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1 | Page Savin Gabriela Andreea Rosu Alexandra Grupa 930

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UNITED STATES INSTITUTE OF PEACE Jonathan M. Lourie Your non-U.S. lient !i"ht not have the sa!e ideas about ho# to ne"otiate #ith a U.S. business that $ou have. You need to help the lient learn about A!eri an ne"otiatin" st$les% and $ou need to learn a little &ro! the lient% too.

THE CONTEXT

The U.S. in the World: A Land of Freedom and O

ort!nit"

Americans believe that the U.S. is the most desireable country on earth and that everyone would like to live here if they could. Our forefathers came to this land to gain freedom and opportunity in a place where status and lineage would be much less important than talent, skill and motivation in determining their worth. There was and is a sense that resources are unlimited in the U.S. and that Americans can achieve almost anything they want. Americans feel that they are a favored people: that their economic and political systems are morally superior to those of other countries, and that they are good stewards of their abundant natural resources. The democratic U.S. government e ists to promote the common good and public welfare, initiating social and economic programs and changes that will benefit the entire system. Americans are willing to share their blessings with immigrants who work to become good citi!ens "enter the American melting pot#. They are suspicious of those who have $foreign% ways of doing things. U.S. negotiators have a distinctive style:

forceful explicit legalistic urgent results-oriented

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Although these traits inevitably vary according to personalities and circumstances, a recogni!ably pragmatic American style is always evident, shaped by powerful and enduring structural and cultural factors. &ulture significantly influences how U.S. negotiators use language and time. They tend to be blunt and legalistic while employing a conceptual vocabulary drawn from such diverse fields as labor relations, &hristian theology, and sport. They are uncomfortable with silence and ignore body language. They enter a negotiation with their own timeframe and usually press for an early agreement, especially if the issue at stake has political significance at home. The Im a#t of Str!#t!ral Fa#tor$ 'umerous structural factors help to mold a nation(s negotiating style, including geography and geopolitics, governmental structures, economic indicators, demographic makeup, and legal and educational systems. )n the case of the United States, the two most powerful structural influences are its status as the world(s only superpower and its political system. The Im a#t of C!lt!re The cultural conte t from which U.S. negotiators emerge and within which they plan and conduct negotiations has a significant influence on their behavior. This influence does not operate independently of structural factors, and it varies considerably from individual to individual and negotiation to negotiation* thus, it is virtually impossible to trace or measure precisely. +ut, agreed the workshop participants, it is nonetheless recogni!able and often potent. ,ost importantly, culture helps to shape a negotiator(s sense of the negotiating process, conceptual vocabulary, use of language, attitude toward time, favored channels of communication, and use of the media.

Con#e t!al %o#a&!lar" As noted, Americans draw on the le icons of both the business and the scientific worlds to describe the negotiating process. Three other areas of human activity also supply U.S. negotiators with ideas and terms that shape not only their descriptions but also their conceptions of conflict and negotiation. U$e of Lan'!a'e The fact that -nglish is the primary language in the international arena is of great benefit to the United States, whose representatives can trust in their mastery of their native tongue to convey e actly what they mean to say. Although deliberate ambiguity is occasionally employed by American negotiators, they generally prefer to make their position unambiguously clear to their interlocutors. As one would e pect given the linguistic and conceptual influences identified

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above, they are e plicit, precise, legalistic, forceful, even blunt. The United States( counterparts are rarely in any doubt about what the United States is proposing.

U$e of Time )nterested not in building relationships but in achieving results, Americans enter negotiations eager to press ahead with the business at hand and to reach agreement in the shortest time possible. They try to condition their counterparts.even representatives from relationship/ oriented nations that prefer to establish a relationship before conducting business.to accept the need for haste or to recogni!e that the time is unusually propitious for fruitful dialogue. )n short, American negotiators define a window of opportunity and then seek to push their counterparts through it. Pre$$!re Ta#ti#$ +oth structural and cultural factors influence the way in which Americans apply pressure to their negotiating counterparts. Structurally, the United States( status as the preeminent international power gives it an unparalleled ability to push counterparts toward agreement.

