Global Negotiation [1 of 2]

Three countries, Process, strategy and management; vis-à-vis negotiation

   Among the distinctions for global negotiations, versus domestic negotiations, is finding it more necessary within the homework and research to create metrics to measure. One is dealing with a quintessential expression of that which is foreign. Given the depth and breadth of subtleties that can fall through the cracks, such a journaling has the ability to flag many minor details that might otherwise go unnoticed.
   Like a good business plan, ones preparation (with an eye toward process generally, and strategy and management in particular) is not only intended to be thorough, but organic as well. A good indication of this will be to notice adjustments, usually by increment, of short-term and long-term expectations and goals.
   One of the best strategies, among the subtlest yet universal, are the 6 fundamental facial expressions based on Paul Ekman’s work (Gladwell, 2005). Paul Ekman, along with his student Silvan Tomkins, studied and developed the “tell” on facial expressions to a depth of tens of thousands of subtleties. To the degree to which one has embraced this information, to that degree one may feel confident cutting through what is already a fog.
   Ultimately, managing an international negotiation toward success comes down to preparation; especially including preplanning and practice.

Italy

   While stating what is really slightly larger than the state of Arizona may give some rudimentary insight, please bear in mind several other considerations to contextualize this better. One is that Italy is slender in its total real estate, and of a relatively vertical orientation. As one may well be reminded this affords a significant range of climate and setting; from the balmy and sunny Mediterranean in the south to the Alps in the north. Another noteworthy reminder is that prior to the world wars, Italy was made of many kingdoms. This is indicative as to why most aspects of life developed so localized over the preceding centuries. This reminder is because there actually is a range of temperament and disposition one will find when negotiating, depending on how far north or south one is on that axis. From south to north, one may expect the more pronounced Italian expression; i.e., more passion, a closer physical proximity, expression, gesticulation, social guardedness, family over business, etc.
   One's process may emulate negotiations in the US more nearly than on other continents. Once strategy, however, will necessarily have to include an elevated sense of that which constitutes business in Italy generally. Aside from the aforementioned homework, management of this process and especially pre-considered strategies will notably include determining numerous subtleties. A few such notables include who the decision-maker is (always the head of household in a family business), adjusting eye contact to be more constant, elevating honor and respect (this includes dressing better here than probably anywhere else on the planet for purposes of business), being thoroughly familiar with various customs distinctions (business card handling, etc.), and more. (Anonymous, 2008) (“Executive Planet“, 2010)

Indonesia

    A few contextualizing thoughts about Indonesia might also serve well to start with its relative size. Indonesia is wider than the United States. It is the world's largest archipelago, with over 17,000 islands. Primarily tribes that came down from the Himalayas in the West, and aborigines who traveled north from Australia in the East originally populated Indonesia. Although over the centuries, as the people's island hopping unfolded, a nice blur of mixed peoples occurred in the middle, graphic and notable distinctions nonetheless developed on given islands, and within regions of islands.
   Ostensibly, the only Buddhist Island left is Bali. There are sections of islands to regions of islands that are Christian. That said this is the largest Muslim populated country in the world.
   A perennial victim of invasions, all previous would-be colonizers have left their mark, but only the Dutch (who leveraged an unfair advantage in the technology of violence) subjugated the population. This is all to acknowledge that nothing has ever been emphatically successful in tying together all these islands as well as any governing body would hope. Consequently, Indonesia (the fourth largest country on the planet) may never become a powerhouse of business.
   One cultural and business expression, in particular, makes this poignantly clear; it is called “rubber time”. If an Indonesian and I have an appointment for 11 o'clock in the morning at my office and the Indonesian appears at 2:30 in the afternoon, that is supposed to be okay, that is rubber time. Rubber time is an excusable reason; the thought is that nothing is so important as to stress, and things certainly do happen, so just relax.
   All previously suggested considerations toward process, as regards preparing, certainly apply. Among other significant reminders, with an eye towards strategy and management, must include “face”. An Indonesian will look you in the eye with a smile on their face and lie to you, rather than state anything negative, or negatively. Very much the Asian culture, grounded in the value of family/village family, this behavior has its roots in constructs of honor, respect and harmony. Pay particular attention to hidden meanings and body language (this latter necessitates being familiar with differences in body language meanings). Other (and there are many) behavioral details to be sensitive to and assimilate include averting one's gaze a little more than one would in the US. Extraneous details include engaging your local contact in supporting your purchase of appropriate batik shirts; to be properly dressed (an intermediary is highly advised for Indonesian dealings anyway). There is much ritual to know.

USA

   Knowing that this is being written within and for a predominantly American audience there is little to point out that would constitute being notable. Nonetheless, there are a few things worthy of reminding.
   One such consideration: welcome to the melting pot. The tenor of life in New England, the Deep South and California, just to name a few distinctive sections, constitutes separate cultures entirely. Implications for business, and negotiations specifically, include pace, tone, inflection, seriousness and the like, and even (unfortunately) considerations of race and gender.
   Clocking in at the top of Hofstede’s individualism index, one may find an ability to do business with whoever is representing a given authority.
   Being a nation of such highly developed laws the contract becomes paramount.
   Euphemistically, its own citizens have referred to it as the United States of the Almighty Dollar; the numbers will matter here more than most anywhere else.
   For those outside the United States reading this, it may prove useful to point out that not only is the United States spoken English different from the UK version, or elsewhere, from location to location within the United States itself it is spoken differently.
   Customs, sharing, bargaining, formalities … everything that would contribute to process, strategy and management will be different from region to region and from corporate culture to corporate culture.
   Consequently, here is a country where even its own citizens may find it useful to engage a local intermediary for the purposes of negotiation.