The hidden challenge of cross-border negotiations.
Cultural differences can influence business negotiations in unexpected ways, as many a hapless deal maker has learned. But the differences extend well beyond surface behaviors, such as proper table manners and the exchange of business cards--and even beyond deeper cultural characteristics, such as attitudes about relationships and deadlines. Indeed, there's another, equally treacherous aspect to cross-border negotiation: the ways that people from different regions come to agreement, or the processes involved in negotiations. Decision-making and governance processes can vary widely from culture to culture, not only in terms of legal technicalities but also in terms of the behaviors and core beliefs that drive them. Numerous promising deals have failed because people ignored or underestimated the powerful differences in process across cultures. In this article, James Sebenius offers ways in which negotiators can prepare for such cultural differences. A useful approach, he says, is to map out the decision-making process--including who's involved, what formal and informal roles people play, and how a resolution is actually reached. With that knowledge, you can design a strategy that anticipates obstacles before they arise. Governance and decision-making processes can take devilishly unexpected forms as you cross borders. But by designing your strategy and tactics so that you're reaching all the right people, you increase your chances of striking a sustainable deal. Those negotiations that might otherwise have failed because people ignored or underestimated powerful disparities in process will, in the end, yield a meaningful yes.
Sebenius
James K
JK
Harvard Business School, Boston, USA.
D003132:Commerce / Q000458:organization & administration*; D003466:Cultural Characteristics; D006801:Humans; D007391:International Cooperation; D017008:Negotiating / Q000379:methods* / Q000523:psychology; D014481:United States