Despite a large body of evidence indicating the universal experience of moods and emotions, there are a variety of cultural influences that mediate the expression of these emotions. Several studies have identified the existence of cultural display rules or norms which prescribe which kinds of feelings can and should be displayed or expressed in which
kinds of contexts (Ekman, 1980, 1984; Lutz and White, 1986). Disparate rules governing emotional expression may result in discomfort, misinterpretation, and uncertainty – all of which tend to have a negative impact on negotiations. This is tends to be the case when one party comes from a low contact, emotionally reserved culture and the other party comes from a high contact, emotionally expressive culture. It is therefore important for negotiating parties to be aware of differences in display rules in business transactions.
However, more than simply being aware of different display rules, negotiators should develop a means for interpreting nonverba l behavioral cues. Since nonverbal cues represent the majority of the message being communicated, they should be the prime focus of negotiators. Successful negotiations are largely dependent on effective communication – where the listener accurately receives the message the communicator is trying to send. As such, successful negotiations logically hinge on the ability of negotiators to recognize and interpret nonverbal cues. Since gestures are typically limited in the negotiation setting, a key aspect of effective negotiation rests in the ability of negotiators to recognize cultural differences in linguistic style - particularly in terms of tone of voice, speed, volume, use of pauses, degree of directness, choice of words, and level of formality (Tannen, 1995, 1995). These linguistic styles are greatly influenced, and usually dictated by cultural norms and values. Differences in these linguistic styles, most notably differences between high and low context cultures, can result in misconceptions and misunderstandings.
Individual personality also plays an important role in the outcome of a negotiation.
Since personality tends to moderate the impact of both national and organizational culture, it is an important consideration in the choice of cross-cultural ne gotiators. In most cases, a high degree of similarity between the negotiator and his counterpart enhances the ability to communicate, cooperate, and develop relationships based on trust (Killing, 1983).
Consequently, individual personality compatibility between negotiating parties is a key determinant of successful negotiations. Another important issue relating to personality is the affect it has on nonverbal modes of communication. Certain personalities appear to be more conducive to expressing and interpreting nonverbal communication than others. As
such, personality influences a negotiator’s ability to accurately express and interpret nonverbal behavior that is congruent with their counterpart’s. Not only does this provide a more effective and efficient approach to communication, but it also provides a more complete understanding of the communicated messages.
Although research in negotiation and nonverbal communication is both extensive and intensive, few studies have actually attempted to link these two fields. This presents a problematic and conspicuous oversight given the importance of communication in negotiation. Since most communication occurs on the nonverbal level, it is imperative that negotiators sensitize themselves to cultural values and attitudes regarding nonverbal modes of expression. These nonverbal cues tend to provide the most accurate picture of not only the internalized values that a negotiator holds, but also the type of personality he possesses.
As such, nonverbal patterns of behavior provide valuable insights into the perceptions, attitudes, and expectations of the negotiating parties.
The purpose of this paper was to lay the foundation for future research relating the disparate fields of cross-cultural negotiation and nonverbal communication. By presenting a model that can be applied both theoretically and practically, this paper sought to bridge the gap between these two fields of research. However, there are some natural limitations to this paper, namely the difficulty in obtaining and interpreting experimental evidence regarding nonverbal communication modes. The source of the difficulty lies in the unwritten rules governing the expression and interpretation on nonverbal cues. The nonverbal pattern of communication in one culture may not translate well to another culture’s – if at all. Further research in this area is therefore faced with the challenging task of separating and identifying the impact of subtle modes of nonverbal communication as well as their affect on cross-cultural negotiations. Such research would be highly beneficial given today’s highly connected business environment, where cross -cultural interactions are a fact of life.
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