Από της Παρθένου Μαρίας stetson-Rodriguez και το Α. Δαβίδ Wan

ΣΕΝΑΡΙΟ: Διαπραγμάτευση ή καμία διαπραγμάτευση - στο τέλος της μίας εβδομάδας επίσκεψής του στο Πεκίνο, το τρίτο του σε έξι μήνες, Peter, ένας βρετανικός διευθυντής επιχείρησης, ματαιώθηκε από μια έλλειψη προόδου στις διαπραγματεύσεις κοινοπραξίας με τους Κινέζους. Μια συνεδρίαση που σχεδιάστηκε λόγος για την τελευταία ημέρα της παραμονής του ακριβώς εήταν ακυρωμένη απότομα και κανένας δεν δόθηκε. Ο οικοδεσπότης έστειλε ένα αυτοκίνητο για να πάρει τους επισκέπτες για να περιοδεύσει το μεγάλο τοίχο για την ημέρα αντ' αυτού. Αλλά ένα αποχαιρετιστήριο γεύμα ότι η νύχτα επανεγκρίθηκε! Peter ήταν εξαγριωμένος και νευρικός ότι η διαπραγμάτευση πήγαινε νότια. Μειώθηκε η προσφορά να επισκεφτεί ο μεγάλος τοίχος και συνεργάστηκε με την ομάδα και το σύμβουλό του για να προσπαθήσει να σώσει τη διαπραγμάτευση. Ήταν σε καμία διάθεση για ένα άλλο συμπόσιο δέκα-σειράς μαθημάτων «σχέση-κτηρίου» (yan hui) και στους σκληρούς έξω κύκλους του ψησίματος (gan bei) κατεβάζοντας το φλογερό κρασί κινεζικού λευκού (bai jiu). Στην επιμονή του συμβούλου, Peter πήγε διστακτικά στο γεύμα, με ένα μακροχρόνιο πρόσωπο. Ακόμα αποχώρησε από το Πεκίνο η επόμενη ημέρα ένα ευτυχές άτομο, με μια διαπραγμάτευση διαθέσιμη (μια υπογεγραμμένη επιστολή της πρόθεσης). Αυτό που συνέβη και γιατί;

Η κινεζική πλευρά χρειάστηκε μια ολόκληρη ημέρα για να ταξινομήσει ποιους όροι και διατάξεις μπόρεσαν να δεχτούν και τι έπρεπε να απορρίψουν. Προσπάθησαν να χτίσουν τη συναίνεση και να πάρουν τις εγκρίσεις στην ιεραρχία. Ήξεραν μόλις έφυγε Peter, οι διαπραγματεύσεις τελείωσαν. Λειτουργούσαν επιμελώς πίσω από τη σκηνή όλη την ημέρα ενώ Peter ήταν αχνιστός. But this was not conveyed to Peter’s team (Chinese face-saving and negotiation strategy). They were able to continue the dialogue, compromise and reach agreement with the visitors over dinner (use of informal time and place). Had Peter not kept his cool and listened to advice, there would have been NO DEAL. And it would have been a lose-lose situation for both sides.

Old China hands and the Chinese will tell you to invest in relationships; it is who you know, not what you know, that matters. Chinese business culture is relationship-driven (guan xi) and people-oriented. Friendship first, then business will follow. Relationships in China are based on mutual trust and respect, equality, commitment and common goals, communication and compromise. Once built, relationships are expected to last. Most multinational companies (Motorola, Vodaphone, and Intel to name a few) have found this to be the case.
In Chinese culture, communication is a continuous process, critical for building relationships, in addition to the exchange of information. Negotiations are work-in-progress: Chinese re-negotiate to constantly improve their position and every meeting seems to be a new one!
Here are some insights into communication and negotiation strategies and subtleties that matter. Successful expatriate managing directors, leaders of global teams, and explorers of business opportunities would follow them to build business in China:

Communication Strategies
≺ Persuasion – There may be sensible and intellectual discussions, but individuals know their place in the team or organization (hierarchy), e.g., contributing or deciding role. Decisions are top-driven; subordinates give input but accept decisions and respect authority (perceived loyalty)

≺ Feedback – Chinese generally do not volunteer information or give feedback. If you want feedback, ask persistently and politely.

≺ Negative Feedback – Chinese do not want to convey bad news. Giving negative feedback is perceived as confrontation that causes loss of face.

≺ Positive Feedback – This is well received if done in a low-key way and shared by the team. Chinese prefer to receive praise privately. (“I really don’t deserve it” and “We contribute as a group”). Similarly, Chinese may not be comfortable in giving praise openly.

≺ Self-glorification or promotion – Expressing one’s attributes or accomplishments runs contrary to Chinese values of modesty and humility. The norm is to be self-deprecating, and any praise should come from others. Sending a company letter ahead of your meeting that gives bio data with accomplishments (academic titles, positions held, major deals or projects completed, etc.) of the visiting team members is appropriate. Accordingly, the Chinese would organize the receiving team based on hierarchy.

≺ Confrontation – Chinese avoid confrontation altogether. This is done to save face and preserve group harmony (as confronting means there is a winner and a loser). Individuals should discuss and understand different viewpoints (“stepping to the other side”) and try to build consensus. This holistic culture does not compartmentalize work and personal feelings; so everything is personal!

