The principle of establishing business relationships with children What does this mean? Let us turn to S. T. Shatsky (from whom I borrowed this concept); to explain the essence of business relationships in the lesson “...The fact is that pedagogical issues are very different from ordinary human

The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, resolving organizational issues and registration necessary materials- documents, drawings, tables, diagrams, samples of offered products, etc. The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.

Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.

Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.

Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.

Credibility. Fake information weakens the strength of argumentation and also adversely affects reputation.

Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.

Adoption. Try to accept the other side and be open to learning something new from your partner.

The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent’s point of view. Asking the right questions helps you make the decision you want. There are the following types of questions. Information questions are designed to collect information that is necessary to form an idea about something.

Tests questions are important to use during any conversation to find out whether your partner understands you. Examples of control questions: “What do you think about this?”, “Do you think the same as me?” Directing questions are necessary when you do not want to allow the interlocutor to force you into an undesirable direction of the conversation. With the help of such questions, you can take control of the negotiations and direct them in the direction you want.

Provocative questions allow you to establish what your partner really wants and whether he understands the situation correctly. To provoke means to challenge, to incite. These questions can start like this: “Are you sure that you can...?”, “Do you really think that...?”

Alternative questions present the interlocutor with a choice. The number of options, however, should not exceed three. Such questions require a quick answer. Moreover, the word “or” is most often the main component of the question: “Which discussion period suits you best - Monday, Wednesday or Thursday?”

Confirming Questions are asked to reach mutual understanding. If your partner agreed with you five times, then he will also give a positive answer to the decisive sixth question. Examples: “Are you of the same opinion as...?”, “Surely you are glad that...?”

Counter questions are aimed at gradually narrowing the conversation and leading the negotiating partner to a final decision. It is considered impolite to answer a question with a question, but counter-questioning is a skillful psychological technique that, when used correctly, can provide significant benefits.

Introductory questions are intended to elicit the interlocutor's opinion on the issue under consideration. This open questions, requiring a detailed answer. For example: “What effect are you hoping for when making this decision?”

Questions for orientation are asked to determine whether your partner continues to adhere to previously expressed opinions. For example: “What is your opinion on this point?”, “What conclusions did you come to?”

Single pole questions - involve the interlocutor repeating your question as a sign that he understands what is being said. At the same time, you make sure that the question is understood correctly, and the answerer gets time to think about the answer.

Questions, opening negotiations, are very important for effective and engaged discussion. Negotiating partners immediately develop a state of positive expectation. For example: “If I offer you a way to quickly solve a problem without risking anything, will you be interested?”

Concluding questions are aimed at a speedy positive conclusion of the negotiations. In this case, it is best to first ask one or two confirming questions, accompanied by a friendly smile: “Was I able to convince you of the benefits of this offer?”, “Are you convinced how simply everything is solved?” And then, without an additional transition, you can ask a question concluding the negotiations: “Which time of implementation of this proposal suits you better - May or June?”

Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.

Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

Listening skills. Listen carefully and with concentration. Don't interrupt the speaker.

Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.

A negative outcome of a business conversation or negotiation is not a reason for harshness or coldness at the end of the negotiation process. The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties.

A woman enjoys much more freedom in choosing the style of clothing and fabric than a man. The basic rule that should be followed when choosing clothes is to match the time and situation. Therefore, it is not customary to come to work at the office in luxurious dresses. For such occasions, an elegant dress, suit or dress-suit is suitable.

Although they say that they see you off based on their mind, they accept you based on their clothes - the same principles apply when a person comes to see you. And clothing is one of the most important conditions for how good a person’s opinion is of you. Rockefeller started his business by buying himself an expensive suit with his last money and becoming a member of the golf club. I think there is no point in saying that clothes should be neat, cleaned and ironed. But here are some tips on how and when to dress.

Men can wear any suits that are not bright colors.

In a formal setting, the jacket should be buttoned. In a buttoned jacket they enter an office, a friend’s house, a restaurant, auditorium theater, sit on the podium or give a report, but you should know that the bottom button of the jacket is never buttoned. You can unbutton your jacket buttons at lunch, dinner, or while sitting in a chair.

Color men's socks should in any case be darker than the suit, which creates a transition from the color of the suit to the color of the shoes. Patent leather shoes should only be worn with a tuxedo.

