The need to follow rules and procedures is clearly reflected in the clear meeting protocol followed in the Netherlands. Agendas are sent in advance and will be followed clearly. Detailed minutes will also be officially recorded.

Dutch meetings are generally based on the principle of equality, which means that every person attending a meeting has a right to voice their opinion, add comments and offer advice. However, there are always a number of key figures who speak more than others.

Although some may view all the meetings in the Netherlands as a waste of time and energy, greater cooperation will be the result. An English manager who had some understanding of the Dutch propensity for frequent meetings once commented, "If you want them to obey your orders, let them do their talking first and you will have fewer problems in getting them to do what you want."

Management by objectives is an important way of increasing individual freedom and discretion. Dutch employees like to discuss the objectives of a project and reach agreement on them with their superiors, but they then prefer to be left alone to get on with the job, discipline themselves and deliver on the agreement made. They do not appreciate constant supervision by superiors. They do not like to be pushed or pressured. If speed is important it should be part of the initial agreement, not introduced after the job has begun.

It is not common to talk about unrelated matters which will make the negotiation lose focus. Unlike more relationship-oriented countries where small talk is important, relationship-building will occur simultaneously with the negotiation of contract terms.

The Dutch have a very strong sense of justice and a separation between personal relationships and business is very important. As such, giving gifts or gratuities at the beginning of the negotiation process may be perceived negatively. In some industries, gifts are tokens of appreciation of the relationship, but these gifts are generally of a lesser financial value.Although gift-giving may be common in relationship-oriented countries, big and expensive gifts may be perceived as attempts to influence the outcome of a negotiation. Gift-giving may also undermine the confidence the business contract.

Contracts are taken literally. What the words say must be done, nothing more, nothing less. Courts are generally reluctant to interpret or infer meaning in a contract and will stick to the letter of the law. The parties who made the agreement are expected to abide by it. Dutch people are not afraid of lawsuits, when in doubt, stick to the contract.

As a result of the equality principle applied during meetings in the Netherlands (where each individual has the opportunity to share his/her views), many meetings may have to be scheduled before decisions are taken. Unless everyone has had the opportunity to share their views and an issue is discussed from all angles, it will be difficult to get commitment to decisions. It may take two to four meetings to sign a contract, close a deal or get the details of a contract right.

Telling the truth at all times is considered very important in the Netherlands. A reliable person is one who expresses the same consistent view both in the public meeting room and in private conversations for others. Anybody who says one thing in a meeting and something else in a private conversation outside the meeting is a hypocrite in Dutch eyes. In some other cultures, however, people are not really comfortable giving their honest opinion in a meeting, especially if they think the other members of their team might disagree. For them, expressing their true opinion privately outside of a meeting is the more acceptable approach to take.

Opinions are often expressed very openly, sometimes to the point of bluntness, during meetings in the Netherlands. Every individual is afforded the opportunity to air his/her personal view. The Dutch tend to separate their personal relationships with others from issues and opinions. These direct opinions are thus not meant as personal insults and should not be interpreted as such.

The equality principle means, almost unavoidably, that anyone sticking out above the rest is in danger of being knocked back down. Systems of remuneration that emphasize individual achievements frequently produce mixed feelings in the Netherlands, and problems can be expected unless the achievement is accomplished with very limited involvement by others. Dutch managers will also rarely praise an employee in the presence of others. In order to avoid any charges of favoritism such praise will only be conferred in private conversations. For the foreigner, the Dutch tendency towards criticism even after a job has been well done is very noticeable. 'Playing down good performance' is something of a natural habit.

The Work Council (in Dutch the 'Ondernemings-Raad') is difficult to grasp for managers from cultures with a more individualistic orientation. The Work Council gives employees the right to challenge management and influence key decisions in the company. Dutch law requires that in organizations with more than 50 employees, workers have the right to participate in the operation of their company. The Work Council should be involved in decisions such as large-scale reorganization, mergers, and changes in management that affect the business.

