Example: The problem of German-Chinese negotiations
The manager of a German company has travelled to China for four times within a short period of tima for negotiations on a joint-venture contract.
But the nagotiations just didn‘t advance. Meanwhile, the German manager was beginning to have
serious problems with his head office. Time was pressing and the management of the coompany felt that the negotiations were not being conducted effectively enough. They expressed dipleasure at the representative‘s „unfortunate“ handling of the negotiations. The manager, himself, felt annoyed and frustrated. During further negotiations, when they still did not seem to have reached an agreement, the manager then believed that he had finally understood the Chinese partner‘s tactics.
The Chinese wanted to stall the negotiations so that they could extract as much information from him as possible, which they could then use to play off his company against competitors. He was angry and annoyed with his negotiating partners. In addition, he felt the strain of a week‘s gruelling negotiations.
Finally, he reacted in a way he would describe as to „give them a piece of our mind“ or „show them
what‘s what“. Completely without warning, the German manager screamed at his Chinese partners
that he was not prepared to be kept waiting any longer, that there should be no more „beating about the bush“: That his patience had finally come to an end and that he had expected transparency and commitment.
For the Chinese, these grievances were expressed in a shockingly, loud and direct manner. The Chinese partners turned pale and said nothing. The negotiations did not reach to a conclusion.
Upon his return home, the manager learned from his superiors, that this had been his last trip to China.
The Chinese, without uttering one word about the negotiations he had undertaken, wrote to say that they were still interested in the planned joint-venture. The company would have to start over again more or less from scratch, using a new representative.
The manager of a German company has travelled to China for four times within a short period of tima for negotiations on a joint-venture contract.
But the nagotiations just didn‘t advance. Meanwhile, the German manager was beginning to have
serious problems with his head office. Time was pressing and the management of the coompany felt that the negotiations were not being conducted effectively enough. They expressed dipleasure at the representative‘s „unfortunate“ handling of the negotiations. The manager, himself, felt annoyed and frustrated. During further negotiations, when they still did not seem to have reached an agreement, the manager then believed that he had finally understood the Chinese partner‘s tactics.
The Chinese wanted to stall the negotiations so that they could extract as much information from him as possible, which they could then use to play off his company against competitors. He was angry and annoyed with his negotiating partners. In addition, he felt the strain of a week‘s gruelling negotiations.
Finally, he reacted in a way he would describe as to „give them a piece of our mind“ or „show them
what‘s what“. Completely without warning, the German manager screamed at his Chinese partners
that he was not prepared to be kept waiting any longer, that there should be no more „beating about the bush“: That his patience had finally come to an end and that he had expected transparency and commitment.
For the Chinese, these grievances were expressed in a shockingly, loud and direct manner. The Chinese partners turned pale and said nothing. The negotiations did not reach to a conclusion.
Upon his return home, the manager learned from his superiors, that this had been his last trip to China.
The Chinese, without uttering one word about the negotiations he had undertaken, wrote to say that they were still interested in the planned joint-venture. The company would have to start over again more or less from scratch, using a new representative.
好文，領受了！謝謝！..................................................................
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