The Redline Documents Power Struggle
DURING one particularly long and complex negotiation of a future joint venture between a company based in Dubai and a firm in Paris, I found my creativity as a negotiation facilitator taken to the test. The cultural differences evident in the divergent approach to time and the negotiation process itself, as well as the exhaustion from the back and forth communication (characterized by completely different styles of the high- and low-context cultures) were clouding the chances of closure in the foreseeable future. After lengthy discussions and many exchanges of redline documents, the representatives of the two companies came to a standstill. We ran the risk of the deal falling through. Eager to overcome ...
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