【正文】 ut have confidence in our own skills, if we are not afraid of being beaten, then our preparation and conduct of the negotiation will not need to be based on preparing our defenses. Our preparations now can be restricted to obtaining a clear definition of purpose and aims, without yet going hard on our opening bids. 正式的文化傾向于有組織的等級制度，在地位和權(quán)力方面有主要影響。相比之下，非正式的文化更注重平等的組織 ，在地位和權(quán)利方面沒有太大影響。 當(dāng)一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因?yàn)槟切┪幕町愐呀?jīng)被搬到了談判桌上。擁有正式層次文化的商務(wù)談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠(yuǎn)、自負(fù)、或者傲慢。 非正式文化傾向于價值地位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引起一系列的問題。 5 如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結(jié)果，而不是個人特性引起的，那么， 這樣的誤會就可以避免。 非正式文化的國家有： 澳 大利亞 、美國、加拿大、新西蘭、丹麥、挪威、冰島。 正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)， 地中海地區(qū)和阿拉伯世界 ,拉丁美洲。 不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴(yán)厲地強(qiáng)調(diào)守時從而好多事情都沒有在預(yù)定的期限內(nèi)完成。 沖突就產(chǎn)生在一些硬性時間商人認(rèn)為那些軟性時間的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限 制是一種傲慢。 硬性時間文化的國家有： 北歐和日耳曼歐洲、北美、日本。 軟性時間文化的國家有： 澳大利亞 /新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。 B. Pioneer vs Bureaucrat The ―pioneer‖ is the strong individual. He is prominent in his own organization. The sort of man is good at seizing an opportunity, spotting a market, making a profit. He tends to be very dominating, good at improvising, intuitive in his thinking, charismatic in his personality. A negotiator of this type will be pushful, forceful, ready to take decisions and to e to agreements. He will be distinguishable particularly in the way in which he acts as a team leader: focal point of the team, the one who speaks for the team on all issues, the one who uses his team members to obtain information for himself which he then transmits to other party. Such a team leader, though usually bubbles with energy, is even able to handle only the content of a negotiation. He cannot at the same time have conscious concern for the procedures of the meeting. Bureaucracy is the pattern most often found in large organizations. The style of working is systematized. There are books of rules, standardizations, planning, numerous, lots of checking, doublechecking and crosschecking. The organization is governed with a clear hierarchy. It is partmentalized and coordinated by the system, the rules, the procedures and the objectives. Advantage within a bureaucratic organization es to the people who are most petent 6 at playing the game according to the rules . This means that their negotiators may be expected to have both objectives and styles of working which are bureaucratic negotiator to fit into the budgetary provisions than the total sum of money involved . For stylized bureaucrats, precise statements are to be agreed at each step . Elegance and conformity are maintained as they go along the negotiating process. In anticipation of meeting with bureaucratic negotiators, the other party does well to select a team which has both the personality and experience to handle this manner of team will readily accept the system of approach we have advocated to negotiations。 for example, they will follow the procedural discipline of agreeing purpose, plan and pace, their behavior will be impeccable. But the attitude of looking together for joint advantage does not e easily to the systemsminded. They see two sides to represented by the negotiating parties, not one group of parties working towards agreement. Bureaucratic organizations thus tend to have distinctive objectives and to negotiate in the pattern ―to our advantage‖. 正式的文化傾向于有組織的等級制度，在地位和權(quán)力方面有主要影響。相比之下，非正式的文化更注重平等的組織，在地位和權(quán)利方面沒有太大影響。 當(dāng)一個來擁有非正式文化的談判人員遇到一個擁有更正式文化的同行時，很多重要的談判失敗了，因?yàn)槟切┪幕町愐呀?jīng)被搬到了談判桌上。擁有正式層次文化的商務(wù)談判人員可能被一個陌生的來自非正式社會環(huán)境的同行冒犯。另一方面，那些擁有非正式文化的談判者可能會覺得那些正式的同行沉悶、疏遠(yuǎn)、自負(fù)、或者傲慢。 非正式文化傾向于價值地位平等，正式文化重視價值和層次的差異，忽略這些目的就可能在談判中引 起一系列的問題。 如果都能意識到不同的商業(yè)談判行為都是不同價值觀的結(jié)果，而不是個人特性引起的，那么，這樣的誤會就可以避免。 非正式文化的國家有： 澳 大利亞 、美國、加拿大、新西蘭、丹麥、挪威、冰島。 正式文化的地區(qū)有：歐亞的大多數(shù)地區(qū)， 地中海地區(qū)和阿拉伯世界 ,拉丁美洲。 不同地區(qū)的人安排和利用時間的方式不同，在硬性時間社會，守時是重要的，計劃和議程都是固定的，并且商業(yè)會議很少會被打斷。軟性時間文化有著明顯的差別，人們很少嚴(yán)厲地強(qiáng)調(diào)守時從而好多事情都沒有在預(yù)定的期限內(nèi)完成。 7 沖突就 產(chǎn)生在一些硬性時間商人認(rèn)為那些軟性時間的客戶很懶，還沒有原則，與此同時，后者卻覺得前者過分受期限的限制是一種傲慢。 硬性時間文化的國家有： 北歐和日耳曼歐洲、北美、日本。 軟性時間文化的國家有： 澳大利亞 /新西蘭、俄國和大多數(shù)站歐洲、東南亞等國家和地區(qū)。 C. Relationshipfocused vs Dealfocused Cultures Dealfocused people are fundamentally taskoriented while relationshipfocused folks are more peopleoriented. Conflicts arise when dealfocused export marketers try to do business with prospects from relationshipfocused markets. Many relationshipfocused people find dealfocused types pushy, aggressive and offensively blunt. In return, dealfocused types often consider their relationshipfocused counterparts dilatory Many relationship vague and inscrutable. The vast majority of the world’s markets are relationshiporiented。 the Arab world and most of Africa, Latin America and the Asia/Pacific region where business people get things done through intricate works of personal contacts. They prefer to deal with friends and persons or groups who are well known to them and can be trusted. They are unfortable doing business with strangers, especially strangers who also happen to be foreigners. Likewise, relationshiporiented firms typically want to know their prospective business partners very well before talking business with them. In contrast, the dealfocused approach is mon in only a small part of the world. Strongly dealfocused cultures are found in northern Europe, North America, Australia and New Zealand, where people are relatively open to doing business with strangers. Moderately dealfocused cultured could be found in Great Britain, South Africa, Latin Europe, Central and Eastern Europe, Chile, southern Brazil, northern Mexico, and Singapore. This ―Great Divide ‖ between the world’s cultures affects the way of business conducted from the beginning to the end of any mercial relationship. For starters, the way the first approach is