Culturally Responsive Negotiation Strategy
USA and Japanese Negotiators
S chool

Influence of Cultural Difference between USA and Japan
Considering the recent years, the Japanese-American relationship have encountered shake ups by an increased tension on various international issues like Trade on oranges. In the case when the two countries intend or speculate to solving their issues, they must be aware of the cultural heritage and how each other's cultural differences influence the negotiation styles. In reference to Hofstede's model of cultural dimensions, an interaction between culture and diplomacy between the two countries is well state d (Brandt, 1971). The perspective is well outlined on semantics of Japanese that's a connection to negotiation styles and how the process is indicative. Chasm between japan and America was slowly widening over the last twelve years. At the beginning, the relationship was shaken by the N ixon Shocks in 1971 and exacerbated by an oil crisis later on the mid 1970s.
Japan and America have been odds on trade most profoundly since the Carter Administration; rhetorical agenda of the Japanese military responsibility is a concern between the two countries. The tension may escalate due to lack of understanding of the differences between American and Japanese culture. Long before the launch of criticism of America on Japanese stubbornness over trade and critical issues over defense which sets alarm on U.S. relationship with Japan is current. It's wise to consider basic cultural differences that have an effect on issues on Japan that is at a stake on issues of negotiation. The cultural dimension between the two countries sets a clean way to negotiation. Most significantly, the differences in culture between America and Japan is a view of an individual to others i.e. internal and external view of negotiators. In contrast, American culture indicate concern on individualism while the Japanese cult ure stress on society identity ( McKersie , et.Al , 1987).
Response Strategy of American Negotiators to Japanese Negotiators on Trade & International Issues
Many scholars have put across a lot of literature concerning cross-cultural and international negotiation, but there has been minimal extend of attention devoted to nations that face these international negotiation challenges. For American negotiators to successful deal with Japanese negotiators, several contributions have to be effected; many scholars advise practitioners to employ the approach attributed by Saint Augustine: "When in Rome, do as the Romans do." Numerous contradiction has risen considering this saying of the adage, therefore the approach has rendered impractical. In 1994, a new approach was considered: "Negotiating with Romans" According to the saying, Stephen Weise clearly identifies programmed culturally responsive strategies which can be used in international negotiation (Milosevic, 2002). Moreover, culturally responsive strategies can be grouped into;
The negotiators degree of familiarity with the other party's culture.
The counterpart's familiarity with the other party's culture.
A possibility to explicit coordination of approach to negotiation.
Comprehensive Recommended Strategy
It is clearly recommended that American negotiators should;
Outline differences in tactics and differences that are likely to cause misunderstanding; as well observed, the negotiators' culture affects the style and behavior of negotiation and how the two countries are differentiated in culture. Anticipating the difference is a scope to an international negotiation.
Make an analysis of cultural differences in order to identify differences in their priorities; a value in negotiation is initiated by differences that similarities. More cultural differences in an international negotiation between America and Japan implies a very high potential for an integrative agreement.
Get it clear that the other party man not share their views in secrets that constitute power; i.e. ability to influence other people's decision being perceptual, context dependent and subjective. American negotiators have to be aware of Japanese estimate of power which may be based on completely different factors which may appear like insignificant. When American negotiators engage in power contest, they may reduce profitability in the integrative agreement.
Aim at avoiding attribution errors; the error occur when one party in negotiation assumes the behavior of the other as based on what they are; instead of social-environmental factors which may influence the party. An intercultural sensitive negotiation between America and Japan should be a view of the partnership behavior as a result of situation and cultural norms and is