A classic “English” jacket (with two vents at the back) is preferable. Unlike the “European” (without slots) and “American” (with one slot), it allows its owner not only to stand elegantly, but also to sit elegantly;

trousers should be of such length that they fall slightly on the front of the shoe and reach the beginning of the heel at the back.

a shirt under a jacket is allowed only with long sleeves. Avoid wearing nylon or knitted shirts.

the collar should be a centimeter, one and a half higher than the jacket collar

the vest should not be too short, neither the shirt nor the belt should be visible

a belt naturally eliminates suspenders and vice versa

Socks for business and festive suits are matched to match, in no case white and long enough.

If a person wants to emphasize the whiteness of his face, then he should wear red clothes; in any other combination, the red color of clothes suppresses the natural complexion. Yellow gives a violet tint to the whiteness of the face.

Usually the color of clothes is selected with the following calculation:

blue suits blondes best

brunettes - yellow

white color suits people with pink skin tones

Black color absorbs shine from other colors.

But when choosing a color, you should take into account the time and place of your stay, and your occupation.

You should not wear too bright things if you are holding an official reception or meeting.

Intercultural negotiations in business play an important role. Intercultural negotiations are one of the specializations of intercultural communication. Exist different kinds trainings for those who want to learn how to negotiate with a client, customer, director of a large company or transnational corporation, etc., when the difference in cultures on both sides serves as a barrier or obstacle. In addition, having mastered the rules of intercultural negotiations, an enterprise or firm receives an enviable advantage over its competitors.

There is a rather controversial opinion that culture has nothing to do with intercultural negotiations. People who are sure of this consider this judgment to be quite legitimate and appropriate. They argue that if any business proposal is interesting to both sides of the negotiations, then the deal will take place in any case. They imply that knowledge of culture and traditions has no influence on the success of negotiations. However, it must be said that their judgment is erroneous. The fact is that any type of international business relationship implies intercultural communication and understanding the culture of the country with which the transaction is being concluded or simply being negotiated.

To prove this, a small example can be given, from which it will be clear which judgment is more appropriate in this matter. Below is an example that shows the importance of mastering and following the rules of intercultural negotiations:

Imagine that two companies – A and B – are fighting for a certain client in the market. Let’s assume that this client is from the Middle East. Both firms have approximately the same deal terms and offers for this potential client. But, however, one of these companies, more precisely company A, does not understand the importance of intercultural negotiations and does not consider it seriously, arguing that the advantageous offer for the client and the terms of the transaction speak for themselves. The other company, company B, prepared in advance and thoroughly for the negotiations and mastered the essence of intercultural negotiations. A person who deals with negotiations has studied the culture, values, faith, etiquette and, of course, the attitude with which in a given eastern country they approach business issues, negotiations and business meetings. Which company do you think will get of this client? Of course, Company B. Nine times out of ten, those companies that negotiate according to the principles of such a company will prevail over their competitors and close the deal with the client.

Let's look at why Company B's side was successful:
1) probably, due to the principles of negotiations that Company B adheres to, it aroused more trust and sympathy than the competing company;
2) they negotiate at a level and “language” for the client that he likes and values.

This, in turn, brings the company closer to success and gives the most effective result, the end result of which is to lure the client to your side and conclude the expected transaction.

Intercultural negotiation is an assistant that helps people from completely different backgrounds. different cultures come to a general consensus and successfully negotiate a particular deal. Compliance with the rules of such negotiations leads to a successful final result, because communicating with knowledge of your partner's culture greatly influences the success of the transaction. Taking into account all of the above, we can give several examples that will show the peculiarities of negotiations in certain countries:

The role of gaze. In the USA, UK and most of northern Europe, it is very important to look the client or partner straight in the eyes. The look in this case makes it clear that you are sincere and confident in yourself and in your abilities. But in South America the view has a slightly different interpretation. A direct gaze makes it clear to a person that his partner is creditworthy. However, in some other eastern countries (take Japan for example), due to cultural differences, direct eye contact is discouraged. In Japan, direct eye contact is considered a sign of rudeness.

Distance between partners. In Europe and North America, business people usually remain at a certain distance from each other when negotiating, concluding a deal or during a business conversation. This is business etiquette and is completely normal for them. Handshakes, pats on the shoulder, etc. acceptable only for friends, and “distance” is maintained with partners. In South America or the Middle East, there is no such strictness of communication and maintaining distance between two business people. In Japan or China, it is unusual for people to stand more than 1 meter apart and communicate. Here people are more open, even when talking about business. Only a good friend or family member can give you a hug or pat on the shoulder.

