In this section, we’re going to deal with the cultural variations in terms of selecting negotiators. 

Different cultures weigh the criteria to select negotiators differently. Although every negotiator will develop a strategy that reflects his or her personal style, each individual is also affected by a national negotiating style which is strongly influenced by culture. For example, Eastern countries such as China, Japan, and Korea may adhere to bargaining procedures that reflect a collectivistic theme. On the other hand, Western nations normally display individualistic-based negotiation behaviors. Due to the differences in negotiating styles, not all cultures select the same type of people to participate in negotiating sessions. 

Team negotiations can often be more productive than solo business negotiations. Generally, a negotiation team consists of a team leader, technical experts, and members taking other specific roles. Any team needs a leader. Negotiation team leaders are responsible for many items: having and sharing a negotiating strategy, ensuring team preparedness, assigning roles, motivating the team, etc. Negotiating team members bring different strengths to the negotiation table, which is why talents from diverse backgrounds are needed. Team members should be chosen for the knowledge they possess, related to the current negotiation, and the cohesiveness they’ll bring to the team. 

In both China and Japan, selection of negotiators is based largely on status and knowledge, with age seniority being an important criterion in selecting team leaders. In Chinese culture, face is an important concept that has penetrated every aspect of the Chinese life. In negotiation process, Chinese negotiators will definitely expect respect from their counterparts for the sake of gaining face. As a result, they hold the expectation to deal with someone of authority and high status, and they tend to feel offended and slighted if they do not negotiate with such individuals. 

In Japan, the concept of face is possibly even more important than in other Asian societies. In Japanese business culture, the respect a person enjoys depends primarily on his or her age, status, and rank. Other admired personal traits include loyalty, team orientation, and sociability. You will commonly find leaders in senior roles to be of advanced age. Since the Japanese culture is a typical masculine culture, women are not frequent participants in a negotiation team.  

The United States is very much an individual-oriented culture, where being independent and assertive is valued and praised. So, when Americans choose negotiation representatives, technical expertise is their major concern. Status and personal honor play a smaller role. Concepts such as “Saving face” and many of the social formalities that can be vitally important to other cultures carry little significance here. Since age and rank play a smaller role, you may find relatively young people in American negotiation teams or in positions with decision-making authority. Women are not rare in American negotiation team but they seldom hold top-level positions. Other admired personal traits include honesty, perseverance, as well as good communication skills. 

Different from the Americans, French usually attach more importance to social, professional and academic status while selecting their negotiation team. In the country’s business culture, the respect a person enjoys depends primarily on his or her education, status, and achievements. Admired personal traits include intellectual capability and wit, resourcefulness, dignity, poise, and tact. Asthere are lots of family enterprises in France, in choosing business negotiating representatives, family ties seem to play a role as well. Similarity in personality and background among French negotiators is important and appears to be influential in the negotiation process. 

Similar as the Japanese, Middle Easterners also value status, rank, and age when selecting negotiation team members. So, it’s quite common to see the most elderly person working as team leaders and younger members may even be ignored in some cases. Other admired personal traits include poise, sociability, and patience. But be cautious while doing business with Middle Easterners because there are over twenty countries in the Middle East area, and each country might have different business culture.