The Dutch tend to resist any approach that seems even slightly authoritarian or hierarchical. These two things limit the freedom of the individual. An ideal manager in the Netherlands is someone who can involve his or her entire staff in the tasks that have to be done. Under the manager's leadership, staff members do not do what the manager has asked but what, after long deliberation, seems to be the best for everyone. When management and workers cannot agree about things among themselves, a consultant is often brought in as an impartial mediator.

In the Netherlands, a number of people will generally participate in important negotiations. These people, however, participate as individuals, with each having a specific area of expertise for which he or she is responsible. This differs from the Japanese, for whom the responsibility lies with the collective and is expressed by the delegation leader. Moreover, the Dutch delegation makes no secret of who is responsible for what. Therefore, prior to the start of negotiations, the Dutch take time to come to a mutual agreement about how the unit should present itself to the outside world.

Unlike more group-orientated cultures, negotiators in the Netherlands tend to have the individual mandates for making decisions during negotiations. This means that negotiators will try to find out who the other party's key negotiator is and try to close the deal as soon as possible.

The Dutch view an idea as separate from the person who expresses it. Consequently, an opinion about the idea is not an opinion about the person having the idea. However, when a person's work is criticized, it will be done in a polite way.

The very specific nature of the Dutch makes them one of the most straightforward people in Europe. For the Dutch to speak plainly is a matter of respect, even affection. Diplomacy for the Dutch is often seen as avoiding the issue and therefore disrespectful.

People from relationship-oriented cultures may sometimes be confused by Dutch behavior. This is probably because the Dutch, on the surface, often give the impression that they are more relationship-focused. An example of this is a ritual that is often played out each Monday morning at the office: somebody asks someone else how the weekend was. The simple answer of 'good' is not enough for the Dutch. They will continue to ask questions as a sign of sincere interest in the other person. This can be experienced as intrusive and nosy, or it can be interpreted as a move to a more diffuse type of relationship. For the Dutch, however, this type of interaction does not imply a desire for a more personal relationship. The intention is only to have a friendly working relationship.

Employees are often invited to provide feedback to their managers on ideas and plans. However, any kind of criticism or feedback should be presented openly, respectfully and followed by ideas for improvement or change.

It is important to get down to business as quickly as possible. Although the Dutch are interested in the person on the other side of the table, their interest is focused on doing business. The agreement that the Dutch aim for will contain elements that, to a certain degree, extend recognition of the other party's needs.

For the Dutch negotiator, the relationship with the negotiating partner is specific to business. He or she will therefore try as much as possible to keep other matters out of it. Work (the business negotiations) and pleasure (for example, dining out) each have their own place and, of the two, work has priority. Money and time should not be spent on meals and conversations that are not centered around the business at hand. The Dutch negotiator will probably feel uncomfortable mixing business with pleasure. He or she prefers to keep these things quite separate.

People from more expressive countries such as Spain or Italy, might be confused by the subtle use of body language in conversations. A Dutchman who is listening attentively is likely to do so silently, and preferably, he/she will remain motionless. When speaking, (s)he may emphasize his /her argument with hand gestures; however, this will always be done in a controlled manner, using mid-range gestures.

The Dutch believe that business can only be conducted smoothly when emotions are left out of it. Business is business; it is not personal. The ability to constrain one's emotions is considered a sign of strength, credibility and professionalism.

The Dutch may be perceived as somewhat cold and detached due to the fact that they tend to exert a high level of control over their emotions. During formal meetings, excessive enthusiasm or other emotional displays may be perceived as unprofessional.

A Dutch manager, under all circumstances, must keep his cool. When tensions rise, it is the task of the manager to stay calm and rise above the situation so that the problems can be solved in a rational manner. The manager's credibility in these situations depends on how well he has succeeded in adopting a neutral stance in his daily dealings with employees.

To negotiators from cultures that are more open in showing their emotions, the Dutch may be perceived as disinterested. The Dutch will show their interest by continuing to discuss the business at hand. In negotiations with the Dutch, it is best not to show too much excitement if you are still not sure if you want to go further with an offer or suggestion. Saying 'no' after showing a lot of initial enthusiasm will give the Dutchman the impression that you cannot be trusted.

