Final answer:
A Japanese manager is likely to address a negotiation holistically with indirect communication, valuing group harmony, while an American might be more direct, valuing individual goals. These styles root from cultural distinctions between collectivism and individualism.
Step-by-step explanation:
A Japanese manager might approach a complex negotiation with an emphasis on harmony, indirect communication, and a strong sense of collective interests, while an American negotiator may favor direct communication, individualism, and a focus on the goals of their own organization or personal achievements. This stems from the broader collectivistic nature of Japanese culture which prioritizes group harmony over individual desires, contrasting with the individualistic approach found in American culture.
According to Masuda and Nisbett's research, Japanese individuals tend to be more holistic and context-sensitive, focusing on relationships and the environment surrounding an issue. This cultural tendency would likely make Japanese managers more considerate of various stakeholders and less aggressive in their negotiation stance. On the other hand, American culture values directness and clear commitments, which are reflected in the negotiation style that is more focused on the bottom line and less on the nuances of the relationship or context.
These differences can be rooted in historical interactions between the two cultures, as the West often approached Japan with a direct and sometimes forceful attitude, exemplified by events like Perry's expedition, which contrast with the Japanese value of wa (harmony) and their more subtle, patient diplomatic styles shaped by centuries of deeply hierarchical societal structure.