Features of business etiquette in Japan, China, India and other Asian countries

Collectivist values

The Japanese place the interests of the group above the interests of one individual. If in countries where individualism rules (for example, in the United States of America), people tend to draw attention to their personal achievements and skills, then in Japan they are much more focused on the achievements of the team. The Japanese will never say: “I achieved this,” they will say: “My team, my team achieved this.” Therefore, when entering Japanese society, you should not brag too much about your personal awards or successes - this will be somewhat strange for the Japanese.

In companies, all important decisions are made based on the opinions of all group members. Before holding a formal meeting, each team member must express his point of view. Then there is a rather lengthy process called “namawashi” - this is preparation for the final decision-making, and it consists in forming a single opinion, taking into account the points of view of all participants in the meeting. Directly at the meeting itself, no one expresses any ideas or objections, since the decision, as a rule, has already been made. It is announced, and then there is a discussion of further actions taking into account the decision made.

If we are talking about any kind of rivalry between several companies (competition, tender, etc.), then for the Japanese the most important thing is not even victory, but that they act and make decisions together.

General features of business etiquette in Asian countries

Important features of Eastern business etiquette are based on the following:

• traditionalism, ritual nature of doing business,
• reliance on religion, ancient beliefs, eastern philosophies,
• collectivist type of thinking,
• formal hierarchical system of relationships, paternalism,
• emotionally restrained type of behavior,
• monochronicity, a special attitude to time.

All these features differ significantly from the secular, exclusively individualistic, cold, tough decision-making Western type of behavior, where time and exclusively official relations were introduced into a real business cult and brought good results throughout the twentieth century.

For reference: The teachings of the East - Hinduism, Buddhism, Taoism, Confucianism can hardly be called religious: they form not only worldview and moral values, but also regulate social norms, public rules and business guidelines, being an invisible measure of behavior in all spheres of life.

Asians are convinced that business is built on trust, personal contacts and a leisurely pace. Respect for hierarchy and subordination, attention to personal life and individual reputation, respect, adherence to rituals and protocol in any activity - this is the cult for a typical entrepreneur from Japan, China or India, be it the owner of an international company or the director of a small company in Singapore.

Lifetime employment

One of the most characteristic phenomena in Japan is the lifetime employment system. It is not customary to change jobs there often. The Japanese come to a certain company after graduating from university and work there until they retire. Many large organizations select promising students and, as it were, “prepare” them for future work. They can help them with various courses and training in their specialty. And then they are accepted into the company, within which these people begin to build their careers.

If it is necessary to select a specialist who will occupy a high position (for example, the position of department manager has become vacant), then, as a rule, the choice is made from those employees who are already working in this organization in lower positions. We often come across vacancies of the type “A large organization requires a general manager, financial director, and so on.” For the Japanese, such a vacancy is nonsense. They will think: “Why hire a person who has never worked in this company before for such a high position, if you can fill it with an employee who was waiting for a promotion and deserved it?”

Japanese Business Etiquette

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Japan is a country in which historical traditions still have a great influence on all aspects of life in modern society. And this is especially noticeable in the example of the Japanese observing the rules of official etiquette.

Japanese office etiquette is a complex and multi-element set of all kinds of regulations and norms with its own complex hierarchy and historically established rules of behavior, which is also directly reflected in the Japanese language. The peculiarities of Japanese society are such that the foundations of highly moral behavior are laid in the family from early childhood. They are supported by school education and a rigid system of social hierarchy in society, in which everyone knows their place. Despite significant changes in the political, economic and ideological components of Japanese reality during the 19th-20th centuries, the basic rules of behavior of the Japanese in everyday life have undergone virtually no fundamental changes, although when communicating with foreigners the Japanese are quite receptive to the norms of European etiquette.

Excessive ceremony and a deliberately philosophical attitude to life greatly influence the communication culture of the Japanese and is directly reflected in both office etiquette and the Japanese language. Giving priority to the principles of harmony, the Japanese are extremely polite in communication, always strive to build friendly, equal relationships with others, avoid saying “no” in Japanese, and with all their actions maintain a positive attitude among their interlocutors.

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Japanese business etiquette is based on three “don’ts”:

— You cannot come to a meeting without business cards.

— You can’t help but have materials about your company or business proposals with you.

— You cannot deviate from the dress code in clothing and not have a decent appearance.

