The negotiating style of the Japanese is mainly reflected in the following points:
(1) There is a strong sense of group consciousness and group decision-making.
The values and mental orientations shaped by Japanese culture are collectivist, centered around the group. The Japanese believe that suppressing one's own individuality is a virtue, and people should follow the will of the majority. Japanese culture teaches individuals to integrate their personal wishes into and subordinate them to the group's wishes. Therefore, the Japanese believe that seeking harmony in interpersonal relationships is the most important. Any gathering or business negotiation conducted under such feelings and atmosphere will have a balance, and everything will proceed smoothly.
Because of this, the Japanese decision-making process in negotiations is very distinctive, and the vast majority of Americans and Europeans think that the Japanese take a long time to make decisions. Why is this? It's due to the influence of group consciousness. Before making a suggestion, the Japanese must consult with other parts and members of the company for a decision, which can be a very cumbersome process. If the Japanese decision involves a production workshop, then the decision-making starts from the workshop and moves up layer by layer until it reaches the company’s decision-making level for repeated discussion and consultation. If the content negotiated during the negotiation process deviates from their original objectives, then this entire process may need to be repeated.
For us, it's important to understand the Japanese negotiating style: it's not about individual decision-making. Even if the negotiators are given the authority to sign agreements, the contract terms are still the result of group discussions. The feedback on the specific content of the negotiation process goes back to the headquarters of the Japanese company. So, after the written agreement has been circulated within the company, it has already become a group decision approved by all departments. It is worth noting that while the Japanese take a long time to make decisions, once a decision is made, they act very quickly.
(2) Trust is an important medium for successful cooperation.
Compared to European and American businessmen, the Japanese place more emphasis on establishing personal interpersonal relationships. In fact, many negotiation experts believe that friendship between friends and mutual trust are crucial when cooperating with the Japanese. The Japanese do not like to haggle over contracts; they emphasize whether they can establish a trusting relationship with their foreign partners. If such a mutual trust relationship is successfully established, contracts can almost be signed casually. For the Japanese, large-scale business negotiation projects sometimes take longer because they aim to establish mutually informative relationships rather than avoid problems by formulating detailed rules. Once such a relationship is established, both sides value maintaining this relationship for a long time. This attitude often means abandoning the practice of seeking short-term benefits by finding another buyer or seller. Instead, they are willing to adopt a lenient attitude towards contract terms when the other party is in difficulty or temporary trouble.
In business negotiations, if a good personal friendship is established with the Japanese, especially if you win their trust, then the negotiation of contract terms becomes secondary. Europeans prefer to write contract terms as detailed as possible, especially regarding responsibilities of both parties and claims, to prevent future disputes. However, the Japanese believe that since both sides already trust and understand each other, they will work together. Even if they cannot meet the guarantees stipulated in the contract, they can sit down again to renegotiate the terms of the contract. Contracts in Japan have always been considered an external form of interpersonal agreements. If changes in the surrounding environment make the situation detrimental to the company's interests, the validity of the contract will be lost. If foreign businesses insist on penalty clauses in the contract or are unwilling to relax the terms of the already signed contract, the Japanese will feel extremely dissatisfied.
Therefore, experts suggest that when foreign businesses negotiate with Japanese companies they have never dealt with before, they must gain the trust of the Japanese side before the negotiation begins. The widely recognized best method is to gain the support of another enterprise that the Japanese side considers reliable and has excellent credit, meaning finding...
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