Rational arguments make a much greater impact on the Dutch negotiator than emotional appeals. This is true for both positive and negative expressions of affect. Emotion quickly confuses the Dutch negotiator and can even arouse feelings of distrust. An emotional negotiator runs the risk of being viewed as inappropriate and "a wolf in sheep's clothing". Such behavior will probably result in loss of respect and trust. This is especially true when emotions and facts are mixed together. Facts, when they are soberly presented and logically explained, will give the Dutch negotiator the certainty of knowing where things stand with his negotiating partner. Only when the business end of things is clear and regulated will the Dutchman be much more open to the more personal side of doing business together.

People from more ascription-oriented societies may find the level of equality during meetings surprising. Respect is something to be earned on the basis of one's achievements in the Netherlands and is not necessarily afforded on the basis of one's age or seniority. Many young professionals do not recognize the older generation as more experienced or wiser than themselves.

It is not a given that the manager, because of his status, will chair a meeting himself or appoint the chairman. Expertise or a special interest or involvement in the matter under discussion can be the reason for chairing a meeting. At other times, it is just a matter of turn-taking; if everyone is considered equal, it follows that each person should have a turn.

Over the past two decades, the business environment has shifted significantly. In the past, age and gender were core determinants of one's seniority. However, in the present environment, positions of responsibility and seniority are increasingly afforded to females and young persons. There has been a greater shift to personal achievements rather than ascribed status earned by one's background.

The equality principle is so fundamental for the Dutch that the experience of great hierarchical differences can be very confrontational. A Dutch managing director will not easily allow his chauffeur to wait outside in the car while he himself remains busy for hours in the office. The idea of separate dining areas for senior and junior personnel is unacceptable in the Netherlands. Only in exceptional circumstances will a lunch or dinner be served in the boardroom, and then it is usually for guests.

A Dutch manager is just like any other employee in terms of accessibility. You may run into him in a corridor, or he may casually drop in on the various departments under his supervision and chat with the people there. This interaction with the employees is not so that everyone knows who the big boss is but is really just a natural expression of the egalitarian ethos so prevalent in the Netherlands.

People from cultures where status and position is very important may find the Dutch approach to negotiations offensive. The Dutch generally do not pay much attention to status, position or rank and all members in a negotiating team are treated as equals. This may lead to a situation where meeting protocols that are associated with position and power are ignored. If this is the case, be aware that your Dutch counterpart may not know that he/she is causing offence. By engaging in a dialogue with your counterpart, you can create a mutually acceptable negotiating protocol that respects the values of both sides.

There is little point in trying to identify who has the highest status on a team of Dutch negotiators because the power and influence of the team leader is somewhat relative. Mostly members of a team already discussed up front which direction they want to go in a negotiation. You should try to get the majority of the group, if you wish to influence the decision making.

Although the Dutch do not give too much importance to the past, they will be interested in finding out about the history of your company. The history and track record of a company provides insight into the reliability of the company and the ability to deliver on promises.

In the Netherlands, meetings always have an agenda, which is generally put together in advance. When this is not the case, an agenda will be drawn up at the start of the meeting. The agenda provides the participants with a sense of order and certainty without which they would be left wondering about the purpose of meeting. Generally speaking, it is important to stick to the items on the agenda. Typically, the items are addressed one at a time and in sequence.

Punctuality and managing money are two of the most important values in Dutch society. The Dutch love to plan. A plan implies a straight line that runs from the present into the future and which is certain. Each deviation from the line means that the future becomes, to a greater or lesser extent, uncertain. The Dutch believe that uncertainty must be avoided as much as possible. In this sense, they are focused on the future.

For the average Dutchman a plan is not simply a good intention. It is something that you are really planning to carry out. The Dutch will consider anybody who is constantly busy making plans but who never actually carries them out as someone who cannot be taken seriously. For the Dutch the following rule applies: the more important the business, the more imperative it is to have a plan and follow it. Any agreements that are made relative to the execution of the plan are, by their very nature, binding. Those who do not keep to their agreements create problems for the other people involved. The others are then forced to juggle their own schedules, appointments, or plans. Where the plans have been very precisely worked out, this can only result in further problems. In the Netherlands, therefore, such behavior is regarded as anti-social.

