultural behaviour and applying that model to managecross-cultural interaction.
A sharpened understanding of your own personal cultural profile, and how that fits into the global context of the triangle, in areas such as attitudes to truth, risk, time,power, etc.
Adaptation of personal communication style to different cultures’ expectations in negotiation – e.g. in the use of logic, emotion, initiation versus reaction, simplicity versus complexity,optimism to create a positive climate or a frank investigation of problems at the outset.
An understanding of how trust is seen in different cultures, and using this as a means of building trustmore effectively in negotiation.
Building time in your preparation to synthesise these elements into your overall strategy and tactics.
Over time, one can refine one’s approach to create check-listsfor distinctive national negotiating characteristics. A list about the French – from an Anglo-Saxon perspective – might be:
Be prepared for more formality than you are used to, seen in hierarchicalseating and the use of surnames and formal introductions.
Understand that logic and precision dominate and they will not accept arguments that are based on compromise rather than logic. At the recentG20 negotiations, President Sarkozy remarked “I prefer a clash to a flabby consensus.”
Expect a longer, more roundabout and oratorical discourse than at your domestic negotiations.
Remember that themost important demands may only appear at a late stage in the negotiations.
Understand that they often need to receive direction from their superiors who are not present.
Personal views ofteninfluence dealings on behalf of their organisation. Building a relationship may be crucial.
They will not be flexible simply to get agreement.
Francis Bacon’s words on negotiating apply more than ever...