One of the outstanding achievements of Japanese management throughout the post-war decades was the principle of lifelong employment. Every year at the end of winter, potential employees (mostly young men) were selected from among future university graduates, who, if they successfully passed the exams, became employees of the company and could work at their workplace until retirement. But a serious violation of the rules of official etiquette led to immediate dismissal. Upon joining the company, a new employee spent six months to a year in each of the company's major divisions or departments. Thus, after a few years, he acquired a thorough knowledge of every aspect of the organization. This system allowed companies to maintain a high level of employee interchangeability and increased labor productivity. In smaller firms, a newcomer was assigned to an experienced master-mentor and perfectly comprehended all the intricacies of his work.

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Unlike many other industrialized Western countries, Japan takes professional etiquette seriously and does not allow violations or changes in established traditions. Therefore, knowledge of all aspects of office etiquette and mastery of all levels of the Japanese language becomes the most important requirement for the personnel of any company or corporation.

In the business world of Japan, it is generally accepted that even one employee of a company can greatly ruin its image if he does not master the art of official speech etiquette and all the subtleties of the Japanese language. This etiquette requires employees to use only polite Japanese, both inside and outside the company. Office etiquette is the same for all employees, regardless of their age.

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Communication between boss and subordinate

In Japanese organizations it is not customary to give orders the way we do. If you look from the outside at how the manager and his subordinate communicate with each other, you might think that these are not instructions, but only advice and recommendations. In fact, the Japanese do not need to set strict conditions and speak with all the “sternness of a boss” for them to understand what is wanted from them. Just a hint in the form of a recommendation is enough - and they will complete the task accurately and on time.

This is based not only on the fact that the Japanese are efficient and diligent. They know that they simply cannot fail to complete the task, since everyone is subordinate to the existing hierarchy, which mainly depends on length of service in a given company. Even a one year difference makes a huge difference.

National characteristics (gestures)

If people from different countries do not understand each other enough, then they try to help themselves with the help of gestures. At the same time, a misconception is often created that our usual gestures should be understandable, for example, to a Japanese person. This is far from true. Like many other things, the Japanese system of gestures is completely unique, so you have to be extremely careful when communicating with the Japanese. There are many examples of misunderstandings on this basis. Let's look at just a few of them. So, if, in response to the hospitality of a Japanese, you move the edge of your palm to your throat, showing that you are already completely full, then this will make the most painful impression on him, since this gesture among the Japanese can only mean beheading, or, in a softer modern version, dismissal from work. In this situation, it is better to hold the edge of your palm not under the chin, but above the head - then the Japanese will be more likely to understand that you have already treated yourself “through the roof.” If a person, having connected the index finger and thumb in the form of a circle, wants to show that everything is in order with him, imitating the expression “okay”, then in Japan this can be understood as a desire to get money, because a circle shown in this way is for the Japanese, especially for the Japanese of the older generation, it is a coin, money. If we want to express that we don’t need a lot of something, but only “here’s a little table”, while showing our little finger, this will also be interpreted incorrectly, even if the conversation is in good Japanese, since a raised little finger in the Japanese sign system means “ woman". Likewise, the “thumbs up, the rest are clenched into a fist” gesture, which in the European tradition means “excellent, well done,” evokes embarrassed half-smiles from the female part of the Japanese audience. In their system it means "man". The Japanese gesture of invitation is exactly the same as our gesture of farewell - they turn the palm away from themselves and swing it back and forth. And our greeting gesture - the palm facing the interlocutor swings left and right - is interpreted by the Japanese as a farewell gesture. When saying “I”, a European will point to his own chest, a Japanese will put his index finger to his nose. The pensive pose in the European tradition is a palm to the forehead. The Japanese crosses his arms over his chest in thought. The Japanese pointing gesture is a hand extended, palm upward, in the direction indicated. For Americans, for example, it strongly resembles the gesture of a beggar. Therefore, Japanese hotel employees, who, by the way, are perhaps the only ones in the world who do not take tips, but often use this gesture when inviting guests to pass, are condemned as extortionists. What irritates foreigners is the way the Japanese applaud with their palms not directed diagonally towards each other, but extended straight, so that the fingers of one hand touch the fingers of the other. This seems an undignified display of childishness, because in Europe and America small children clap their hands like this. The habit of Japanese women to cover their mouths with their palms when they laugh also remains incomprehensible to visitors. This gesture remains very persistent regardless of age, social status, level of culture and education. Interestingly, the Japanese themselves also find it difficult to explain it - they only know that it is considered indecent for women to openly show their teeth. When we want to hint that someone is out of their minds, we twirl our finger at their temple. In this situation, the Japanese brings his fist to his temple and suddenly unclenches his fingers. When a Japanese puts his index fingers to his head like horns, it means that someone third, for example, a boss, is angry as hell. Raising a clenched fist to his nose, the Japanese shows that someone is similar to the long-nosed Japanese goblin tengu - he is just as angry, stupid and vindictive. By striking with crossed index fingers, they demonstrate that two people are, as they say, “at knifepoint.” Some Japanese gestures are associated with traditional movements during worship. Thus, when offering prayers in Shinto shrines, clapping (kashiwade) is used to attract the attention of higher beings. This is where the custom of tejime comes from, which is often used to mark the successful completion of a banquet, reception or other special event. Those gathered unanimously clap their hands ten times in the rhythm of 3-3-3-1 (ipponjime). Sometimes this clapping is repeated three times and then is called sambonjime... A complete Russian-Japanese dictionary of gestures is still waiting for its compiler. In the meantime, for the sake of objectivity, it must be said that some Japanese gestures still coincide with Russian ones. But such gestures are literally rare. So, both our people and the Japanese scratch the tops of their heads in the same way when they are preoccupied or confused about something. We have to admit that when contacting each other, both parties use this gesture quite often...[10]

