R8. International Negotiating Styles - Foster - ch 8 pp 264 - 293.pdf

Tdditionally the public expression of deep emotion is

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t~dditionally, the public expression of deep emotion is considered ill- ~ih,iannered in most countries ofthe Pacific Rim; there is an extreme sep- ~~ration between one's personal and public selves. The withholding of ~~;¡notion. in Latin America, however, is often cause for mistrust. fi: Amencans tend to speak too loudly for sorne, too softly for others. In l ifha~land, [he volume is considerably I~we~; in H~mg Kong an~ ltaly, ~Qnslderably louder. Speed of commumcatlon vanes too. In Asia, one p;erson speaks, and there may be a considerable pause before the next ~ne speaks. In the Uniced States, we usually wait for our turn to speak i'...;.,~
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282 Successful Intemational Communication but quickly respond to one another. In Brazil, conversations overIap, with much simultaneous talking. Being low-context in the United States, we believe our meaning Hes in the word; in Asia, the word is skillfully used to make things more ambiguous, as well as more dear. And in Britain, a subtext of meaning is often simultaneously occurring below the very understated surface of conversation. The degree to which dif- ferent cultures subscribe to a rich context in which communication oc- curs differs from culture to culture. Let's take a look at a clash of high and low context, of verbal and nonverbal reliance, between an American and a J apanese, and try to identify sorne of the areas of conflicto Phi) Johnson, an American from Chicago, couldn't understand why the Japanese, who seemed so eager to do business with him when he corresponded with them from his Chicago office, seemed so cool toward him now that he was face to face with them in Tokyo. He had thol.lght they really wanted a deal, but when he started talking business, ínstead of the enthusiastic response he expected, aH he got were lots of questions that he thought had already been answered in their previous communications. He tried to be friendly by putting his arm aro~llld variolls members of their team like one of the guys. Johnson tried especially hard to get close to the older fellow who seemed to be their leader, since he felt that two old dogs would have much in common, but he knew he wasn't getting anywhere with him. Johnson insisted on a first-name basis; he was even willing to try sushi one night. But at every turn, it seemed, the Japanese were literally backing away. "Look," he finally said, "ifwe really agree on everything we've already discussed over these past few months, why are we waiting around now to make a deal?" There was silence. "Ah," he continued, very frustrated now, and a little anxious over what to do next, "1 don't have three weeks to kili in Japan. Ifyou needed all this information again, 1 could have had my secretary send it over before 1 made this trip." One of the Japanese sucked in a deep breath ofair through his teeth. Then there was more silence.
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