An overview of several scenarios that influence a negotiator’s behavior and decision-making processes using Wal-Mart as an example.
This paper provides an overview of the interpersonal, organizational, and cultural variables that influence a negotiator’s behavior and decision-making processes. In particular, it focuses on Wal-Mart and selects the negotiation strategy to be used in a given business scenario involving cultural differences, while identifying a negotiator’s behavior and decision-making processes. It attempts to design specific strategies and tactics based on the interests, positions, and standards of each party and defends the negotiating tactics used in order to reach a compromise.
A small difference of definitions, one might say, but one which can have a large impact upon negotiation strategies. For instance, in some nations such as Japan, no is never overtly stated, rather it is implied through mannerisms and a system of verbal shadow play, even though no is quite clearly meant within the Japanese context?resulting in frustration for those who assume, from their own system of literal translation that the actual word maybe really does mean ?maybe,? not no as it does in the context of the Japanese framework of dialogue and relationships. Verbal wit and banter in certain European nations such as France may be more overtly sexualized in nature than American negotiators are accustomed to, and can be used to an American negotiators disadvantage, particularly when the firm (such as Wal-Mart) is traditionally viewed as conservative in nature.