S1_MNJ_Cross Culture Management_Ganjil 2025

REKA ALDILANA RAMADHAN
2351011024

1. In low-context cultures like the US, Germany, or Australia, negotiation is seen as a direct, logical, task-focused process aimed at quick wins and clear agreements. In high-context cultures such as Japan, China, Arab countries, or Latin America, it is viewed as a slow relationship-building ritual that prioritizes long-term trust, harmony, saving face, and indirect communication.
2. Cultural mismatches often cause misunderstandings—directness can feel rude, silence can be misread as disagreement, or rushing the deal can destroy trust—which slows progress, reduces concessions, and leads to lower-value or failed agreements. When one or both sides adapt effectively, negotiations become more creative, produce true win-win results, and build stronger, lasting business relationships.
3. The best approach combines cultural awareness with personal flexibility: start with cultural research as a baseline, then quickly adjust based on the individual’s signals (e.g., more traditional or cosmopolitan), use active listening and clarification to bridge gaps, build rapport at their preferred pace without losing authenticity, and create integrative solutions that play to everyone’s strengths—respecting culture while optimizing for each person’s unique style and skills.

Zhdanova Kseniia 

1.How the perception of negotiating can differ from culture to culture? Perceptions of negotiation vary widely across cultures because negotiation is deeply influenced by social norms, communication styles, and values.
For example, Western, low-context cultures (such as the United States or Germany) often view negotiation as a direct, task-oriented process focused on efficiency, clarity, and achieving a concrete agreement. In contrast, Eastern, high-context cultures (such as Japan or China) may see negotiation as a gradual relationship-building process where trust and harmony are prioritized. Some cultures value emotional expressiveness, while others expect calm restraint; some emphasize individual decision-making, while others rely on group consensus. As a result, the very purpose and tone of negotiation can differ dramatically.

2.How these different perceptions can affect the negotiating process and results? These cultural differences can influence each stage of negotiation:

-Communication misunderstandings: Direct communicators may appear aggressive, while indirect communicators may seem vague or evasive.

-Different interpretations of silence: In some cultures, silence signals respect or reflection; in others, it signals disagreement or disengagement.

-Pace of negotiation: Fast-paced negotiators may become impatient with cultures that prioritize relationship-building.

-Decision-making structure: Hierarchical cultures may require approval from senior leaders, causing delays, while egalitarian cultures expect open discussion.

-Conflict perception: Some cultures avoid confrontation, leading to subtle disagreement; others view open debate as productive.

If these differences are not recognized, negotiations may break down, relationships may suffer, and agreements may fail in implementation. Conversely, awareness and adaptation can lead to stronger relationships, smoother communication, and more sustainable outcomes.

3. A culturally responsive negotiation approach respects cultural norms while also leveraging the skills of individuals involved. Effective strategies include:
- Cultural Preparation
Research the other party’s cultural expectations, hierarchy, communication style, and business etiquette. This allows negotiators to anticipate misunderstandings and adjust their approach.

-Adaptive Communication
Skilled negotiators adjust between direct and indirect communication styles, use clarifying questions, and pay attention to non-verbal cues. They can communicate clearly without violating cultural norms.

-Building Relationships First
In relationship-oriented cultures, investing time in informal conversation, showing respect, and demonstrating reliability often leads to more successful outcomes.

-Flexibility in Decision-Making Processes
Negotiators can align their strategies with the other party’s structure — for example, allowing more time for group consensus or showing deference to senior decision-makers.

-Finding Shared Values
Focusing on mutual interests (quality, fairness, long-term benefit) can bridge cultural differences and create a cooperative atmosphere.

-Developing Cultural Intelligence (CQ)
Individuals with high CQ can adapt behavior, understand diverse perspectives, and navigate complex interactions more effectively.

-Clarifying Expectations Explicitly
Since assumptions vary across cultures, explicitly defining goals, timelines, roles, and communication preferences helps avoid confusion.

Davin Dwipratama Wicaksono
2311011103

1. The perception of negotiation differs across cultures because some cultures prefer direct communication while others use indirect and more polite styles. Certain cultures focus on finishing the deal quickly, while others prioritize building relationships first. Some are very strict with time and decision-making, while others are more flexible and rely on hierarchy. These differences shape how each culture views the goals, process, and meaning of negotiation.
2. These differences can influence the negotiation process by creating misunderstandings, tension, or mismatched expectations. If these cultural differences are not understood, negotiations can become difficult or break down, leading to poor outcomes.
3. Culturally responsive negotiation strategies include learning the other party’s cultural norms, adjusting communication style (whether more direct or polite), respecting their relationship-building process, adapting to their pace, and understanding their decision-making structure. At the same time negotiators should still use their individual strengths, such as analytical thinking, communication, or relationship skills but express them in ways that fit the cultural expectations of the other party.

Name: Maretha Yola Elpa Denta
NPM: 2351011019

1. Perceptions of negotiation can differ greatly across cultures. Some cultures view negotiation as a direct, task-focused activity aimed at quickly solving problems, while others see it as a relationship-building process where trust, harmony, and indirect communication matter more. Cultures also vary in their views on time, formality, hierarchy, and acceptable levels of conflict.
2. These different perceptions can affect the negotiation process by creating misunderstandings or tension. A direct communicator may be perceived as rude, while an indirect communicator may be seen as unclear. Fast-paced cultures may feel impatient with cultures that prioritize consensus and careful discussion. Differences in hierarchy can influence who speaks, how decisions are made, and how agreements are finalized. As a result, negotiations may slow down, become less effective, or even fail if intentions are misread.
3. Culturally responsive negotiation strategies involve adapting to the other culture while still using one’s own strengths. Key strategies include understanding the other party’s communication style, being flexible in how you present information, building relationships when required, actively listening and clarifying meanings, using decision-making processes appropriate to the culture, and combining cultural sensitivity with individual negotiation skills such as analysis, persuasion, and emotional intelligence.

Incik Abiyyu Dhaif Ramadhan
2311011008

1. Cultural backgrounds shape how negotiation is understood. Some cultures view negotiation as a direct exchange where goals are stated openly, while others prefer an indirect and polite style to maintain harmony. Certain cultures emphasize building personal relationships before discussing business, whereas others prioritize efficiency and immediate results. Decision-making speed also differs, with some cultures preferring quick outcomes and others taking time for collective agreement. These variations create different expectations about how negotiation should proceed.

2. These cultural differences can influence both the negotiation process and the final agreement. Direct communication may be seen as too aggressive by cultures that value indirectness, while indirect communication may seem unclear to those expecting explicit statements. Differences in decision-making pace can lead to frustration or delays. Relationship-focused cultures may feel uncomfortable negotiating too quickly, whereas task-focused cultures may see extended social interaction as unnecessary. Variations in hierarchy and authority can also cause confusion. If these differences are not managed well, negotiations may slow down or produce weak outcomes; however, understanding cultural expectations improves cooperation and results.

3. Culturally responsive negotiation involves adapting to cultural norms while using appropriate personal skills. This includes learning about the other culture’s communication style, decision-making patterns, and attitudes toward conflict. Communication can be adjusted being clear and direct with low-context cultures, or more polite and indirect with high-context cultures. In relationship-oriented cultures, building trust before negotiating is important, and maintaining face is essential in many Asian contexts. Choosing a negotiation style that fits the cultural situation, whether cooperative or competitive, also helps. Flexibility in tone, pace, and behavior allows negotiators to handle cultural differences more effectively and reach better agreements.