Negotiation is a challenging process due to the complexities that arise from different topics, but also a crucial skill for managers, especially in a cross-cultural business context. Three main challenges of intercultural negotiations are: the effectiveness of the individual in communication, the process of negotiation between cultures, and the medium used in negotiations. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay First, reaching agreement can be difficult when dealing with subtle differences in communication and methods of disagreement between cultures. For example, Japanese culture is known to be emotionally inexpressive and avoidance of confrontation. In business negotiations, Japanese negotiators' indirect modes of communication express disapproval and often lead foreign businessmen to believe that their proposals are still under consideration when in reality the Japanese reject them. When there is a confrontation between negotiators, friction is created; Feelings of frustration may arise from a French negotiator who is direct and emotionally expressive when faced with a Chinese person who avoids direct confrontation, listens more and values ​​harmony and relationship. Without cross-cultural intelligence, the French negotiator could be seen as ignorant or even disrespectful. Second, the way people reach agreement in negotiations varies greatly between cultures, and this is partly due to different decision-making styles. "In a consensual culture, decision-making can take a long time, as everyone is consulted. In contrast, in a top-down culture, decision-making responsibility is invested in an individual." Managers who are part of a consensual culture like China's would tend to argue at the bargaining table and slowly work out the contract. American managers, on the other hand, would use a quick and concise approach to negotiation. Furthermore, negotiation attitude is a factor that influences how cultures approach negotiations. Chinese companies see the negotiations as a win-win situation, while others see them as a win-win, therefore conflictual, situation. This contrast is directly linked to differences in the meaning of reaching an agreement; Top-down cultures tend to prefer detailed, unambiguous contracts, while Chinese culture is relationship-based and leaves room for contract modifications. Third, while in-person negotiations are more effective, there is a growing trend for them to take place via email, where it is incredibly difficult to maintain the momentum of the negotiation, capture any insights, and utilize traditional in-person negotiation methods. such as body language, tone of voice and visual expressions. Brake suggests that the main challenges involved in virtual communication include lack of context, frequency of dialogue and intuition. Please note: this is just an example. Get a custom paper from our expert writers now. Get a Custom Essay A personal experience working with a creative agency that tried to negotiate contract terms for a project I was responsible for via email made me realize that it was difficult for them due to the lack of context and insights. Brake explains that for simple collaborations such as exchanging reports and instructions, email is a good means of communication.8 However, for them it was a more complex collaboration and negotiation process. Therefore, the negotiation process was complex and needed a process.