(elation$hi $: E$ta&li$hin' Tr!$t )itho!t *ettin' Friendl". 0hile many countries believe it is crucial to become well ac1uainted with the negotiators from the other countries they will be dealing with before 2getting down to business,2 the American negotiator has little interest in 2getting to know2 the foreign negotiators personally. They often consider such 2social2 behavior 2a waste of time2 and at best a distraction from the real work of the negotiation / reaching an agreement or signing a contract. They focus instead on substantive issues and tasks. A!thorit" and the Unim ortan#e of (an+: All ,en Are Created E-!al Americans have an aversion to treating people of high positions in a deferential manner and conversely, of being condescending to those in lower positions. Americans are aware of social differences, but ignore them in their daily interactions. 0hat American negotiators see as elitism, favoritism, nepotism and in3ustice may be viewed differently, however, by other negotiators who come from cultures that value differences in rank and status more than e1uality. These negotiators e pect to rely on authority, to honor past debts and ac1uire new allies, and to follow orders from their superiors. Their values do not predispose them to the legal procedures or the democratic behaviors favored by the U.S. negotiators. (oom for Inde endent Ne'otiation$: .ein' in Char'e

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The U.S. negotiators4 beliefs in the values of individual control, personal independence and pragmatism combine to promote risk taking. They are willing, even eager to take responsibility for new ideas and initiatives in negotiations.

E$ta&li$hin' and Controllin' the A'enda 5recise scheduling of a negotiation, punctuality and deadlines are very important in a culture like the U.S. in which time is considered precious. 'egotiators from other cultures may have a different view of time and temporal focus than the Americans. They may believe that time is plentiful and that activities and relationships should take precedence over schedules. Americans focus on the near future, the problem to be solved or the goal to be achieved. Stallin' 6rom the American view point, communications that are not as direct and open as theirs "more high conte t# are dishonest and insincere. 5eople using a high conte t style of communication do not give 2straight answers2 and 2lay their cards on the table.2 They are assumed to be making e cuses, playing games, stalling, and not really meaning what they say. As a result of their indirect style of communication, they may lose the confidence and trust of the more outspoken Americans. The low conte t style of communication is used by U.S. international negotiators who are more interested in problem solving than in face/saving.

End *ame and Time Pre$$!re$ 'egotiations are never held for their own sake in the U.S. They are always a means to an end. )n international meetings, when that end has been accomplished or when the American government no longer believes that the negotiations are productive, they are stopped. The main mechanism for structuring the scheduling and conclusion of negotiations is the use of deadlines. The ortrait of the Ameri#an ne'otiator is comple . This volume argues that four distinctive mind/sets or professional perspectives have combined to shape U.S. negotiating behavior:

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a businessperson(s pragmatism and interest in securing concrete results from a negotiation*

a lawyer(s concern with careful preparation, precision, and binding commitments* a superpower(s inclination to dictate terms, adopt take/it/or/leave/it attitudes, and fle its muscle in pursuit of national interests*

a morali!er(s sense of mission, self/worth, and inclination to sermoni!e.

The Peo le Throughout most of its history, the United States has had influ es of immigration. The ethnic mi is 789 white "generally of -uropean descent, but also from the ,iddle -ast and :atin America#, ;<9 African/American, 89 Asian and about ;9 'ative American. Today the biggest immigrant groups are from :atin countries. ,eetin' and *reetin' American greetings are generally 1uite informal. This is not intended to show lack of respect, but rather a manifestation of the American belief that everyone is e1ual. Although it is e pected in business situations, some Americans do not shake hands at social events. )nstead, they may greet you with a casual 2=ello2 or 2=ow are you>2 or even 3ust 2=i.2 )n larger groups, many may not greet you at all. )n social situations, Americans rarely shake hands upon leaving. The only proper answers to the greetings 2=ow do you do>2 2=ow are you>2 or 2=ow are you doing>2 are 26ine,2 2?reat,2 or 2@ery well, thank you.2 This is not a re1uest for information about your well/being* it is simply a pleasantry.2See you later2 is 3ust an e pression. 5eople say this even if they never plan to see you again. 0hen saying good/bye, Americans may say 20e4ll have to get together2 or 2:et4s do lunch.2 This is simply a friendly gesture. Unless your American colleague specifies a time and date, don4t e pect an invitation. )f you want to have lunch, you should take the initiative to schedule it.

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Stand while being introduced. Only the elderly, the ill and physically unable persons remain seated while greeting or being introduced. )t is good to include some information about a person you are introducing. - ample: 2Susan Olson, )4d like you to meet Aohn =armon. =e designed the brochure we are using for this campaign.2 Use professional titles when you are introducing people to each other. - ample: 2Audge Susan Olson, meet Br. Aohn =armon.2 )f you are introducing yourself, do not use your professional title.=andshakes are usually brief. :ight handshakes are considered distasteful. Use a firm grip. -ye contact is important when shaking someone(s hand. .od" Lan'!a'e Ceep your distance when conversing. )f an American feels you are standing too close, he or she may step back without even thinking about it. 5eople who like to touch really like touching, and people who do not like to touch really dislike being touched. Dou will need to watch your colleagues for clues on what they are comfortable with.Americans are generally uncomfortable with same/se touching, especially between males.=olding the middle finger up by itself is considered insulting and vulgar. Americans smile a great deal, even at strangers. They like to have their smiles returned.,en and women will sit with legs crossed at the ankles or knees, or one ankle crossed on the knee.Some Americans are known as 2back slappers2 // they give others a light slap on the back to show friendship. Cor orate C!lt!re )n a country that prides itself on its individualism, companies are organi!ed and structured with many different styles depending on the industry, the company4s history and its current leaders. )n the United States, business relationships are formed between companies rather than between people. Americans do business where they get the best deal and the best service. )t is not important to develop a personal relationship in order to establish a long and successful business relationship.

