You Can't Always Get What You Want

          In this final negotiation role-play I was part of the people who had been mistreated and had some demands to make. It was nice to be on this side for a change. I was one of the mayors of the 4 towns surrounding the EuroMouse construction site. We were all angry because of the noise and increase in traffic caused by the construction site; we were upset that we were not a part of the initial negotiation when the government sold the land to the American executives from the Mouse company, and also because the government bought it for 1€ per m 2 from us and it sold it for 3€ per m 2 , making a huge profit. The negotiation was led by government officials who were trying to hear both sides and make sure the project continued because it would bring economic prosperity to a rural area. The Mouse company heard our complaints and before addressing them fully they wanted to make sure we were on board with the project and if we believed it would...

Cultural differences can influence negotiations; cultural tendencies influence the way people act and how they expect to do things. It is necessary to understand that these differences exist and know the other side as to not be blindsided. This text focuses on “the ways that people from different regions come to agreement or the processes involved in negotiations.” Decision-making and governance processes change from culture to culture. Map the players and the process: 1. Who are the players? Sometimes there are more players than the ones at the negotiation table. This is the case with governments and other institutions and/or organizations. Sometimes it is not obvious: example of Germany (labor has equal representation on the board), China (party officials will have their say). 2. Who decides what? It is essential to identify each player’s role and “who owns which decisions”. Example of Pirelli and Continental. In Japan, the board of directors may include represe...