Greetings and address

From time immemorial, the Japanese bowed to each other at business meetings, this was the greeting. Nowadays, most often the bow is used only when two Japanese meet. If a Japanese and a European/American are participating in a meeting, then they use the traditional handshake for the latter.

If you want to address a Japanese person, showing all your respect and respect, then add the ending “san” to the end of his last name, which in our interpretation means “master.”

Appearance

You should always come to negotiations with the Japanese in a suit and tie. They are accustomed to paying a lot of attention to the appearance of their boots - they must be clean. Moreover, about 99% of Japanese people wear black patent leather shoes. If the clothes are a little wrinkled, then the Japanese will not be surprised, but on the contrary, they will conclude that the person is very busy.

It is better to never be late for a business meeting and arrive 5–10 minutes early. The Japanese do not like people who are not punctual, as they themselves may arrive earlier, thereby showing their respect for the interlocutor. At a meeting, you should not discuss topics that do not relate to the issue they are discussing. The Japanese are accustomed to giving small souvenirs at the end of an interview, so if you make a reciprocal step, they will be very pleased.

As you can see, business etiquette in Japan is very different from other countries. Therefore, before the meeting, it is advisable to study all the intricacies of a business conversation. They should behave confidently, showing the seriousness of their intentions; this is of great importance to them.

"Cult" of the business card

The Japanese treat business cards in a special way. For them, business cards are a kind of identification document, a person’s second face. When exchanging business cards with a Japanese person, never give him a business card of a “non-marketable” type - wrinkled, torn or dirty. The Japanese will consider this as gross disrespect towards him. If you sit down at the negotiating table with a Japanese person after exchanging business cards, then place it on the edge of the table. A well-mannered Japanese will do the same. You should not give the business card handed to you to your assistant or carelessly put it in your pocket. This is also disdain for your interlocutor.

Ideally, your business card should contain information about you in both English and Japanese. It is acceptable to exchange only an English-language business card with a Japanese person, but this does not imply the same attention and respect for the partner as a business card in Japanese.

Japanese business culture

Other events require not only clearly marked beginning and end phases, but also unambiguous signals of transition between all phases: the tea ceremony, the New Year celebration, the annual ritual cleaning of the house, admiring the cherry blossoms, the spring “working advances,” the beginning of agricultural cycles, the summer festivals. solstices, gift ceremonies, reunions of school or university friends, picnics together, sake drinking ceremonies, approaching Shinto altars or Buddhist temples, even minor rituals performed in judo, karate and kendo classes. The Japanese will not begin any of the listed activities casually and straight away, as a Westerner can do. Americans and Western Europeans tend to quickly get to the point. The Japanese, on the other hand, must go through the discovery or unfolding stage of the main phases of the event. This trait has much in common with oriental evasiveness, but in Japan it is also associated with a love of dividing the action into parts, of tradition, of the beauty of ritual. Hendry believes that this “unfolding” is a consequence of the Japanese predilection for everything collapsed: isolation in communication, the collapse of the body, space, people. The fact that the Japanese superimposed the Chinese and Gregorian calendars onto their ancient time system means that the Japanese year itself is a veritable series of overlapping beginnings and endings.

