The affected the time needed on the

The Canadians and the Chinese entered the
negotiation with different psychological preparation and, unsurprisingly, the
negotiations lasted longer than the Canadians expected. All the reasons for
this will be pointed out below with the supporting details that I have
researched on:

– The Canadians and the Chinese are from
two distant culture, which led to the difference in negotiating style.

– Language barriers placed a huge obstacle
between two sides while negotiating.

– The Chinese did not seem to cooperate to
proceed the negotiation at the beginning.  

As discussed in the previous part, the
difference between two cultures intensively affected the time needed on the
negotiating table. “People from certain cultures such as Asian and Latin
American place great value on creating personal relationships”, says Orlando
Kelm, an associate professor of business and Spanish and Portuguese at the
University of Texas. If a deep personal relationship has not been formed, it
tends to be more difficult to come to the final agreement between two parties. From
the Chinese point of view, looking for the development in their relationship
could help speed up the negotiation while it actually made the Canadians felt
like they were wasting time hanging around with the Chinese for nothing. They
did not understand this psychological pattern of the Chinese, and failed to
utilize that time to, on the other hand, observe and evaluate their host’s
behaviors.

Language barriers is another reason that
made the negotiation to last longer. Even if an interpreter is employed, translation
problems are still substantial in cross-border negotiations. Especially, in
this case, English and Chinese are two distant languages, so greater problems
should be anticipated. Exact translation in international negotiations seemed
to be an impossible goal. Other than that, the interpreter did not play a neutral
role when he/she had personal discussion with the Chinese side beside helping
the two parties to understand each other. As shown in Global Business textbook
page 147, an interpreter should always be prepared with a list of all acronyms
and technical terms; while in this case, the interpreter seemed to be confused
when some technique-related words were used.

Besides, the Chinese were also responsible
for the longer-than-expected negotiation in this case. To speed up the progress,
right on the first day of the presentation, they should have brought up their
concerns regarding the deal and technical issues. They did not attempt to do so
but on the next day when the presentation was re-presented, many questions were
raised. Steve Dickinson, an Attorney with Harris & Moure, a boutique
international law firm, argued that it’s the most common tactic for the Chinese
company to wear the foreign side down with endless issues. At first, the
Chinese side raises a series of issues.
Once they are resolved, other unrelated new issues are raised. By doing this,
they want to wear down the foreign side in the hopes that the other side will
simply concede. 

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