【正文】 and to know the issues well.(b). Prioritize what is most important—your needs—and separate these points from those that are less important—your wants. This will allow you to focus on what is most important to you on the agenda.(c). Consult recent history. What worked in the past for you or others in your pany in specific negotiating circumstances may just work again.(d). Develop a profile of your negotiating opponents. (e). Are they taskdriven or relationshipdriven?(f). How do they process information? Are they from a highcontext or lowcontext culture? What are the important issues in their culture?(g). What role does the concept of “face” play in your counterpart’s culture?(h). What are their time horizons?(i). Is their munication style direct or indirect?(j). Are they zero sum thinkers or is a winwin strategy possible?(k). Is a formal agreement expected or mor an agreement in principle?(l). Know their decisionmaking process. Is it by consensus? Or is it individualistic? How riskadverse is their culture?(m). Develop an idea of the personal style of your main negotiating counterparts. Are they aggressive? Passive ? Ego driven ? Do they rely on intimidation? Stubborn, arrogant? Into brinkmanship? Is the individual petitive or cooperative? Talk with your team about what traits they observe.Every negotiating team must enter with a clear goal of what they want out of the negotiations and a strategy for obtaining it. Understand the nature of agreements in the country, the significance of gestures, and negotiating etiquette. (a). Because of the difficulties of crosscultural munication it is essential that you present your arguments in a clear and unplicated manner. Use simple language.(b). Prepare a list of potential positions the other side may take. This type of rehersal will ensure that you won’t be surprised and that you will have an alternate strategy for most possibilities.(c). Be prepared to take advantage of your position if you are the buyer or investor. Conversely, recognize the relative strength of a selling position.(d). Persuade, don’t debate. A debate will not move you closer to your goals. Persuading the other side will.(e). Allow the other side to make the first move. This way you can judge the level of the aspirations of the other side. If you open frist you may end up giving mor away than necessary.(f). Be prepared to walk away from a deal. Often, no deal is better than a bad deal. . Cultivation of crosscultural awarenessNegotiating in the international environment is a huge challenge for any negotiator. How do we cope with the cultural differences? What approach is more efficient and proper when dealing with Chinese, Americans or Germans? There are some very helpful guidelines we can apply:. Learn the other side’s cultureIt is very important to know the monest basic ponents of our counterpart’s culture. It’s a sign of respect and a way to build trust and credibility as well as advantage that can help us to choose the right strategies and tactics during the negotiation. Of course, it’s impossible to learn another culture in detail when we learn at short notice that a foreign delegation is visiting in two weeks’ time. The best we can do is to try to identify principal influences that foreign culture may have on making the deal.. Don’t stereotypeMaking assumptions can create distrust and barriers that expose both your and the other side’s needs, positions and goals. The way we view other people tends to be reserved and cautious. We usually expect people to take advantages of a situation, and during the negotiations the other side probably thinks the same way, especially when there is a lack of trust between counterparts. In stead of generalising, we should make an effort to treat everyone as individuals. Find the other side’s values and beliefs independently of values and beliefs characteristic of the culture or group being represented by your counterpart.. Find ways to bridge the culture gapApart from adopting the other side’s culture to adjust to the situation and environment, we can also try to persuade the other side to use elements of our own culture. In some situations it is also possible to use a bination of both cultures, for example, regarding joint venture businesses. Another possible solution is to adopt a third culture, which can be a strong base for personal relationships. When there is a difficulty in finding mon ground, focusing on mon professional cultures may be the initiation of business relations.. Tradeoff strategyDo you feel that someone is continually taking advantage of you? Do you seem to have to fight your corner aggressively, or ally with others, to win the resources you need? Or do you struggle to get what you want from people whose help you need, but over whom you have little direct authority? If so, you may need to brush up your winwin negotiation skills. The purpose of negotiation is to resolve situations where what you want conflicts with what someone else wants. The aim of winwin negotiation is to find a solution that is acceptable to both parties, and leaves all involved feeling that they39。 to know who the decision makers are。t always pay attention to it. If a Western is in front of you in a bank, you pass the one meter line and close to him or her, you may cause a misunderstanding, you will be said to invade his personal space. Time orientationTime orientation refers to some cultures preference for a longterm or a shortterm outlook on life and work (Rouses, 2002). Some cultures are much more futureoriented than others. For example, Hong Kong, Japan and Taiwan have a future orientation. At the other end of the continuum we find those such as Pakistan and some West African cultures where the focus is more present and pastoriented than oriented towards the future. These cultures tend to have a great respect for tadition. Canada, Germany, and the United States are in