Page 248 - DMGT547_INTERNATIONAL_MARKETING

Unit 14: Global E-Marketing and EDI

3. Values Notes
4. Thinking and decision-making processes
The order is important; the problems lower on the list are more serious because they are more
subtle. For example, two negotiators would notice immediately if one were speaking Japanese
and the other German. The solution to the problem may be as simple as hiring an interpreter or
talking in a common third language, or it may be as difficult as learning a language. Regardless
of the solution, the problem is obvious. Cultural differences in non-verbal behaviours, on the
other hand, are almost always hidden below our awareness. That is to say, in a face-to-face
negotiation participants non-verbally—and more subtly give off and take in a great deal of
information. Some experts argue that this information is more important than verbal
information. Almost all this signalling goes on below our levels of consciousness. When the
non-verbal signals from foreign partners are different, negotiators are most apt to misinterpret
them without even being conscious of the mistake. For example, when a French client consistently
interrupts, Americans tend to feel uncomfortable without noticing exactly why. In this manner,
interpersonal friction often colours business relationships, goes undetected, and, consequently,
goes uncorrected. We discuss these differences here, starting with language and non-verbal
behaviours.

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Caution Differences in values and thinking and decision-making processes are hidden
even deeper and therefore are even harder to cure

14.3.1 Differences in Language and Non-verbal Behaviours

Americans are clearly near the bottom of the languages skills list, although Australians assert
that Australians are even worse. It should be added; however, that American under-grads recently
have begun to see the light and are flocking to language classes and study abroad programs.
Unfortunately, foreign language teaching resources in the United States are inadequate to satisfy
the increasing demand. In contrast, the Czechs are now throwing away a hard-earned competitive
advantage: Young Czechs will not take Russian anymore. It is easy to understand why, but the
result will be a generation of Czechs who cannot leverage their geographic advantage because
they will not be able to speak to their neighbours to the east.

Did u know? The American office environment is informal, and there is no apparent
hierarchy between managers and their subordinates. Employees are treated as equals and
independent views are welcomed.

The language advantages of the Japanese executive in the description of the aisatsu that opened
the chapter were quite clear. However, the most common complaint heard from American
managers regards foreign clients and partners breaking into side conversations in their native
languages. At best, it is seen as impolite, and quite often American negotiators are likely to
attribute something sinister to the content of the foreign talk—”They’re plotting or telling
secrets.”

14.3.2 Differences in Values

Values such as – objectivity, competitiveness and equality – are held strongly and deeply by
most Americans seem to frequently cause misunderstandings and bad feelings in international
business negotiations.

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