To summarize, we note that when dealing with the Japanese, you can count on their generosity in allocating time to you or your specific business. Instead, you should try to do the “right thing at the right time.” In Japan, form and symbols are more important than content.

2.2. Business etiquette Japan

In order to establish a business relationship with a Japanese company, you should not send it a written proposal - it may remain unanswered. The Japanese view negotiations as a responsible, binding step and do not dare to take them if they do not have sufficient information about the potential partner. It is best to contact an intermediary entrepreneur who is well known to both parties. The intermediary should introduce the potential partner in general terms to your proposals and describe your company and you personally. The intermediary's assistance is paid (in money or a counter service). The person officially recommending you to a Japanese businessman must be at least as senior as the person you want to meet.

Accompany business letters addressed to a new partner with your official annual reports, brochures and other materials from which information about the activities of your company can be gleaned. The Japanese side wants to be sure that it is dealing with a reliable and respectable partner. All materials must be officially translated into Japanese.

It is customary to exchange materials of this kind at the first meeting. The Japanese need information about the range of products produced or sold, the history of the company; they want to know the names and positions of key employees and the biography of the head of your company.

Getting to know a Japanese businessman is impossible without exchanging business cards. When giving and receiving a business card, you need to hold it with both hands; It is advisable, as a sign of respect for your partner, to carefully read the business card you receive from him.

For the Japanese, the main information contained in a business card is an indication of the person’s membership in a certain group - a company, educational institution, ministry, etc. A person’s profession, his personal abilities or merits are of secondary importance for the Japanese.

In this, the inhabitants of the Land of the Rising Sun are the complete opposite of the representatives of European civilization with its cult of individual freedom.

“The words “independent personality,” writes V.V. Ovchinnikov, “raise in the Japanese the idea of ​​a selfish, quarrelsome person who does not know how to reckon with others. Until recently, the very word “freedom” was perceived by them as permissiveness, licentiousness, self-interest to the detriment of group interests.

Japanese morality considers bonds of mutual dependence to be the basis of relationships between people. Individualism is portrayed by her as cold, dry, inhuman. “Find a group to which you belong,” the Japanese morality preaches. - Be faithful to her and rely on her. Alone, you will not find your place in life; you will get lost in its intricacies. Without a sense of dependence there can be no sense of confidence.”

When several Japanese gather around a table, they all know exactly who should sit where: who is at the niche with the picture, that is, in the place of honor, who is to his left, who is even further to the left, and who, finally, is at the entrance. Any attempt to show some kind of democracy here will only cause general confusion - because then none of those present will know what to do.

When a Japanese talks about confusion, he expresses it with the words: “neither senior nor junior.” Without a clear chain of command, he cannot imagine the harmony of social relations.

Relations between people within groups, be it a family, a community, a university or a commercial company, are based on a clear hierarchy: even people who, in the European opinion, occupy an equal or approximately equal position, tend to differentiate ranks, and the younger one unquestioningly follows the instructions of the older one and gives him appropriate signs of respect.

In Japan, it is customary to arrive on time, minute by minute, to a business meeting. The Japanese treat with such scrupulousness not only their promise to arrive at such and such a time, but also all their obligations. A sense of duty and accuracy are traditional traits of the Japanese character.

The Japanese prefer to start negotiations by discussing topics that are not related to the subject of the meeting. And the more important the issues on the agenda, the more time and attention the members of the Japanese delegation devote to considering minor details at the initial stage of negotiations. This is done in order to establish “relations of cooperation”, establish contact between members of delegations, and prepare the ground for resolving more complex issues. So for important negotiations with Japanese entrepreneurs, you need to be patient. By the way, patience is considered one of the main virtues in Japan.

In communication between Europeans and the Japanese, the greatest number of difficulties and misunderstandings arise from the incorrect interpretation of the Japanese word “hai”. This word is usually translated as "yes." While listening to an interlocutor, a Japanese may respond to almost every phrase with the word “hi”, accompanied by a nod, but this does not mean at all that he agrees with the interlocutor. The use of the word “hai” usually only means “I am listening to you carefully, continue.”

Traditional Japanese morality does not allow the answer “no”. Instead of saying “no,” Japanese entrepreneurs give evasive answers, the most common of which is “it’s difficult.” Sometimes they make a long speech, composed of vague phrases, extremely polite phrases, explanations, apologies, the essence of which boils down to the same expression “it’s difficult” and which should be understood as a refusal. What tricks do the Japanese invent to avoid uttering this forbidden word!

