What gets you to “yes” in one culture gets you to “no” in another. To be effective, a negotiator must have a sense of how his counterpart is reacting. Does she want to cooperate? Is she eager, frustrated, doubtful? If you take stock of subtle messages, you can adjust your own behavior accordingly. In an international negotiation, however, you may not have the contextual understanding to interpret your counterpart’s communication—especially unspoken signals—accurately. When managers from different parts of the world negotiate, they frequently misread such signals, reach erroneous conclusions, and act in ways that thwart their ultimate goals.