The Dutch generally do not spend much time socializing before getting down to business. It is quite possible that they will start talking business immediately after introducing themselves. Dutch negotiators pride themselves in being able to quickly judge whether or not they wish to do business with someone. This might be the result of more than 300 years of experience trading all over the world.

The Dutch find it very disturbing when meetings are disrupted by telephone calls or other events. They do not like to have to break things off for the unexpected. It is considered an insult if you allow yourself to be distracted by other things when you are in the middle of a conversation. Giving your full attention to the one with whom you are talking is considered good form.

The Dutch along with the Germans are among the best planners in the world. A strategy or project will be worked out, step by step, as accurately as possible from beginning to end. Those doing the planning aim to leave nothing to chance. An essential part of such planning is the time line by which everything has to happen. This is sequential, which means that a particular step must be completed within a particular period of time, and only then is the following step possible. Naturally, the order is determined in advance.

Start and finish times are planned ahead. The efficient use of time is seen as a virtue in Dutch society. Negotiations, however, frequently take considerable time especially if all the stakeholders need to be consulted. For example, in some cases, management is required by law to consult with employees before making a final decision. Obviously, reaching consensus can take time, but the time spent will be regained later because of the ease with which things can be implemented when everyone is in agreement.

In general, Dutch people tend to be more inner-directed in the business environment. One can expect that participants to a meeting will attempt to persuade others of the validity of their opinions, rather than settling for compromise. Maintaining harmony in the group is less important than voicing one's standpoint. However, it is important to remember that differences may exist along different corporate cultures.

Every attendant of a meeting, however small his/her role, is responsible for achieving the goals and results agreed upon. From early on, the Dutch learn not to simply wait for things to happen. If someone complains afterwards about the outcome, the response will typically be, "You were there". The implied message is, "You were part of it. Why didn't you say nor do something then?"

In the Netherlands, it is rare for a meeting to take place that has not been planned in advance. The purpose of a meeting should also always be clearly stated - the Dutch prefer not to leave things to fate or chance and the same applies for meetings. Through a clear agenda, participants can prepare for all eventualities.

Dutch have a very strong sense of responsibility regarding what goes on in their immediate surroundings. An accident at work will be viewed as the result of human error. For this reason, great care is taken to eliminate uncertainty resulting from the unforeseen. Things are not left to chance. Consequently, expressions such as "an unforeseen convergence of circumstances" and "it could happen to anyone" are rarely heard, and they do not excuse one from accepting responsibility.

A Dutch employee considers it essential that an assignment is clearly defined. The assignment must be described in the most concrete terms possible. It should also be clear to the employee what the ultimate goal of the assignment is, both organizationally and personally. The Dutch employee's expressed desire for a transparent management style is closely related. Things should not be left to chance, if at all possible.

A good rule of thumb when negotiating contract terms with your Dutch counterparts is to agree on how to deal with unforeseen circumstances. Planning for contingencies or changes in the environment will re-assure your counterpart that you are aware of the risks related to the agreement and that you are willing to take responsibility for achieving the desired results. Negotiators from externally-oriented countries should heed the following advice when doing business with Dutch partners. No matter how contradictory it may seem, make a plan with your Dutch counterpart, in which you agree on how to deal with unforeseen circumstances. In this way, you build as much certainty into the process as possible, and you assure your Dutch partner that both you and your organization are fully aware of the possible risks, and that you are prepared to accept responsibility for producing the desired results. Indicate as specifically as possible what the risks are, to what extent they are out of your control, and what relationship exists between the risks and the desired results. In terms of results,do not be ambiguous. Show concretely what the minimum result will be. The Dutch aim to reduce uncertainty as much as possible.

For the Dutch negotiator, predictability is absolutely essential. Beginning negotiations without an agenda is therefore unimaginable. Agendas are important as a guideline for interacctions to keep everone focussed on the matter at hand. In this way, the Dutch negotiator is assured that the other party is on the same track. In the Netherlands, it is difficult to change the agenda once it has been set. Arguing for a change in the agenda because of circumstances is not acceptable. In fact, the purpose of the agenda is to keep circumstances from dictating the course of events. Keep this perspective in mind when formulating your arguments concerning changes in the agenda.