Typical that we are used to negotiating, like good Coaches, according to «western» styles. Well, another style is the "Japanese style of negotiation" which is based on ningensei, on conversation, behavior and interpersonal relationships within negotiation. The ningensei concept translates as "priority to humanity".
Environmental factors such as island geography and dense population led to cultural values and behavioral norms that are only constant and homogeneous.
Tate Shakai: Living and working in a vertical society. One of the most important differences between Japanese and the other styles of negotiation is relationship status.
At the interpersonal level, status is determined by age, sex, education, or occupation, while in business relationships it depends on the size and prestige of the company, the structure of the industry, and particularly of the paper (buyer or seller).
Japanese feel uncomfortable if status distinctions do not exist or are not clear, interpersonal equality is not established.
Nagai Tsukiai: Long-term relationships.
Negotiating behavior is also influenced by the importance of deep-rooted cultural roots of establishing long-term relationships between the parties. As in personal and group relationships, business relationships are made for the rest of life and therefore are done slowly and carefully, in a prescribed social way. Two important implications of this aspect can be mentioned: (1) The Japanese negotiator will invest more efforts in preliminary and negotiating rituals (2) The structure and presentation of the agreed business will reflect the importance of a long-term commission that benefits both parties. Although short-term benefits are also perceived as significant, they are only secondary in a long-term perspective.
Shiny: Intuition. Typical Japanese negotiation involves the required aisatsu (formal greeting), hospitality, and the ceremonial gift thus kicking off a very long meeting. This serves to establish a harmonious relationship between both parties, which is very important to them.
The amae concept ensures that the buyer will take the seller's interest carefully. Thus, the seller does not oppose the buyer's decision and his doubts.
Three characteristics of universal difficulty in getting feedback from the Japanese side can be mentioned: (1) Japanese values interpersonal openness (wa), (2) Japanese negotiators may not like the next step, and (3) the clear signs are demanded by foreigners.
Wa: Maintain harmony. To maintain superficial harmony, the Japanese avoid saying a direct "no" using other ways to express their refusal. This serves not to change the face of the other party and to reflect the Japanese concept of tatemae (form, official posture, face, forehead) and honne (substance, essence, true intention). Japanese negotiators politely communicate the tatemae, while avoiding offense, but with an informative honne.
Ethnic homogeneity, isolation, and the tradition in Japan of personal relationships during life allow this very subtle style of communication (haragei) that also serves to maintain harmony (wa) and to provide the necessary information to develop comfortable personal relationships (shinyo).
Shokai-Sha and Chukai-Sha: Presenter and mediator. In Japan, relations and negotiations are always established by a shokai-sha called a neutral third party. The functions of shokai-sha and chukai-sha are institutional and essential to start a business relationship. Business relationships are initially established through appropriate connections.
If one party does not know the other, third parties can arrange an initial meeting, these are usually executives, bankers or a company. Particularly, if the shokai-sha has a personal relationship with the buyer, he will be very influential because the buyer does not want to damage the harmony and relationship with the shokai-sha.
It also serves as a valuable source of information. If serious problems arise during the negotiation process, chukai-sha is a helpful option.
