談判與沖突管理

NEGOTIATIONANDCONFLICTRESOLUTION

談判與沖突的解決1NEGOTIATIONANDCONFLICTRESOLUTION

談判與沖突的解決

Negotiationskillsarecriticaltosuccessintoday’sglobalizedwork environment.Theories,strategies,andethicsunderlyingnegotiation andpersuasionincontemporaryorganizationsandsocieties. Emphasizestheknowledgeandskillneededforeffectivenegotiation andpersuasion.Alsocoverstheoriesandpracticesofconflict resolutioninorganizations,strategiesforanalyzingand addressingconflicts,andskillsfordiagnosingandinterveningin conflictsituations.

談判技巧是當(dāng)今全球工作環(huán)境成功的關(guān)鍵。在臨時(shí)組織和社區(qū)中，理論，戰(zhàn)略和倫理是談判和說(shuō)服力的基礎(chǔ)。為了有效地談判和說(shuō)服，強(qiáng)調(diào)知識(shí)和技能也涵蓋和組織解決沖突的理論與實(shí)踐，分析與論述沖突的戰(zhàn)略，以及在沖突環(huán)境下診斷和介入的技巧。2NEGOTIATIONANDCONFLICTRESOLUTION

談判與沖突的解決NegotiationFundamentalsPartI談判基礎(chǔ)第I部分NegotiationSubprocessesPartII談判階段第I

I部分NegotiationContextsPartIII談判過(guò)程第III部分NegotiationRemediesPartIV談判補(bǔ)救第IV部分 3“NEGOTIATION”ASANEXECUTIVETOOL

“談判”是一種執(zhí)行工具4NegotiationFundamentals

談判基礎(chǔ)

PartI第I部分

Chapter1第1章TheNatureofNegotiation談判的性質(zhì)5WhenisNegotiationNeeded?

什么時(shí)候需要談判？

Situationwheretwoormorepartiesmustmakeadecisionabouttheirinterdependentgoalsandobjectives.

雙方或多方對(duì)相互依賴的目標(biāo)和目的作出決策的情景

Thepartiesarecommittedtopeacefulmeansforresolvingtheirdispute.

雙方承諾以和平的方法解決他們的分歧

Thereisnoclearorestablishedmethodorprocedureformakingthedecision.對(duì)于決策沒(méi)有明確的或現(xiàn)成的方法或程序

6Whenis“Negotiation”O(jiān)r

“Bargaining”Used?

什么時(shí)候使用“談判”或“討價(jià)還價(jià)”？

WhatisBargaining?什么是討價(jià)還價(jià)？“Haggle”overprice對(duì)價(jià)格爭(zhēng)論不休

WhatisNegotiation?什么是談判？

More“formal”processthatoccurswhenpartiesaretryingtofindamutuallyacceptablesolutiontoacomplexconflict.

雙方對(duì)復(fù)雜的沖突試圖尋找共同的可接受的解決方法時(shí)所采取的更“正規(guī)”的方式

7Characteristicsofa“Negotiation”O(jiān)r“Bargaining”Situation

“談判”或“討價(jià)還價(jià)”的特征InterpersonalorIntergroupprocess人際或群組之間的過(guò)程ConflictofInterestbetweentwoormoreparties雙方或多方利益的沖突Partiesnegotiatebecausetheythinktheycanusesomeformofinfluencetogetabetterdealthanbysimplytakingwhattheothersideoffers

雙方談判因?yàn)樗麄冋J(rèn)為他們利用一些形式的影響比另一方給予能夠達(dá)成更好的交易Partiesprefertosearchforagreementratherthan“fight”各方愿意達(dá)成協(xié)議而不是“爭(zhēng)斗”Whenwenegotiate,WEEXPECTGIVEANDTAKE!談判時(shí)，我們期望給予和得到！Tangibles(price)v.Intangibles(Needtolook“good”,desireto“book”morebusiness,save“face”,settingprecedentforfuture,etc.)有形的（價(jià)格）與無(wú)形的（需要看得好些，期望“記錄”更多商務(wù)活動(dòng)，不丟“面子”，為未來(lái)創(chuàng)先例。等） 8NEGOTIATIONANDCONFLICTRESOLUTION

談判與沖突的解決Interdependence相互依賴MutualAdjustment共同調(diào)整Conflict沖突DivergentNeeds,Ideas,Interests,orPersons不同的需要，意愿，利益或人Workingtowardsamegoal為了共同的目標(biāo)工作9

LEVELSOFCONFLICT

沖突的層次

Interpersonal個(gè)人內(nèi)部Intragroup組織內(nèi)部Intergroup組織之間10

DESTRUCTIVENATURE/IMAGE

OFCONFLICT?