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Americans view the business card as a source of future information and tend to e change cards casually. There is no set ritual for e changing business cards.Americans prefer directness in communication. 0hen Americans say 2yes2 or 2no,2 they mean precisely that. 2,aybe2 really does mean 2it might happen2* it does not mean 2no.2 )t is always proper to ask 1uestions if you do not understand something. Americans ask 1uestions // lots of them. They are not ashamed to admit what they do know. Americans will assume you understand something if you do not tell them otherwise. Americans are often uncomfortable with silence. Silence is avoided in social or business meetings. )t is rude to interrupt someone who is talking. Say, 2- cuse me2 during a pause and wait to be recogni!ed. )nterruptions, however, are common. Bo not be surprised if someone finishes your sentence if you hesitate when you are speaking.Americans put a great deal of value on the written word. American law almost always re1uires contracts to be written out. @erbal contracts are rarely legally binding. ,ake sure you read the fine print. Bo not enter into any contract without hiring a lawyer. 'o savvy American businessperson would dream of signing a contract before consulting a lawyer.)t is very important in written communication to spell names correctly and have correct titles. )f you are unsure of these, call the person4s assistant to get the correct spelling and title.Ceep appointments once they are made. Dou may not get a second chance if you do not. 0hen you are doing business in the United States, you must be on time. Americans view someone being late as rude, showing a lack of respect and having sloppy, undisciplined personal habits.+eing 2on time2 in business situations generally means being about five minutes early. 6ive minutes late is acceptable with a brief apology. Ten to fifteen minutes late re1uires a phone call to warn of the delay and to apologi!e. )t is very important to meet deadlines. )f you tell someone that you will have a report to them by a certain date, or that you will fa something to them immediately, they will take you at your word. 5eople who miss deadlines are viewed as irresponsible and undependable.,eetings are generally informal and rela ed in manner, but serious in content. Often an agenda will be distributed before a meeting, so the participants will be prepared to discuss certain topics. A

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successful meeting is short and to the point. +e prepared to begin business immediately, with little or no prior small talk. 5articipation is e pected in meetings. A 1uiet person may be viewed as not prepared or as having nothing important to contribute.,eetings often end with a summary and an action plan for the participants to e ecute. A meeting is only considered successful if something concrete is decided.Americans appreciate and are impressed by numbers. Using statistics to support your opinions will help you be persuasive. ?enerally, there is one negotiation leader who has the authority to make decisions. Team negotiations are rare. Americans may begin negotiations with unacceptable conditions or demands. They are usually taking a starting position that gives them room to bargain.The goal of most negotiations in the United States is to arrive at a signed contract. :ong/term relationships and benefits may not be the main ob3ective. The immediate deal may be the only important issue. 'egotiations may seem rushed to you. Eemember that 2time is money2 to Americans and that they may not think that building a relationship with potential business partners is necessary. Americans are very comfortable picking up the telephone and immediately conducting business with someone they have never met and perhaps never will meet. Dinin' and Entertainment Americans conduct business over breakfast, lunch and dinner. Some sociali!ing may start off the meal, but often the conversation will revolve around business.)n a business setting the person e tending the invitation to a meal pays for it.The fork is held in the left hand, tines facing down. The knife is held in the right hand. After cutting the food, the knife is laid down and the fork is switched to the right hand to eat the cut food. &ontinental style "where the fork stays in the left hand to eat the cut food# is perfectly acceptable. The guest of honor is often toasted and should reciprocate by giving a toast of thanks.Dour napkin should be placed on your lap shortly after you are seated and kept on your lap at all times during the meal. Bo not tuck your napkin under your chin.Eaise your hand or inde finger and make eye contact to signal a server.Binner at an American home may be fairly informal.Bo not be late for a dinner party. Arrive within F to ;F minutes after the time on the

