Table 15.2 below gives a brief description in note form of the typical approach by the Japanese to negotiating, using the framework given in Concept 15.1.

Table 15.2 

Questions

1. Choose another culture with which you are familiar and note what you consider to be the similarities or differences with regard to the Japanese approach to negotiating.

2. Imagine how a Japanese party and a party from the other culture chosen would react to each other over the negotiating table.

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Behavioural predispositions Interpersonal Wish to establish personal rapport: essential for building trust the basis for doing any business. orientation Time-consuming entertainment as part of that process. A negotiation is a face-to-face ceremonial and very formal moment when a stage of partnership development has been rounded off Power orientation Willingness to the concern for consensus will make the Japanese unwilling to take risks: intensive pre-negotiation preparation, take risks reviews before and during the negotiation, no impulsive response to proposals from the other side Underlying concept of negotiation Negotiation strategies Any decision requires consultation and support at all levels of the company. The leader of the negotiating team will probably be the motor behind this consensus-building. Others will be experts who have talked in great detail to the counterpart Strategic time-frame Doing business is a continuing affair, based on mutual trust and confidence. A negotiation is part of the process of developing a relationship. Once the base for the relationship has been established, details can be discussed and agreed upon, often before formal meetings between the two sides where the focus is less on problem- solving and, as Fisher (1980: 32) calls it, 'direction-taking' Patience is the key. Considerable care in preparation of a deal will allow its implementation to take place quite quickly Negotiation process Styles of negotiation Outcome orientations No confrontation, disagreement or haggling involved - face-saving a key requirement. Highly indirect, highly formal communication. High-context negotiators: many allusions and inferences to the situation Prefer a short written agreement to a definite, detailed contract. The establishment of a (further) stage in the relationship is what really counts: inevitable changes in the circumstances of both companies will necessitate later amendments anyway