Free Term Paper on Hidden Challenges of Cross Border Negotiation

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"The Hidden Challenge of Cross-Border Negotiations" is the title of an article by James Sebenius published in Harvard Business Review, 80(3): 76-85, 2002. The author asserts that an understanding of the protocol, etiquette and cultural differences in cross-cultural business situations is fundamental for successfulness in today's global business environment. The author gives an insight and discusses as to how the cultural contrariety and differences can have an effect on the business negotiations in substantially significant and unanticipated ways. Particularly, he stresses that in the situations where the agreement is reached, there arises vast cultural difference in understanding the norms and traditions and also explains as to how such processes differ widely from culture to culture.

Sebenius in this article explicates his business experiences and offers pragmatic advice on how to foresee and overcome barriers to a successful cross-border negotiation. James Sebenius, in giving view of his experiences, explains that it would not be of one’s choice to make the error of presenting a potential Saudi Arabian client with one’s very lucrative sort of offer done up in pigskin binder, as this is considered nefarious and bad by many Muslims. In finding out ways to negotiate, you may find numerous fulfilling to your requirement. Despite that, there also exists a tendency that you may encounter innumerable other ways of making stupid cultural mistake as business augments ever more international level. Specific blunders like this one are outnumbered in gravity by more astute differences emerging from cultural dispositions that influence the way people tend to reciprocate.

Sebenius comments on this aspect, but his main points of convergence are in on a largely overlooked aspect to cross-border negotiation which are the ways that people from different regions and cultural boundaries come to agreement on a certain point, or simply the processes and methodologies involved in negotiations. Sebenius persuasively communicates the hazard and perils of neglecting decision-making and governance processes. In tackling the complex issue for cross boarder negotiation and giving the way out the author sets out a method for mapping out the decision-making process. The method tells us about as to who are the negotiating parties that are involved, what are the formal and informal roles people tend to play, and how a resolution is actually reached, which is really nothing but a win-win situation.

An interpretation of the information and knowledge allows you to design a strategy to deal with the obstacles that you have anticipated. Of course, there is another, evenly treasonable aspect to cross-border negotiation that is the ways and means in which people from different regions come to an agreement and the processes that are involved in negotiations.