Do this International Negotiation Quiz and assess your cross-cultural experience and skills.




1. If a negotiation in India gets heated because of different objectives, avoid eye contact with your counterpart since it could be read as aggressive and disrespectful.

○True ○Not true

2. Oral commitments can represent legally binding contracts in Germany.

○True ○Not true

3. Venezuelans communicate quite directly. They will usually let you know right away if they don't like the terms and conditions of your proposal.

○True ○Not true

4. Decision-making in Ireland is often very quick, assuming you are dealing with the right person.

○True ○Not true

5. The Chinese won't spend much time gathering and exchanging information since they are often eager to get started with the bargaining exchange.

○True ○Not true

6. When making decisions, Brazilians usually look at the specifics of a situation rather than following universal rules.

○True ○Not true

7. Your opening offer with a Sweden negotiator should leave at least 30-40% bargaining room, since your counterpart will expect you to stay flexible and allow them to obtain "a good deal".

○True ○Not true

8. Negotiators in Israel often use silence as a pressure tactic to obtain further concessions.

○True ○Not true

9. In the Netherlands, a person sucking their thumb is signaling that he or she does not believe you.

○True ○Not true

10. If a negotiation in Mexico gets stuck in a dispute over some detail, you may be able to resolve it quickly by appealing to the personal relationship you have with your counterpart.

○True ○Not true

11. Contracts in Saudi Arabia are expected to include lots of details and therefore often take a long time to create and agree on.

○True ○Not true

12. In Japan, prices rarely move by more than 10-15% from initial offer to final agreement.

○True ○Not true

13. When visiting a potential business partner in France for the first time, do not bring a gift along as this could raise suspicion about your motives.

○True ○Not true

14. Aggressive or adversarial negotiation behavior in Russia indicates that your counterparts do not feel good about the relationship between you.

○True ○Not true

15. In Taiwan, it is strongly advisable to negotiate in a team rather than as an individual.

○True ○Not true

16. Using English-language presentation material is ok everywhere in Canada, though Franco-Canadians may prefer to see some of it in French.

○True ○Not true

17. Bringing a legal counselor to business negotiations in Italy is a good idea because the country has a very complicated catalog of business laws. Your local counterparts will likely also include an attorney on their side.

○True ○Not true

18. In Malaysia, written contracts are almost always kept since personal honor is a strong value in the country.

○True ○Not true

19. If your negotiation in South Korea reaches a critical point, it can be most effective to have a one-on-one conversation with the most senior local manager in order to resolve disagreements.

○True ○Not true

20. In the United Kingdom, final decisions usually require top management approval. That authority rarely gets delegated to others.

○True ○Not true

Your discovery journey towards becoming a culture-savvy negotiator has started. Now open the keys and read the correct answers as well as an explanation for each of them.

(from https://leadershipcrossroads.com/rs_nqui.htm)

Read the information and say what the difference between business conversation and negotiation is.

 

In political, enterprise, commercial and other fields of activity the important role play business and negotiations.

Business conversation includes an exchange of opinions and the information and does not assume the conclusion of contracts or development of obligatory decisions for execution. It can have independent character, anticipate negotiations or be their component. Negotiations have more official, concrete character, as a rule, provide signing the documents defining mutual obligations of the parties (contracts).

Basic elements of preparation for negotiations: definition of a subject (problems) of negotiations, search of partners for their decisions, explanations of the interests and interests of partners, development of the pan and the program of negotiations, selection of experts in structure of delegation, the decision of organizational questions and registration of necessary materials – documents, drawings, tables, diagrams, samples of offered products, etc.

The course of negotiations keeps within the following scheme: the beginning of conversation – information interchange – the argument and the counterarguments – development and decision-making – end of negotiation.

VOCABULARY

 



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