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

With adequate preparation given to un derstanding the

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she should go. With adequate preparation given to un-:', derstanding the culture ahead of time, she shm,dd be able to avoid:\ situations that would put her in danger or compro mise any Arab.: and/or Omani values. Besides, she was not having to negotiate Qf::' make any deals; she was invited because of her expertise. The:;, Omanis are not radical fundamentalists; in fuct, the country is rela~:i cively secular in many areas of !ife and subscribes to a more liberan form ofIslam. And while Jews and Arabs certainly have their differ-: ences, they also share many similarities. They still regard each other~} as "people of the Book," who, along with Christians, stand apart,; from such other groups as Hindus, Buddhists, and many of the Af-~i. rican religious identities. Factors that might make her presence an::~ impossibility among the Palestinians would not be a problem amont,' the Omanis. As it tumed out, her trip was a success. ..' A not-so-fortunate example follows: An American woman had'; done significant business over the phone for her company with her,: mate Japanese associate. She Iater went to Japan on a business trip as>! head of her most1y male team. Her japanese counterpart was sc;{l shocked at having to do business with a woman in person that he\j publicly told her he was surprised that she had come over to discuss:::¡ things with him. Throughout the negotiations he and his team re~~t ':Intemational Negotiatlng Styles 277 "fused to address her, preferring to speak instead to lower-Ievel males ~;bn her team. She was not invited out to the aH-important evening so- :::a:Íalizing events. At the end of the visit, when gifts were exchanged, !~b,e japanese gave all the men on her team brass desk clocks. She was ~gl:ven a sewing kit. ~tf·'lt is conversely difficult for negotiators from cultures where age is a ~iknificant criterion for the selection of negotiators to negotiate with Waung American businesspeople in po!,itions ofpower. ApparentIy, it is ~~fficult for them to believe chat someone so young has decision-making ~9thority. Generational differences, as well as culture and language, can ~gt.esent communication barriers. One young American entrepreneur l~ád difficulty establishing credibility among his Singaporean and Malay ~~~ociates be~ause he seemed "too young to be take~ seriously." !his reung Ame~lcan went on too arrange and co~duct ~emmars for politlcal ~!~d econOIDlC leaders ofmaJor SoutheastAslan natlons. For purely pro- f,I:e.ssional reasons only, 1 myself was recently pleased to notice a few ~w.9re grey hairs coming in, especially since 1 was about to speak to lln ~ªjidience of Asian upper managers and executives. In Asian cultures, ~~~eral1r' age cardes cl~ut. ., ¡¡:}~'egoti~tors are sometlmes also, select~d becaus? of thelr ~onnectlons, lJ!t!elr famlly, government or busmess tles. Amerrcans not mfrequently tiari find themselves negotiating with someone in Latin America who ~y have Httle grasp of the issues but is at the bargaining table because ~fhis relationship with key industrial or political figures. Expecting im- flediate answe~s, carefully considered proposals, or even meaningful Iq:líscussion ofsubstantive issues under
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