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invitation. 'ever arrive before the time you were invited. )f you are going to be more than ;F minutes late, phone your hosts and apologi!e. 'ever begin eating until everyone is served and your hosts have begun. Offer food or drink to others before helping yourself. Serve all women at the table first.)f offered a second helping of food, feel free to take what you like. Americans like people to eat a lot.0hen you are invited to an event, it is very important to call or drop a note letting the host know if you will attend. That said, Americans are notorious for not responding to invitations.Bo not be afraid of hurting someone4s feelings by responding 2no2 to an invitation. 5eople will be offended if you say you will attend and then do not come.)f an invitation reads 2G:HH p.m. to 7:HH p.m.,2 leave very close to the ending time stated. Americans tend to eat more 1uickly than people from other countries. Bining in the United States is seldom the long, lingering event it is in much of the world. The point is more often to eat rather than sociali!e and savor the meal. Dre$$ The appropriate clothing for business varies widely. 5roper dress depends on the region of the country, a person4s company, his or her position within it and the industry in which he or she works. The best approach is to be conservative until you have had a chance to observe what others wear in an office. Dou can always get more casual after you get a sense of how people dress. Dou cannot lose, however, if you begin with a very professional attire and manner. Men: socks should match your suit. 'o leg should show between pant hem and shoe. Eemove your hat when indoors.Women: do not overdress for daytime or wear flashy or noisy 3ewelry. American women do not wear a lot of makeup to the office. :ow/cut blouses, short skirts and tight clothing are not appropriate office attire. *ift$ Americans do not have as many customs and taboos concerning gifts as many other cultures have.?ifts from your country will always be appreciated. ?ood choices are local and regional arts and crafts, books, candies, specialty foods and wine or spirits "if you are certain that

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the recipient drinks#.)f you are invited to someone4s home for dinner or a party, bring flowers, a potted plant, a fruit basket, candy, wine, a book or a small household gift. ,any companies have policies that discourage their employees from giving or receiving gifts. ,ost government employees are not allowed to accept gifts. Bo not be offended if someone cannot accept a gift.&ash gifts are never appropriate.

Hel f!l Hint$ )t is considered rude to stare, ask 1uestions or otherwise bring attention to someone4s disability.Smoking is very unpopular in the United States. Eestaurants have separate smoking and nonsmoking sections. 5ublic and private buildings may ban smoking e cept in designated areas. Some people do not allow smoking in their homes and will ask you to go outside if you want to have a cigarette. 'ever smoke anywhere without asking permission from everyone present. 'ames are not held as sacred in the United States. Someone may mispronounce your name and laugh a bit as they do it. Or someone may 3ust call you by your given name if your family name is too difficult to pronounce.There are several common names and nicknames that are used by both men and women. &all the person4s assistant to ask if you are unsure of his or her gender.25lease2 and 2thank you2 are very important in the United States. Say 2please2 and 2thank you2 to everyone for even the smallest kindness. Americans say them regardless of rank or how much they are paying for something, and they e pect others to do the same. Say 25ardon me2 or 2- cuse me2 if you touch someone or even get close to someone. Americans also say this if they snee!e or cough or do not understand something someone has said.Americans often share things in casual conversation, even with strangers, that may seem shockingly private.Social conversation in the United States is light. There is a standard format for small talk. 5eople ask brief 1uestions and e pect brief answers. Americans become uncomfortable when one person talks for any length of time in a social situation.)f you feel

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uncomfortable with a 1uestion asked of you, simply smile and say, 2)n my country, that would be a strange 1uestion.2 Ameri#an Women 0omen are leaders in all aspects of American life from business to education to government. 'ever assume that a working woman is in a subordinate position.American women are independent. They will not appreciate any 2special help2 offered because of their gender. Bo not assume that a woman needs more time or more help than a man doing the same 3ob. American women pride themselves on the number of responsibilities they take on. Bo not assume that a working woman is no longer the primary caretaker of her family and children.0hen addressing a woman, use the title 2,s.2 unless you know that she prefers 2,rs.2 or 2,iss.2,any women keep their maiden names after marriage. Some use both their maiden and married names.0hen going to dinner or lunch, the person who invites pays, whether it is a man or a woman.Bo not touch a woman in a business setting e cept to shake her hand. =ugging and kissing, even of people you know very well, is best left for social occasions. At the heart of American negotiating behavior, ironically, lies a deep ambivalence about negotiation itself. On the one hand, businesslike and legalistic impulses combine to make American officials inclined to sit down and solve problems, reach deals, and negotiate with the confidence that both sides can reap concrete and mutual benefits from an agreement. On the other hand, moralistic and hegemonic impulses make U.S. officials reluctant to negotiate with foreigners, especially those whose beliefs and behavior go against American mores or values. )ndeed, they may be skeptical of the need for give/and/take and compromising given America(s substantial economic, political, and military resources. The relative weight of these four mind/ sets varies from negotiation to negotiation and administration to administration. Det this 1uartet of impulses transcends political ideology and personal predilection. )n short, sometimes one or another tendency predominates* more often, they coe ist. The result is a negotiating style that is highly professional but also pushy, informal but also urgent, cordial but also blunt, calculating but also given to sermoni!ing.

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