How to Conduct Business Internationally

International Communication in International Business Words are very important in a high context culture and have much more significance and carry far more meaning and weight than in a low context culture. In a high context culture, words are chosen carefully and one must be familiar with the culture itself because it is this that informs the words and gives them their weight.

In business negotiations, the type of behavior that I believe will manifest itself when players from a High Context Culture engage with those of a Low Context are the indirect and direct types of communication that are likely to exist. The high context culture negotiator will likely tend to be more indirect, assuming that his meaning and point will be inferred, whereas the low context culture negotiator will be direct, expecting there to be no hidden meaning behind his words.

The contrast could result in confusion and a lack of resolution if not identified and rectified from the start (Hall, 1976). B) As a facilitator to ensure a successful outcome, I would be sure to explain to the low context culture negotiator that the man across the table actually means X, Y, and Z when he says A, B and C (and that this is part of his culture, to say little but to suggest a lot).

To the high context culture negotiator I would explain that the man across from him actually means exactly what he says and no more. 2) A) The high Power Distance should be taken into consideration. This means that the people accept that power is distributed unevenly in a hierarchical manner throughout the country and is reflected no doubt in their own organization (Hofstede, 1997).

Manners to look out for are displays of deference to persons of authority and a lack of a desire to question authority, the status quo, or to be individualistic and/or creative (thinking outside the box). These people are most likely not going to be decision makers and will expect that the higher-ups will be the ones to make all the decisions. B) Our players should prepare for this conference by not expecting a great deal of give and take.

This conference is basically going to be an opportunity for our side to lay out its needs and wishes and new ideas: the other side will act as a mere repository and will, perhaps, convey these ideas/concerns on up the chain of command. However, it may also be a good idea to request a one-on-one with the higher-ups to show that we are serious and do not want to be brushed off.

The reason our strategy is not working may be because we are not acting within the appropriate chain-of-command in the country and are being sidelined by expecting too much from lower totem pole players. C) Therefore, the levels of responsiveness from the others at this meeting will likely be low but agreeable. The reps from the company are not going to be dismissive or rude or object or make any sort of statement that could later be reversed by their bosses.

They will simply accept with pleasantries what we have to say and carry it on to their leaders. In order to manage these behaviors and to influence their leaders, we will bring tokens of our appreciation along with warm messages that are meant for their leaders so that we will be able to establish a direct connection to the real decision-makers. By establishing this connection we should be able to bypass the third party or at least receive a favorable review of our proposition.

A view should always be given to the fact that we are addressing directly the hire-ups and that this should be our focus and our aim. 3) First, the culture of the German people should be taken into consideration. Germans are analytical and like to see the facts, the numbers -- the information that supports the argument being made. Therefore, it is pointless to arrive at the meeting and supply the other side with qualitative data that is not backed by quantitative data.

The German negotiators are likely to be hard bargainers driven by their understanding and assessment of the facts on the table. To win their support it is necessary to alter their impressions by delivering arguments in the form of quantitative and substantiated data that cannot be denied. Second, Germans are methodical in their decision-making. They do not rush to decisions and are not impulsive. Just because they do not suddenly leap for joy at our proposal or show signs of affirmation does not mean they are not getting it.

They take time to sift through information and to weigh everything. If our homework is solid on our end, we will have already done all the work for them and all they will have to do is read what we give. Third, while Germans will debate and argue, they would rather not deal with conflict or diverging opinions. They like parties to be agreeable. If all the facts are acknowledged and the truth is obvious, there is no need for anyone to fight or argue.

It is a matter of acknowledging the facts that is important. Fourth, the negotiation table is no place for jokes or spontaneity: Germans expect a straight-forward presentation and a respectful display of courtesy. This is the time for our side to show that what we have is truly worth their time. Our confidence should, therefore, be bolstered by our product and its results, which should speak for themselves (Business Meeting Etiquette, 2015).

4) Name five things that you learned in this class that you will be able to put to use personally, and, or, professionally. The first thing I learned in this class is that all cultures are different. No matter how big or important or "right" you think your own culture is, in the business world it is important to recognize that the other side has its own way of looking at things.

By recognizing this difference you can enhance your own negotiation tactics and cover considerable distance in terms of meeting the other side in an acceptable solution to the negotiation. The second thing I learned is that there is a universal sense of things to all cultures that can be appreciated. Ideas such as respect, for instance, are common to all cultures, and by showing respect and courtesy, simple obstacles can be overcome.

In fact, respect is the first step towards understanding the other side -- without it, there can be no real knowledge or appreciation gained of the counter-party with whom one expects to do business. Thirdly, I will be able to put to use in my professional life these lessons, especially as an I plan to learn more about different cultures and use this knowledge to help build my own business in the future. I want to.