Punctuality and time. Over many centuries, it has turned out that in Western countries, people are very punctual and do not like it when someone is late to the specified place at the specified hour. Time is money, so it is very important to be punctual. However, in China and Japan people are also punctual, they are a kind of “exception”. If someone is late, it is taken as a personal insult. But, for example, in South America, southern Europe and the Middle East, people do not take punctuality so seriously. If, for example, a meeting is scheduled at 1:00 pm, then if one of the meeting participants is a few minutes late, then this is not considered an insult, but, on the contrary, it is quite normal.

Greetings. Most businessmen around the world greet each other with a handshake. In some countries, if one of the businessmen is a man and the other businessman is a woman, then a handshake is inappropriate. In addition, different people perceive the strength of a handshake differently. For example, some people consider a weak handshake as a sign of weakness, or if someone squeezes their hand tightly when shaking hands, some people consider this a sign of aggression. How to approach people correctly? Should you address them by their first name, last name, or, for example, by academic degree? Should you make short small talk?

Present. In Japan and China, giving gifts during a business meeting is considered common; moreover, a gift is part of the rules for observing business etiquette. However, it should be noted that gifts are not acceptable for businessmen from the US and UK. The businessman will think that the gift carries some kind of hidden meaning. If it is considered normal to give gifts between partners, should lavish and expensive gifts be given? Should gifts always be exchanged? Do gifts have to be wrapped? Is there a list certain colors gift wrappers that should not be used to wrap a gift?

All of the above actually plays very big role when concluding a transaction, is part of cross-cultural business communication and this must be carefully studied. Wrong actions, inappropriate words, poor communication skills and cross-cultural differences can only harm a business in one way or another.

How does studying the rules of intercultural negotiations help? First of all, you get information about the rules of business etiquette in a particular country, how people approach business matters, therefore, you will know the differences in your culture and the culture of your potential partner or client.

There are three interrelated aspects that every businessman needs to know before negotiating with someone whose culture is different from yours.

Relationship between businessmen. In most of Europe and North America business is a definite contract. No personal connections or relationships are taken into account here, because it is believed that this can only harm business. And in South America and much of the Asian region, business is inherited. Businessmen make deals and become partners only with those people whom they know well and trust. Therefore, before starting a transaction with a potential partner from Asia or South America, you need to get a little closer to this person.

How to negotiate. Business culture Western countries is designed in such a way that they pay attention to accurately presented and reasoned information and business information that contains accurate data, statistics, and facts. In other countries, these same aspects are taken into account, but using different approaches. For example, South Americans prefer face-to-face conversations, so they like information presented in the form of a report that uses graphs, tables, etc.

Negotiation style. This concept refers to how a certain country or region approaches negotiations and how they differ from other countries. For example, in the Middle East, businessmen, instead of discussing all issues sequentially, one after another, may discuss all issues at once.

Businessmen from South America can express themselves quite eloquently and openly. The Japanese will make all decisions in concert, which will be based on the opinion they all came to together. In Asia, the decision is usually made by the main and most respected person in the family, i.e. head of the family. In China, a person negotiates very skillfully and can get certain concessions from you in his favor. In Germany, quite a lot of time may pass before a businessman comes to a definite decision, because... Germans carefully and scrupulously analyze all information and statistical data. In the UK, businessmen set deadlines for decisions, so they make transactions within the time period in which they predict the deal will be completed. But in Greece, such an approach would simply destroy the entire business.

Frankly, there are quite a lot of factors that need to be taken into account before entering into negotiations with businessmen from a completely different culture and different approach to business. Mastering and understanding the importance of intercultural negotiations will help businessmen negotiate correctly, prepare project presentations for clients and keep the situation under control. By adapting to a certain situation, in this case negotiating, you get closer and closer to your goal.

Introduction

A unified culture of negotiations is a set of values, concepts, categories, customs and techniques, which would become a means of communication and communication for thousands of politicians, diplomats, business people who daily enter into close interaction, most likely in the distant future of international life. Nowadays, we increasingly have to resort to negotiations: after all, conflict is, figuratively speaking, a developing industry. Every person wants to participate in decisions that affect him; fewer and fewer people agree with decisions imposed by someone. People with different interests use negotiation to resolve their differences. Whether in business, government, or family, people reach most decisions through negotiation. Even when they go to court, they almost always work out an agreement before the hearing. Although negotiations happen every day, they are not easy to conduct properly. The standard negotiation strategy often leaves people feeling dissatisfied, exhausted, or alienated, and often all three. Negotiation is an achievement general solution by several parties, settlement of disputes. There are many definitions, but they all say that negotiations are a fact of everyday and business life.

