I'm calling them 'shared' because they require very specific coordination and agreement with an individual counterpart. This is a shared version of adapting. A personalized procedure which transcends cultures. In collaboration, the negotiator puts culture in the background and concentrates on the particular individuals involved. In selecting a scheme, consider feasibility.
Some strategies involve a high degree of knowledge of the other culture.
Consider your level of knowledge as well as your counterpartUs knowledge of your culture. The unique relationship you have with your counterpart. Consider your counterpart's values, inclination, and probable strategy. Think about capabilities, including staff readily available, actual financial resources, genuinely useable networks, professional and personal contacts, etc. Consider your own values and capabilities, as above.