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than schedules, people have a more flexible way of handling time, when confronted by a time dilemma, they will modify preset schedules accordingly and seldom have the sense of “waste time”.
Chinese culture is a typical polychromic time. In the negotiation process, Chinese people tend to discuss all aspects of a contract again and again and go from one element to the next without setting. In contrast to this, American people proceed step by step; they often divided a big task into a series of smaller tasks. Then concentrate on one single issue at one time, when an issue is resolved, they move to the next one until all of the clauses of the contract are settled.
Case4: Pacific Dunlop is a diversified American-managed manufacturer and marketer of footwear, optical fiber cables and batteries. The company has gone from strength to strength in China, partly thanks to the influence of its managing director Paul Winestock who has been the chief negotiator in developing business for the company.
Winestock negotiates in the Chinese way. He says, “I negotiate as it goes. I did not know this when I started doing business with China in the 1970s. Before leaving for China, we would make an outline of all the things we wanted to discuss and go over the issues point by point, then go back to them all over again. Sometimes we could not reach a conclusion, but we would not give up. I would come back two months later. Sometimes we could reach a conclusion, but two months later, we had to discuss it again. Some contracts took me a week, and some took me a year”.
In the following business negotiations with his Chinese party, Winestock did not go directly toward discussion topics, and instead, he gave enough patience to Chinese typical reception and tried to establish long-term good relationship with Chinese partners. He talked about the history and development of this company and the intention of establishing friendship with Chinese negotiators on the negotiating table. The result was the agreement he wanted.

Ⅳ. Suggestions for Effective Business Negotiation 有效的商业谈判的建议
In the previous parts, a precise comparison of three different cultural aspects between America and china is studied by case analysis. In the next part, attention is shift to a solution to avoid or ease the bad effect caused by the cultural differences. In summary, there are two major recommendations :( 1) cultivating cultural awareness and sensitivity, (2) developing cultural adaptation and interaction.
4.1 Cultivating Cultural Awareness and Sensitivity
High efficient cross-cultural communications stemmed from high-level cultural awareness and cultural sensitivity. As one famous Chinese proverb goes: know yourself and your enemies, and you may win one hundred victories in one hundred battles”. In order to achieve a satisfying result from business negotiation, the negotiators should first have a deep understanding of their own culture. They should clearly get known of their own value concept and behavior, and try to shun the impact of stereotype. At the same time, they should also try their best to get known their counterpart’s culture. In the Sino-U.S. business negotiation, what differs from the Chinese modest and friendly is the individuality of American people. The Americans believe that individuals should rely on themselves to achieve everything, so they ar