The ability to communicate with a business partner, understanding the psychology of another person, the interests of another organization can be considered one of the determining factors in the negotiation process. This skill dominates not only in business negotiations.

In political, entrepreneurial, commercial and other areas of activity, business conversations and negotiations play an important role. Not only individual researchers, but also special centers study the ethics and psychology of negotiation processes, and negotiation techniques are included in training programs for specialists in various fields.

Business conversations and negotiations are carried out in verbal form (English verbal - verbal, oral). This requires participants in communication not only to be literate, but also to follow the ethics of verbal communication. In addition, what gestures and facial expressions we use to accompany speech (non-verbal communication) plays an important role. Knowledge of non-verbal aspects of communication acquires particular importance when conducting negotiation processes with foreign partners representing other cultures and religions. The most important thing is the ability to listen to your interlocutor, constantly show attention to him and reward him with rewards, i.e. celebrate positive qualities, help self-affirmation of the negotiating partner. John D. Rockefeller stated that "the ability to communicate with people is a commodity, and I will pay more for it than for anything else in the world."

In the business world, business negotiations are carried out not only with counterparties, but also with tax, customs, law enforcement and other government agencies. Such relations are regulated by legislation - various codes, for example, Civil Code, acts, etc. – those documents that lawyers are most versed in. Therefore, any negotiations cannot be done without legal services.

The professional activity of a lawyer is work directly related to human personality, with her experiences, passions, family, economic and other relationships. Like a teacher, a lawyer penetrates deeply into the spiritual world of a person. This requires from him special skills for dealing with people, pedagogical tact and legal firmness based on justice and legality.
Negotiation culture.

Negotiations are more formal, specific in nature and, as a rule, involve the signing of documents defining the mutual obligations of the parties (agreements, contracts, etc.).

The main elements of preparation for negotiations: determining the subject (problems) of negotiations, searching for partners to solve them, understanding your interests and the interests of partners, developing a plan and program for negotiations, selecting specialists for the delegation, solving organizational issues and preparing the necessary materials - documents, drawings, tables, diagrams, samples of offered products, etc.).

The course of negotiations fits into the following scheme: beginning of a conversation - exchange of information - argumentation and counter-argumentation - development and decision-making - completion of negotiations.

The first stage of the negotiation process can be an introductory meeting (conversation), during which the subject of negotiations is clarified, organizational issues are resolved, or a meeting of experts that precedes negotiations with the participation of leaders and members of delegations. The success of negotiations as a whole largely depends on the results of such preliminary contacts. Six basic rules for establishing relations between partners in preliminary negotiations and recommendations for their implementation, offered by American experts, deserve attention. These rules, by the way, retain their significance during negotiations.

1. Rationality. It is necessary to behave with restraint. Uncontrolled emotions negatively affect the negotiation process and the ability to make reasonable decisions.

2. Understanding. Inattention to the partner's point of view limits the possibility of developing mutually acceptable solutions.

3. Communication. If your partners do not show much interest, still try to consult with them. This will help maintain and improve relationships.

4. Credibility. False information weakens the strength of argumentation and also adversely affects reputation.

5. Avoid a mentoring tone. It is unacceptable to lecture your partner. The main method is persuasion.

6. Acceptance. Try to accept the other side and be open to learning something new from your partner.

The most optimal days for negotiations are Tuesday, Wednesday, Thursday. The most favorable time day - half an hour to an hour after lunch, when thoughts about food do not distract from solving business issues. A favorable environment for negotiations can be created, depending on the circumstances, in your office, a partner’s representative office or on a neutral territory (conference room, hotel room suitable for negotiations, restaurant hall, etc.).

The success of negotiations is largely determined by the ability to ask questions and receive comprehensive answers to them. Questions are used to control the progress of negotiations and clarify the opponent’s point of view. Asking the right questions helps you make the decision you want. Successful business conversations and negotiations largely depend on partners’ compliance with such ethical standards and principles as accuracy, honesty, correctness and tact, the ability to listen (attention to other people’s opinions), and specificity.