≺ Conflict Resolution – While Westerners consider conflicts normal in business and approach conflicts with openness, Chinese generally avoid conflicts to preserve harmony. They mitigate most objections through building trust and respect.

Negotiation Strategies

≺ Chinese Negotiating Style – While Westerners are generally results-oriented (focusing on tasks at hand, specific terms and conditions, and time efficiency) Chinese are relationship-oriented: they focus on harmony and flexibility, and are patient in getting the job done. They do all they can to avoid “tong chuan yi meng” – same bed, different dreams. Chinese are known to be tough negotiators. Everything, including differences, is negotiable as long as face is preserved.

≺ Trust Building – Begin with building trust, based on mutual respect, modesty, equality and harmony. Chinese are not comfortable with being rushed, or jumping right into business discussions without proper introduction. They believe getting to know each other first to establish a comfort level is a prerequisite for negotiations.

≺ Rationale – Chinese take the time to understand the reason, logic and motivating factors in a holistic manner – connecting the dots. They want to be convinced that it’s a win-win deal for the long term. A bottom line approach or a quick fix may be perceived as simplistic and short-term thinking.

≺ Cultural Priorities – In negotiations, Chinese cultural priorities are relationship, rationale, and legal. Check your cultural assumptions in relation to these priorities – they may be in reverse order!

≺ Style – Chinese listen more than they talk. They may appear to be delaying, but they are gathering pertinent details on issues and personalities. The indirect, unemotional style and vagueness allow room for maneuverability and graceful outs (for you and them). Silence is “constructive ambiguity”. It is rude to interrupt. To build a productive relationship each side must accept different styles of team building and group dynamics.

≺ Compromise – Chinese know what they want and are willing to compromise. “Give and take” is a means to achieve harmony in Chinese culture. A compromise is not considered weak or giving in.

≺ Revisiting Agreed Items – It is not unusual for Chinese to revisit items previously discussed and agreed upon (“done deals”), and try to re-negotiate. If this happens, graciously enter into talks, be flexible. Know precisely what you can and cannot do, and prepare your organization that there may have to be changes.

The Subtleties that Matter

≺ Demeanor and attitude matter and yours will be constantly read by the Chinese. Your patience, professionalism, and courtesy are sending messages of your personal integrity. Understand that you must make many small steps before making a big one. Focus on developing a consensus.

≺ Know and adhere to your company’s policy on ethics. Major Chinese businesses are familiar with the U.S. Foreign Corrupt Practices Act. You may be tested, but in the words of Professor Baocheng Liu, “Do not be a loose girl; be a fine lady” with consistent ethical practices.

≺ Listen empathically and observe. Pay attention to details. Note Chinese body language and hidden meanings. Read between the lines; the real intent is in the unspoken.

≺ Understand cross-cultural communication barriers such as cultural frames, traditions, etiquette, time and place, status and power, English comprehension level, etc.

≺ Always bring your own interpreter, who is competent in both the cultural as well technical aspects of the translation, in addition to linguistic proficiency, even when the Chinese offer to provide one for you.

≺ The person who speaks least in a meeting may actually be the most powerful. Be sure to know the hierarchy structure, position and affiliation (company, Communist Party, government level) of those you’re dealing with.

≺ Don’t rush to criticize, give your opinion or advice. They may be counterproductive. Take the time to diagnose and understand the problem and the people first. Respect viewpoints of others.

≺ Make yourself easy to understand. Speak clearly, concisely, and slowly (but not condescendingly). Avoid asking “or” questions (you may get a “both” answer). Ask questions politely to verify and clarify.

≺ Focus on issues. Take the blame out of discussions. Don’t insist you are right even if you are. Leave room for “outs” - face-saving maneuvers.

≺ Be tactful but firm when you must say “no” (A direct and blunt “no” may be perceived as a slap in the face). Use words like “It’s very difficult for me to…..”, “It’s really not possible to….”

≺ Try not to overuse the word “You”; instead use the third person “One”. Pronouns aren’t used as much in Mandarin as in English, and hearing “you” the listener may take it personally. For example, instead of “You should not jump to the conclusion without getting all the facts…” say, “One should not jump to the conclusion…”

≺ Err on the side of being formal in meetings. Sit straight and be attentive, as slouching and relaxing postures are considered bad manners. It’s impolite to cause disruptions, like standing up to stretch and walking around the room. Do not interrupt. Unless the presenter or the leader makes a point to allow it, asking questions during a presentation is considered interrupting and rude. Whenever possible, use laser pointers. Avoid pointing with any one finger; use whole-hand gestures instead.

However your meetings go with your Chinese counterparts, focus on building relationships for the long term, and extending your guan-xi network. Patience, politeness and persistence will bring opportunities for you and your Chinese customers, suppliers or coworkers. Recognize social-personal relationships drive business culture in a holistic way. For the Chinese, business is between friends. A person has a better chance to succeed in China when he/she becomes a “lao peng you” (old friend) - a trusted “insider” who can tap into a Chinese network of relationships (guan xi wang). Westerners often underestimate the importance of taking the time and efforts to build trust and cultivate relationships that last.

Confucius:

“There are four things that mark a man of superior mind.
≺ He takes nothing for granted;
≺ he is never over-positive;
≺ he is never inflexible; and
≺ he is never egoistic.”

Marian Stetson-Rodriguez and A. David Wan, www.chariscorp.com