Nonverbal communication and culture. Identity, stereotypes and prejudices, страница 56

In Germany, business is also conducted very formally with great attention to order, planning, and schedules. Because of this slow methodical process, it is virtually impossible to speed up a business transaction. Humor, compliments, and personal questions are not a part of German negotiations. Instead, business may begin immediately after an introduction. It is important to be well prepared when conducting business in Germany. Proposals and presentations should be detailed, logical, and filled with appropriate technical data. Be thoroughly knowledgeable in product and contract details. Germans tend to be direct, blunt, and up front. They will ask you all the difficult questions from the start. You must convince them of your efficiency, quality of goods, and promptness of services. It is better to be silent rather than offer an uneducated opinion.

Finns and Swedes expect modernity, efficiency, and new ideas. They believe themselves to be up to date and sophisticated. They will expect your company to have the latest in office computers and streamlined factories. Swedes show little emotion during negotiation and expect the same from you. Consensus is important to Swedish negotiators, and they tend to avoid confrontation. They may cut off a discussion abruptly if they think it will lead to an argument over a sensitive topic. In conversations, Swedes do not appreciate exaggeration or superficiality. However, silence is a part of their language pattern, so expect interactions to be filled with long pauses. In Switzerland, "business is a serious and somber undertaking" as well.

Direct, factual communication is important to Russians. "Russians regard compromise as a sign of weakness; it is morally incorrect" (Morrison et al., 1994: 317). As such, they usually try to "outsit" the other negotiators for more concessions. Negotiations are often spirited and dramatic, with the Russian negotiator insisting the deal is over and storming out of the room, only to return to the negotiation table a short time later. Formalized contracts take time to construct, but until the process is complete, Russians rely on a signed protokol after each meeting to keep track of what occurred. The protokol is a joint statement that outlines what was discussed. It is not a formal agreement. Because business laws in eastern Europe are in a state of flux, it is often a good idea to have a legal representative present when negotiating with the Russians.

In the Middle East, business transactions have a different flavor as well. In Israel, a strong sense of fatalism pervades the business environment. This possibly is due to the fact that neighboring countries have been hostile to Israel and have frequently attempted to destroy it. Futuristic plans are of little importance if there is no assurance of life in a year. As a result, successful business deals in Israel must promise an immediate return. Long-term guarantees and warranties are rarely selling points. Most Israelis, at least by American standards, are confrontational and emotional in their negotiating style. Interactions are conducted at very close distances, and physical contact is common among men, but not with women.

Evidence and Truth. Cultures can differ greatly about what they consider to be evidence and truth. North American cultures tend to rely on objective observations to establish facts. Truth is that which is verifiable. Statistics and empirical knowledge are utmost. In other cultures, however, you will find other approaches to what constitutes acceptable evidence and the truth.

The French have a saying: "Only truth is beautiful." It is also relative, for an important part of the negotiation process is determining what form of truth is acceptable and/or believable. That is, there are many different kinds of truth in the world, and the source of "truth" for a culture can heavily influence business transactions. Whereas many cultures, including the United States, rely on the accumulation of objective facts, other cultures may trust subjective opinions, religious beliefs, and/or mysticism. For successful business negotiations to occur, it is important to understand the form of evidence or truth the culture you are doing business with prefers. For example, in much of Latin America, decisions are often based on subjective data that are usually influenced by the Catholic Church or political affiliations. Facts are accepted only if they support subjective feelings. Faith in the Catholic Church as a source of truth often results in a strong sense of fatalism among people in Latin America. This sense of fatalism extends into business transactions. Proverbs such as "If your trouble has some remedy, why worry? And if it has no cure, again why worry?" and "Tomorrow is another day" reflect this outlook. In short, many Latin Americans are far more impressed with affect and emotion than logic.