Accuracy. One of the most important ethical standards inherent in a business person. The terms of the agreement must be observed to the minute. Any delay indicates your unreliability in business.

Honesty. It includes not only fidelity to accepted obligations, but also openness in communication with a partner, direct business answers to his questions.

Correctness and tact. Does not exclude persistence and energy in negotiations while maintaining correctness. Factors that interfere with the flow of the conversation should be avoided: irritation, mutual attacks, incorrect statements, etc.

The ability to listen. Listen carefully and with concentration. Don't interrupt the speaker.

Specificity. The conversation should be specific, not abstract, and include facts, figures and necessary details. Concepts and categories must be agreed upon and understandable to partners. The speech must be supported by diagrams and documents.

The farewell should be such that, with a view to the future, it allows you to maintain contact and business ties. An important point in negotiations are emotions that need to be suppressed using the so-called “blow off steam” method, which allows you to free yourself from feelings of anger and fear that arise in disputes. In addition, apologies, expressions of regret, handshakes, and inexpensive gifts relieve a hostile situation.

Intuitive negotiation model
Let's consider an intuitive model of negotiations. Here, as a rule, the most successful negotiator is considered to be the one who has the best “talk.” There is an opinion that the more eloquent a lawyer is, the more convincing he is, and therefore more effective. World cinema and literature regularly add fuel to the fire of this opinion.
At the same time, one cannot fail to mention the most striking misconceptions and mistakes of the intuitive approach in negotiations.

Firstly, it is no coincidence that a person has two ears and one tongue. If you talk twice as much as you listen, then you not only violate the natural principle of communication balance, but also the main principle of negotiations: listen more, talk less.
Secondly, eloquence is necessary for public speaking. But in real world The effective work of professional negotiators is associated not so much with eloquence, but with the ability to collect, analyze and build a clear system of positional advantage at any turn in the negotiation dialogue. Isn’t it true that this axiom of professional negotiators resonates with the fundamental tasks of professional lawyers?

Thirdly, there is an opinion that victory at any cost is worth the resources spent on it. In other words, the end justifies the means.
Reality, alas, is far from the beautiful fantasies in the minds of ordinary people. Sometimes the end does not justify the means, and victory turns into a crushing defeat.

A small company wanted to win a production tender from one of the auto giants at any cost. All negotiating tricks were used. Negotiators and lawyers made all concessions and compromises. And now, finally, the cherished contract has been signed. A brilliant victory? No matter how it is. Six months later, the small company was unable to fulfill all of its obligations under the contract and ended up going bankrupt.
This company was successfully brought to bankruptcy by the auto giant. After which he easily absorbed it. It turned out that this is one of the strategies for expanding the influence of this huge auto empire - to give the opportunity to “win” small firms in the fight for the “sweet contract” tender. And then help them join the ranks of bankrupt enterprises to buy their assets for one dollar.

So is there some kind of universal negotiation model that not only strengthens the ambitions of negotiators, but also makes the entire negotiation process predictable and effective?
The answer will consist of two parts:
1) there is no universal model of negotiations;
2) there are universal principles of negotiations.
If the model of conducting a negotiation dialogue is an individual matter and depends more on the personality of the negotiation leader, then the effectiveness of the negotiation process directly depends on strict adherence to universal negotiation principles.
Universal Principles of Negotiation
Conventionally, such principles can be formulated as follows:
1) the ability to ask the right questions;

2) the art of listening carefully;

3) the ability to show your opponent that you understand him;

4) formula for effective argumentation;

5) psychological control and emotional neutrality.

Let's look at each of these principles in turn.

Ability to ask the right questions. Questions are the very essence of the negotiation process. The one who asks questions is, in fact, the one who negotiates. Let's look at what questions are for in negotiations.
1) Questions allow you to identify the standards of perception of your opponent, his mental and cultural norms. Having such information, you can clearly understand which proposals your opponent can accept and which ones he cannot.

2) Questions help identify the opponent’s area of ​​interest, his desires, as well as his needs, fears and hopes. If the goal of negotiations is an agreement between the parties, then the most reliable way to achieve this goal is to find out the true interests of your opponent and show him that their achievement is possible only through satisfying your requests.
3) Questions allow you to find out the real capabilities of your opponent. By consistently asking questions, you can reveal many facts that will lift the curtain on the most important question in business negotiations: am I talking to the right person?
4) Questions help seize the initiative in negotiations. When you don't know how to answer a difficult or awkward question, or when you simply want to take control of the negotiation process, counter-questioning may be the best and most effective solution!
5) Questions help verify existing information about your opponent. Ask and refute your suspicions.
6) Questions allow your opponent to make the decision you want.