“In conversations, people in every possible way avoid the words “no,” “I can’t,” “I don’t know,” as if these were some kind of curses, something that cannot be expressed directly, but only allegorically, indirectly. Even when refusing a second cup of tea, the guest, instead of “no, thank you,” uses an expression that literally means: “I’m fine as is.”

To avoid the forbidden word “no”, the Japanese send invitations to visit, enclosing a postcard with a return address. You should emphasize either the word “thank you” or the word “sorry” on it and again throw such a postcard in the mailbox.

It happens that you call a Japanese person and say that you would like to meet him at six in the evening at the press club. If he starts asking again: “Oh, is it six? Oh, at the press club? and utter some meaningless words, you should immediately say: “However, if this is inconvenient for you, you can talk at another time and in another place.”

And here the interlocutor, instead of “no,” will happily say “yes” and grab the first offer that suits him.

The Japanese extend their custom of avoiding the word “no” at all costs to the area of ​​business relations. This infuriates Americans with their idea of ​​efficiency as directness, frankness and categoricalness.” (V.V. Ovchinnikov. “Sakura and oak: Impressions and thoughts about the Japanese and the British”).

V.V. Ovchinnikov gives this example. An American businessman wants to order a large batch of sandals from Japan and for this purpose establishes contact with the leading Japanese manufacturer of this product. The Japanese manufacturer is not at all interested in this order. “But the Japanese cannot dare to answer the proposal directly with the word “no”. He considers it necessary to show a semblance of interest in the application from overseas and, on behalf of his company, invites the American to have some fun.

First, the guest is treated to lunch in the most expensive restaurant, then they go to two or three cabarets and end the revelry in a Japanese hotel with a large number of pseudo-geishas.

The generosity of the representation costs convinces the American importer that the Japanese company is very interested in a deal with him, and the next day he begins business negotiations. The shoemaker is convinced that he will not take on the order, but prefers that the American figure it out himself. The Japanese politely listens to the wishes, but as soon as the American leaves the office, he immediately forgets about them and writes off the expenses for the previous evening as production costs.

When a foreign customer reminds him of himself, he is asked to wait a couple of days and is immediately forgotten about again. If the importer calls again, they make up a story that there has been a strike or some kind of natural disaster at the company.

If an American, even after this, does not understand what’s what, then no. untied, he is reassured that factory samples of the goods have just been sent to him by courier. Having waited fruitlessly for them until the evening, he learns that the messenger was in a car accident, the samples burned down along with the car and he will have to wait another week until new ones are made.

The buyer eventually loses patience and flies to Hong Kong to complete the transaction there. And the leading Japanese sandal manufacturer brilliantly ends difficult negotiations by refusing an order without saying the word “no.”

These specific features of business communication are explained by the influence in Japan of the requirements of traditional morality, which prescribes the avoidance of direct confrontation. The Japanese's duty of honor prompts him to avoid situations in which he himself or someone else might “lose face,” that is, find himself humiliated or insulted. The Japanese character abhors open competition. For this reason, the decision-making process in Japanese companies is extremely lengthy.

Discussion of a complex problem is always fraught with a clash of opposing views. And since the Japanese don’t like this, they try to delay making a decision until there is no longer any need for it.

To make a decision, the Japanese believe, it is necessary to agree on the opinions of all interested parties. Any problem can be brought up for discussion by the company's management only after painstaking study by a lower-level group of employees who managed to come to a common opinion. On the. At all levels, the discussion lasts a very long time, since categorical judgments, words “yes” or “no”, “for” or “against” are carefully avoided by the participants in the discussion. “As a rule, none of the participants in such a discussion will immediately express their entire opinion, much less propose something specific. Instead, he will first express only a small, most indisputable part of what he thinks on this issue; figuratively speaking, he will take only a cautious step forward and immediately look back at the others.

The Japanese, regardless of the position he holds, is careful not to oppose himself to others, to find himself in isolation, or to bring matters to an open clash of opposing views. Therefore, the discussion usually drags on for a long time until each participant, step by step, states his position, modifying it along the way taking into account the statements of others.”

Europeans dealing with Japanese companies are often irritated by the slow pace of negotiations. But it is not recommended to force the discussion process. When talking to a Japanese person, you should not try to fill in the pauses. A popular Japanese proverb says: “Silence speaks louder than words.” Be as restrained and calm as possible. An open display of irritation can shock a Japanese partner. It is customary to express one’s opinion with reservations, which contain doubts about the correctness of what was said and a willingness to agree with the objections of the interlocutor. According to Japanese business ethics, the highest virtue of an entrepreneur is a willingness to compromise.

