【正文】 ionship or connection. Having an introduction or referral is helpful but not essential. Let’s take the united states as an example. Perhaps because they are raised in a highly mobile immigrant society, most Americans are open to discussing business possibilities with people they don’t know. Each year Americans buy over $300 billion dollars worth of goods and services from total strangers, and half of it is businesstobusiness selling. In relationshipfocused cultures, firms do not do business with strangers. The proper way to approach someone who isn’t yet known is to arrange for the right person or organization to make an introduction. A third party introduction bridges the relationship gap between one and the person or pany one wants to talk to. The ideal introducer is a highstatus person or organization known to both parties. Embassy officials tend to be accorded high status in relationshiporiented cultured, and of course it is part of their job to promote exports. Chambers of merce and trade associations are other potential customer or partner, whether via a trade show, a trade mission or a thirdparty introduction. 正式的文化傾向于有組織的等級(jí)制度，在地位和權(quán)力方面有主要影響。 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。 they will go to the limits of morality。s culture, and try to make him be accepted 。 硬性時(shí)間文化的國(guó)家有： 北歐和日耳曼歐洲、北美、日本。 沖突就產(chǎn)生在一些硬性時(shí)間商人認(rèn)為那些軟性時(shí)間的客戶很懶，還沒(méi)有原則，與此同時(shí)，后者卻覺(jué)得前者過(guò)分受期限的限 制是一種傲慢。 硬性時(shí)間文化的國(guó)家有： 北歐和日耳曼歐洲、北美、日本。 軟性時(shí)間文化的國(guó)家有： 澳大利亞 /新西蘭、俄國(guó)和大多數(shù)站歐洲、東南亞等國(guó)家和地區(qū)。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(méi)有太大影響。 沖突就 產(chǎn)生在一些硬性時(shí)間商人認(rèn)為那些軟性時(shí)間的客戶很懶，還沒(méi)有原則，與此同時(shí)，后者卻覺(jué)得前者過(guò)分受期限的限制是一種傲慢。 不同地區(qū)的人安排和利用時(shí)間的方式不同，在硬性時(shí)間社會(huì)，守時(shí)是重要的，計(jì)劃和議程都是固定的，并且商業(yè)會(huì)議很少會(huì)被打斷。 非正式文化的國(guó)家有： 澳 大利亞 、美國(guó)、加拿大、新西蘭、丹麥、挪威、冰島。 如果都能意識(shí)到不同的商業(yè)談判行為都是不同價(jià)值觀的結(jié)果，而不是個(gè)人特性引起的，那么，這樣的誤會(huì)就可以避免。 非正式文化傾向于價(jià)值地位平等，正式文化重視價(jià)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(wèn)題。 如果都能意識(shí)到不同的商業(yè)談判行為都是不同價(jià)值觀的結(jié)果，而不是個(gè)人特性引起的，那么，這樣的誤會(huì)就可以避免。 非正式文化傾向于價(jià)值地位平等，正式文化重視價(jià)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(wèn)題。另一方面，那些擁有非正式文化的談判者可能會(huì)覺(jué)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(jià)值地位平等，正式文化重視價(jià)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(wèn)題。 如果都能意識(shí)到不同的商業(yè)談判行為都是不同價(jià)值觀的結(jié)果，而不是個(gè)人特性引起的，那么，這樣的誤會(huì)就可以避免。 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。軟性時(shí)間文化有著明顯的差別，人們很少?lài)?yán)厲地強(qiáng)調(diào)守時(shí)從而好多事情都沒(méi)有在預(yù)定的期限內(nèi)完成。 當(dāng)一個(gè)來(lái)?yè)碛蟹钦轿幕恼勁腥藛T遇到一個(gè)擁有更正式文化的同行時(shí)，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。 D. Formal vs Informal Business Cultures Formal cultures tend to be organized with hierarchies which reflect major differences in status and power. In contrast, informal cultures value more egalitarian organizations with smaller differences in status and power. Many promising international deals have fallen through when a negotiator from an informal culture confronts counterparts from more formal cultures because these contrasting values conflict at the conference table. Business people from formal, hierarchical cultures may be offended by the breezy familiarity of counterparts from informal, relatively egalitarian societies. On the other hand those from informal culture may see their formal counterparts as stuffy, distant, pompous or arrogant. Informal cultures are supposed to value status equality, formal cultures value hierarchies and status differences. Ignorance of this distinction can cause serious problems across the bargaining table. Such misunderstandings can be avoided if both sides are aware that differing business behaviors are the result of differing cultural values rather than individual idiosyncracies Informal culture: Australia, USA, Canada, New Zealand, Denmark, Norway, Iceland. Formal culture: Most of Europe and Asia, the Mediterranean Region and the Arab World, Latin America. E. Rigid –time vs Fluidtime Cultures People look at time and scheduling differently in different parts of the world. In rigidtime societies, punctuality is critical, schedules are set in stone, agendas are fixed and business 10 meetings are rarely interrupted. In direct contrast are fluidtime culture. People has less emphasis on st