"People who have what they want are fond of telling people who haven't what they want that they really don't want it." - Ogden Nash

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It was expected that the 1992 revolution in European business would demand, alongside the basic negotiation techniques, an even greater variation in negotiation skills. This has indeed happened. Business negotiations have taken place throughout the world for a long time now, but each year international and national demands have increased. In the days of the British Empire and trade supremacy, British businessmen found no necessity to negotiate, but cultures and demands have changed and brought with thim a widespread need for negotiation.

There is no longer one simple approach to negotiating, particularly as different cultures are involved. Consequently the approach to training must now take in a variety of approaches to suit an international market. For many years English has been one of the main languages of international business, so much so that non-English-speaking countries without a common language have used it as such. Some observers comment that two non-English-peaking negotiators can make themselves mutually understood better than can a British negotiator speaking English!

Changes are, however, now being observed in different cultures and relate mainly to attitudes and behaviors, although the negotiating structure can change too. Even within Europe these differences are significant. The Germans, who are well known for their efficiency, demand a guarantee of consistent standards and deliveries, for example. Hard bargains are the order of the day and because of the wide range of their own markets, such bargains may be difficult to fulfil apart from very specialist products. Formality is prominent in the negotiation, in comparison with the Americans who in general from the start want to be on first-name terms. Many negotiations with German businesspeople have been spoiled or at best retarded by too early a use of 'Hans' rather than an extended use of 'Herr Schmidt'!

The French negotiators use different ploys, one of which is likely to be an insistence on the use of their own language, even if they speak English well. If they do speak English, this is often a signal that they do need your services. Whereas the Germans are very formal, the French tend to be distant, apart from the physical movement of shaking hands with everyboy on every occasion. Time is a peculiar aspect in negotiations with the French - they can tend to pay little regard to it, but you are expected to be punctual. Experiences have been recounted by negotiators and salespeople that late arrival has meant non-reception and consequently a lost sale. Good relationships need a long time to develop.

The Italians and even more so the Greeks, are less exacting in punctuality, so it is always useful to check beforehand whether the meeting is still on. Negotiating in these countries has been traditionally a way of life and its more informal nature must be recogized. Above all, the British neotiator must learn to slow down and not be concerned with the passage of time, even towards a deadline.

In contrast with the Europeans, even their own varities, the American negotiators take a much more informal approach, although even they can become very impatient and aggressive. Within the constraints of general business requirements, they are much more open than their European counterparts. Usually the Americans are after the best deal, rather than a well-negotiated fair deal which is so often the British aim.

In even more contrast is negotiation with the Japanese, whose behavior is the traditional, oriental one of patience, formality and a search for large concessions. One beenfit in negotiations is a strong personal relationship, but even here 'yes' must not immediately be taken to mean exactly this.

Negotiating with the Arab race is different again. Many of the differences stem from the Arab devotion to the 'family' and consequently foreigners are foreigners in every sense of the word - they are not part of the 'family'. Negotiations may be interrupted by what might appear to a foreigner to be trivial reasons. But it would be disastrous to let this impatience show - time has little place in the Arab culture.

We must also look at ourselves. In general, the British are seen as arrogant and haughty in negotiation, ignorant of the language and culture of the other party, and are considered amateurs at negotiation - unprepared, inflexible at times and often not giving an impression of commitment.

--- Leslie Rae, Techniques of Training, 3rd Ed.