The most elegant way to persuade a person to your point of view is to ask him the right questions, the answer to which will be the solution you need. The opponent wants to answer the right question. The right question creates a wave of subconscious trust in you. The main feature of the right question is goodwill and a sincere attitude towards your counterpart. Good question- this is an open question. It contains in its structure a question word, for example, “how?”, “why?”, “why?”, “how?”, “for what?”.
7) Of course, the technique of asking questions has its own subtleties, nuances and pitfalls. So, for example, it would be a mistake to be too hasty with questions, that is, to ask the next question without waiting for the answer to the previous one to finish. In general, the effect of any question can be completely lost if you do not know how to listen correctly

The art of listening carefully. He who knows how to listen correctly knows how to convince without the help of words. Why do you need to be able to listen correctly?
The art of listening is a bridge to understanding a person. Naturally, we love to listen to ourselves. People often interrupt their interlocutor because they believe that they have already understood him. Why listen to the end if everything is already clear? This mistake is common because many people believe that all people think alike, have the same values, beliefs and views on various items and concepts. But, alas, the reality is that, even when pronouncing the same words, people put different shades of meaning into them. Do you want to really understand your opponent? Then master the process of active listening!
1) The art of listening neutralizes aggression. Nothing is more reassuring than knowing that someone is listening to you. But the opposite statement is also true: nothing is more annoying than a person who does not listen to you, interrupts, mechanically assents, has his head in the clouds and simply loses the thread of what you are talking about. Professionals in extreme negotiations know that there is only one way to stop a person’s aggression: by sincerely wanting to listen and understand. How many conflicts could be stopped in the bud by active listening alone!
2) Listening gives you confidence in any negotiation. Confidence when negotiating is a very important thing. A separate book could be written about this. But one of the most often overlooked principles of confident negotiation is the skill of active listening. You will always find a foothold in your opponent's monologue if you let him speak.
And one more phenomenon - proper listening is contagious! Your opponent also begins to listen to you carefully! By applying this phenomenon, you will understand in practice that listening correctly means persuading!
Listening correctly means wanting to really hear your opponent, no matter who he is or what he says. But our desire to persuade often leads to attempts to force a person to agree with our opinion. And this, naturally, causes resistance.
The structure of the process of effective persuasion can be schematically depicted as follows:

Short description

A unified culture of negotiations is a set of values, concepts, categories, customs and techniques, which would become a means of communication and communication for thousands of politicians, diplomats, business people who daily enter into close interaction, most likely in the distant future of international life. Nowadays, we increasingly have to resort to negotiations: after all, conflict is, figuratively speaking, a developing industry. Every person wants to participate in decisions that affect him; fewer and fewer people agree with decisions imposed by someone. People with different interests use negotiation to resolve their differences.

Since cultural differences exist and can be measured because they operate at different levels, the question arises of how they affect negotiations. Drawing on the work of Weiss and Stripp, Foster, and others, we believe that culture can influence international negotiations in at least eight different ways.

2. Choice of negotiators. The criteria used to select a negotiator vary depending on the culture. These criteria may include knowledge of the subject of the negotiation, seniority, family connections, gender, age, experience and status. Different cultures value these criteria differently, leading to different expectations about what is appropriate for different types of negotiations.

3. Protocol. Cultures vary in the importance of protocol, or the formal relationship between two parties to a negotiation. American culture is one of the least formal cultures in the world. In general, a familiar style of communication is quite common; for example, they address each other by name, ignoring titles. In other cultures the situation is the opposite. Many European countries(France, Germany, England) are very formal, and not using the exact title (Mr., Doctor, Professor, Lord) when addressing someone is considered offensive. Formal business or business cards, common in many Pacific Rim countries (China, Japan), are almost mandatory for presentation there. Negotiators who forget to take business cards or use them for notes often grossly violate protocol and insult the counterparty. Even the manner in which a business card is presented and a handshake is exchanged, or clothing requirements are met are subject to interpretation for the negotiator: all this can become the basis for judging the preparation and personality of the counterparty.

