For people who see negotiations as a win-lose proposition, there is a need to defend a position because it serves a business purpose. In cross-cultural negotiation, this thinking can also extend to defending a cultural point of view.


But with accelerated globalization, cultural barriers have become more like gray lines as races, dialects, and individual preferences mesh together before our eyes. Because of this, when people feed their identity through their preferences or their culture, their negotiations will be fraught with pitfalls.


Let’s say, you happen to come across a businessperson from China. It’s quite natural for your mind to race through evaluation processes: recollect related information about China, compare to other Chinese people you might know, make a note of obvious differences  impression. This is where you should stop and rewind to 10 minutes ago. All of your ideas are emotionally charged and perhaps untrue.


Before entering any negotiation scene (with 


place and get into a state of calm focus. In Cheetah Negotiations we teach stretching and breathing techniques to achieve this state. Once you have removed your emotional charges, create a clear intention regarding the outcome of negotiation. Identify the importance of the relationship and the importance of the outcome. Every negotiation will have differing levels of  relationship and differing levels of attachment to the outcome. Get clear on the importance of the  outcome, BEFORE you start interacting with the other party.


In Cheetah Negotiations we teach people how to set up every negotiation as a play. As in a play, there are the cast of characters, the  up – when you take the play live. The better you can prepare ahead of time, the better you


28 C H EETAHPHAS T.COM


NEGOTIATION


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