International negotiations: Why can global negotiations not be standardized? Custom Essay

According to Brett a standardized global negotiation culture is unlikely anytime soon. “Cultural differences in negotiation strategy are not trivial; they are deeply embedded in cultural contexts that cue and reinforce their use.”

Cultural differences in negotiations strategy are significant. Negotiators with multicultural experience tend to switch between one culturally based

strategy and another depending on contextual cues; they do not blend them.

Every nation engages in various negotiations for several reasons. It is a form of communication wherein the nations involved intend to reach an agreement

and understanding. They identify ways to satisfy their common interests, and point out their commonalities and differences to build a good negotiation.

Nevertheless, global negotiations cannot be standardized due to cultural diversity and variations in the national policy. Different cultures have their own

rules and prohibitions on how they will act. And diverse organizations involved in any global negotiation have their cultures that manage the behaviors of

its members. There are values and practices that determine how the members perceive and respond to a particular situation. Because of cultural differences,

every nation has also established their own policies based on their values and norms. For that reason, global negotiations cannot be standardized.

According to Brett (2007 p. 280), global negotiations cannot be standardized because, “Cultural differences in negotiation strategy are not trivial;

rather, they are deeply embedded in cultural contexts that cue and reinforce their use.” People from different cultures act differently when negotiating,

for example people from collective cultures negotiate differently from those from individualistic cultures. Further, global negotiations cannot be

standardized because cultures cannot be blend. When global negotiators negotiate across cultures they switch or adapt to the cultural needs but they do not

blend two or more culture when negotiating. For example when a multicultural negotiator is negotiating in China he or she will adapt or switch to the

Chinese culture, and when in Germany to the German culture.