“It is typical for business relations in Japan that the party forced to make the greatest concessions traditionally receives an advantage in resolving some other issue, sometimes completely unrelated to the first, or receives assurances that if a similar dispute arises in the future , the decision will be made in her favor. Willingness to compromise is considered a virtue that should be rewarded.

It is important to keep in mind, however, that compromise as perceived by the Japanese is a mirror of the moment. Just as their morality divides actions not into good and bad, but into proper and improper, the Japanese take it for granted that an agreement is valid only as long as the conditions under which it was reached remain. Where the Englishman says: “Since a dispute has arisen, let’s turn to the text of the agreement and see what is written there,” the Japanese will argue that if the situation has changed, the previous agreement should also be revised.” (V.V. Ovchinnikov. “Sakura and oak: Impressions and thoughts about the Japanese and the British.”).

Negotiation

Business negotiations in Japan take place in the form of friendly conversation. The Japanese will be friendly and polite, and will often nod approvingly in response to your proposals, but this does not mean at all that they have already agreed to a deal with you. This is just a manifestation of Japanese politeness.

When communicating in business, the Japanese are not prone to categorical and harsh refusals. It is almost impossible to hear even just the word “no” from a Japanese person. If the Japanese is not satisfied with any of the terms of the transaction or does not want to carry out it for other reasons, then he will say something vague like “we will give an answer a little later” or “this matter requires some thought.” But if the Japanese are satisfied with everything, then he will express his consent immediately. Also, the Japanese extremely rarely use the prefix “not-” in words and phrases. During a business conversation, try to utter negative words as little as possible.

When negotiating, it is worth considering the differences between the cultures of Japan and your country. Despite all the friendliness of the Japanese, try to avoid jokes during a conversation. The Japanese may misunderstand them and you will find yourself in an awkward position. The same applies to linguistic expressions that are inherent in a particular culture. Your figurative phrases “a piece of cake”, “you’re killing me”, “pounding water”, etc. will be very inappropriate, as the Japanese will take it literally.

Returning to the topic of collectivism in Japan, express respect not so much for the personality of your interlocutor, but for the company he represents. It will be much more valuable to him.

The Japanese are always true to their word. If your interlocutor agreed to the deal verbally, you don’t need to immediately push him a bunch of papers to sign. If the Japanese made a deal orally, then rest assured that he will do it in writing, but only when he himself is ready for it.

Decision-making

To make a decision, an Eastern businessman needs a trusting and personal relationship with a partner. Hence the long process of negotiations and establishing contact, interest in personality and character, attention to personal life and the smallest nuances of behavior.

For reference: Taoism is the doctrine of “wu-wei” – the practice of non-action. Non-resistance to the laws of Nature and Time. The highest wisdom is to be capable of inaction and follow circumstances. Decision making is influenced

• character and behavior: quiet and calm tone, respectful attitude towards partners and members of the delegation,
• willingness to give in on small things is an undeniable virtue, any criticism: unflattering assessments of both the political or social structure of the state, and the personal qualities of any of the representatives of the delegation are unacceptable,
• insubordination: undermining the authority of the leader in the eyes of subordinates is impossible; you cannot interrupt, confuse, rush or otherwise verbally influence the speaker,
• disrespectful attitude towards colleagues: for an Eastern person to put in an awkward position - to show not just rudeness, but even to offend,
• a direct no is an unacceptable insult.

There are many nuances to consider when negotiating

For reference: In the East, the key concepts are: decency, “decency”, decency, permissibility, politeness. Everything that is indecent is condemned, condemned and insults decent people.

Nuances of behavior that should not mislead Europeans:

• wait-and-see tactics are the basis of the behavior of any representative of the East: his task is to listen, take into account, but not comment, but only notice details, results and voice conclusions - only at the end of negotiations,
• nodding does not mean approval, the expression “I understand” does not mean agreement either, decisions are never made spontaneously, they depend entirely on the head of the delegation or the highest representative of the organization, the leader and take time,
• It is impossible to hear the answer “no” from a representative of the East, because it is a gross violation of etiquette and is always veiled by phrases about the need to think or that “it’s too difficult.”

If the decision is positive, it will be directly announced. At the same time, the responses from the Western side should become lightning fast: Eastern people value efficiency precisely at the stage of extra-protocol events. The main advantage and strength of business people of the East is that they strictly and thoroughly fulfill all their obligations.