4. Communication. Culture influences the style of our communications - both verbal and non-verbal. There are also differences in body language across cultures: the same behavior may be considered offensive in one culture but completely harmless in another. To avoid offending the other party in international negotiations, negotiators must carefully adhere to cultural rules of communication. For example, if a negotiator puts his feet on the table in the US, it signals strength or relaxation; in Thailand this behavior is extremely offensive. There is certainly a lot of information on how to communicate that an international negotiator must keep in mind to avoid offending, angering or embarrassing the other party during negotiations. Dedicated to culture books and articles can offer international negotiators valuable advice regarding how to communicate in different

cultures; searching for such information is one of the main aspects when planning international negotiations.

5. Time. Different cultures define the meaning of time and its impact on negotiations very differently. In the United States, people tend to be time-conscious: they show up for meetings at the appointed time, try not to take up time from others, and generally believe that “faster” is better than “slower” because it symbolizes high productivity. Other cultures have a completely different attitude towards time. In more traditional societies, especially in hot countries, the pace of life is slower than in the USA. This reduces time focus, at least in the short term. In other cultures, Americans are considered slaves to their clocks because Americans closely monitor time and guard it as a valuable resource. In some cultures, such as China and Latin America, time "per se" is not important. Negotiations focus on the task at hand, no matter how long it takes. During intercultural negotiations, there is a high probability of misunderstanding due to different attitude In time. Americans may be perceived as always rushing and jumping from one task to another, while Americans may perceive negotiators from China or Latin America as doing nothing and wasting their time.

6. Risk appetite. Cultures vary in their willingness to take risks. Some cultures tend to produce bureaucratic, conservative decision makers who want a lot of information before making a decision. Other cultures produce more adventurous negotiators, more willing to take action and take risks with insufficient information (e.g., “No risk, no champagne”). According to Foster, Americans occupy an area of ​​risk on the continuum, as do some Asian cultures (ie, dragon countries), and some European cultures quite conservative (Greece). The culture's orientation to risk significantly influences the subject of negotiations and the content of their results. Negotiators in a risk-oriented culture tend to get straight to the point and tend to take more risks. Risk-averse cultures typically seek Additional information and take a wait-and-see attitude.

7. Group and personality. Cultures differ depending on what they give to the individual or to society. higher value. United States- Very personality-oriented culture, where they appreciate and approve independence and perseverance . Group-oriented cultures, on the other hand, espouse the supremacy of the group and view the needs of the individual as secondary to the needs of the group. Group-oriented cultures value similarities and reward dedicated team players; those who dare to stand out are ostracized - a high price to pay in a group-oriented society. Such cultural differences can impact negotiations differently. Americans tend to place responsibility for the final decision on one individual, whereas group-oriented cultures - e.g. Chinese- prefer group responsibility for such a decision. Decision making in group-oriented cultures involves consensus and may require significantly more time than is typical for American negotiators. Moreover, because negotiations in group-oriented cultures may involve a large number of participants and because their participation may be sequential rather than simultaneous, American negotiators may be faced with a series of discussions on the same issues and materials with multiple different persons. One of the authors of this book, during negotiations in China, met day after day with more than half a dozen different people, discussing the same thing with different negotiators until the negotiations ended.

8. Nature of the agreement . Culture also has an important influence on both the making of an agreement and the form that agreement takes. In the United States, agreements are usually based on logic (for example, a low-budget producer entering into a deal), often formalized, and enforced in the event of a breach of obligation by the legal system. In other cultures, however, making a deal may be based on who you are (for example, your family or political connections) more than on what you can do. Moreover, conventions do not mean the same thing in all cultures. Foster notes that the Chinese often use a memorandum of agreement to formalize the relationship and signal the start of negotiations x ( mutual arrangement and willingness to compromise). Americans, however, often interpret such a memorandum of agreement as the end of negotiations - an outcome that can be enforced in court. Again, culturally different understandings of how to negotiate an agreement and what exactly an agreement means can lead to confusion and misunderstanding in cross-border negotiations.

To summarize, we note the following. Much has been written about the importance of culture in cross-border negotiations. Although scientists and practitioners may use the word culture to refer to different things, they agree that it constitutes one of the decisive aspects in international negotiations, which can have a broad impact on many aspects of the process and outcome of cross-border negotiations.

Mokshantsev R.I. The concept of national negotiation styles.

THE CONCEPT OF NATIONAL NEGOTIATION STYLES. Every nation has its own customs, traditions, culture, and peculiarities of state and political structure. This has a certain impact on negotiations. The national style reflects the most common features of negotiations, which are not always characteristic of all representatives of the country. These are rather possible types of behavior in negotiations.

There are three largest groups of factors, defining the features of the national style of negotiations. The first group is associated with decision-making mechanisms . This - degree of freedom and independence of the leader in negotiations , which are associated with decision-making, the degree of its dependence on the instructions issued to it by superior management, the rigidity of the instructions themselves. The second is related to value orientations , ideological and religious attitudes, characteristics of perception and thinking. The national style of negotiation is influenced, for example, by differences in priorities between the factual side of the matter, on the one hand, and ethical standards, - with another. The third group is features of behavior in negotiations , the most characteristic tactics usually used by representatives of a particular culture.

Other features of the national style of negotiation include: the specifics of the language of the non-verbal side of communication during negotiations, as well as the strong or, conversely, weak influence of the level of context in the verbal component of negotiations. It is believed that there are cultures with both low and high high level influence of context. Representatives of the West, with the possible exception of France, are characterized by a low level of influence of context in negotiations, when spoken words are taken almost literally. These words contain practically no other hidden meaning.

However, it is useful to take into account the fact that under national implied styles characteristic of countries rather than nationalities . It means that Chinese American , being a participant in negotiations, implements a Western style of behavior rather than an Eastern one. However, this, of course, depends on the degree of assimilation of a representative of a particular nationality in the country of residence.

IN last years in the world there is an intensification of negotiations with a certain blurring of national borders. There is a mutual penetration of national styles into the practice of negotiations. As a result, a special subculture of negotiators with their own rules of behavior is gradually being formed in the world, which may differ significantly from accepted national norms. And yet the importance of the last factor should not be exaggerated. Such a subculture is formed mainly among those who constantly participate in negotiations, for example, diplomats. In other cases, it would be wrong and inappropriate to discount national peculiarities of negotiations.

It is believed that for representatives of Western countries, to a greater extent than for representatives of Eastern countries, the most significant are arguments based on cause-and-effect relationships. From point of view Russian participants negotiations, their Western European partners display the following features of negotiations: a tendency to belittle the Russian side, to impose their way of thinking and action on it, orientation when making decisions only on benefits, extreme pragmatism, ignoring social goals.

IN Latin America It is considered indecent to negotiate between a man and a woman in private.

Sellikh K., Jane S., "Negotiations in international business", 2004.

PROBLEMS OF CROSS-CULTURAL COMMUNICATIONS. When communicating with a person from a different culture, two problems may arise: biased perceptions and errors in information processing.

Bias in perception. Perception- This the process by which the recipient of a message gives meaning to it . Own needs, desires, motives of the recipient and his personal experience create certain assumptions about the other party, which leads to perception bias , which can be expressed in the form of stereotypes , "halo effect", selective perception and projections.

Stereotypes- This attributing certain qualities to the other party based on her membership in a particular society or group. Often a person is assigned to one group or another based on extremely limited objective information; Then, from this information, other personality characteristics are inferred or assigned to the person. For example, at the first meeting you see that the other party is represented by a woman who is in her early fifties. You immediately think of her as "old" and assume that she will be conservative, risk-averse, and unlikely to embrace new ways of working. Cultural differences between negotiators contribute to the emergence of stereotypes.

"Halo effect"- this is a general judgment about many qualities of a person based on knowledge about one of his qualities. For example, due to the halo effect, a negotiator may be perceived as friendly, knowledgeable, and honest simply because he greets you with a smile at your meeting. native language and in the manner accepted in your country. In reality, there may be no connection between smiling and honesty, knowledge and friendliness. The "halo effect" can be both positive and negative. Attractive qualities cause a positive “halo effect” and vice versa. In negotiations, "halo effects" occur quite often because some tend to be too quick to make assumptions about people based on limited information - appearance, group membership and the first words spoken. That's why it's often great importance have things like clothing style, greeting,
posture, tone of voice, eye contact, etc.

Selective perception. In a negotiation situation, selective perception is manifested in the fact that from everything said, the negotiator selects only that which corresponds to his beliefs and assumptions, and simply does not pay attention to the rest. For example, based on your first impression, you perceive the other person to be friendly and knowledgeable about your country's culture. Later that day, the person makes a joke that is considered in bad taste in your culture. According to the principle of selective perception, you ignore the joke and remember only what reinforces your initial belief that this person respects your cultural values.