沖突的破壞性本質(zhì)/形象CompetitiveProcesses競(jìng)爭(zhēng)過(guò)程MisperceptionandBias誤解和偏見(jiàn)Emotionality激動(dòng)DecreasedCommunication減少溝通BlurredIssues污損問(wèn)題RigidCommitments刻板的承諾MagnifiedDifferences夸大差異EscalationoftheConflict沖突升級(jí)11BENEFITSOFCONFLICT

沖突的好處Createsorganizationalawarenessandthusabletocope使組織能夠意識(shí)到，并能夠妥善處理Conflict“promises”change!沖突“許諾”變革Makespeoplestronger--knowtheywillsurvivetheconflict!使人們清楚地知道他們處于沖突之中Heightensmorale加強(qiáng)倫理道德Whatareyouwillingto“fightfor”你想為什么而“斗爭(zhēng)”Enhancespersonaldevelopment強(qiáng)調(diào)個(gè)人發(fā)展Stimulatingand“fun”刺激與“愉悅”12

CONFLICT

沖突DifficulttoResolvev.EasytoResolve不容易解決與容易解決DualConcernsModel雙重影響模式13

STRATEGYOFCONFLICTMANAGEMENT

沖突管理戰(zhàn)略

Contending(CompetingorDominating)斗爭(zhēng)（競(jìng)爭(zhēng)或控制）Yielding(AccommodatingorObliging)屈從（調(diào)?；蚵男校㊣naction(Avoidance)遲鈍（回避）ProblemSolving(CollaboratingorIntegrating)解決問(wèn)題（合作或整合）Compromising許諾14

STRATEGYOFCONFLICTMANAGEMENT

沖突管理的戰(zhàn)略ThirdPartyIntervention第三方干涉“Boss”老板“Mediator”中介“ConflictManagementSystem”沖突管理系統(tǒng)15NegotiationFundamentals

談判基礎(chǔ)

PartI第I部分

Chapter2第2章Negotiation:談判Framing,Strategizing,andPlanning框架，戰(zhàn)略與規(guī)劃16FramingtheProblem--TheProcessof DefiningWhat’sImportant

問(wèn)題結(jié)構(gòu)-確定重點(diǎn)的過(guò)程

WhyFramesAreCriticaltoUnderstandingStrategy為什么結(jié)構(gòu)是理解戰(zhàn)略的關(guān)鍵

MajorApproachestoUnderstandingFrames--理解結(jié)構(gòu)的主要方法FramesAsaSetofRules結(jié)構(gòu)是一系列規(guī)則FramesAsCategoriesofExperience結(jié)構(gòu)作為經(jīng)驗(yàn)的分類(lèi)17ChineseNegotiationFrames

中國(guó)人談判的框架

Box2.2表2.2

FiveConceptsofChineseCulture

中國(guó)文化的五種理念SocialLinkage社會(huì)聯(lián)系Harmony融洽Roles作用Reciprocalobligations相互的義務(wù)Face臉面18Goals--TheObjectivesThatDriveaNegotiationStrategy

目標(biāo)-驅(qū)動(dòng)談判戰(zhàn)略的目的

SimultaneousDevelopmentofGoalsandFrames同時(shí)開(kāi)發(fā)目標(biāo)與結(jié)構(gòu)

DirectEffectsofGoalsonChoiceofStrategy--在戰(zhàn)略選擇上目標(biāo)的直接影響Wishesarenotgoals希望不是目標(biāo)Ourgoalsareoftenlinkedtoother’sgoals我們的目標(biāo)經(jīng)常與其他目標(biāo)相連接Therearelimits/boundariestowhatgoalscanbe目標(biāo)有限/無(wú)限Effectivegoalsmustbespecific必須有特定的有效目標(biāo)19Strategy--TheOverallPlanToAchieveOne’sGoals

戰(zhàn)略-實(shí)現(xiàn)一個(gè)目標(biāo)的總體規(guī)劃

Strategy,Tactics,orPlanning戰(zhàn)略，戰(zhàn)術(shù)，或規(guī)劃

StrategicOptions--VehiclesforAchievingGoalsFigure2.2戰(zhàn)略選項(xiàng)-實(shí)現(xiàn)目標(biāo)的媒介AlternativeSituationalStrategies情景戰(zhàn)略的備選方案Avoidance:TheNonengagementStrategy回避：非進(jìn)入戰(zhàn)略Active-EngagementStrategies:Competition, Collaboration,andAccommodation主動(dòng)-進(jìn)入戰(zhàn)略：競(jìng)爭(zhēng)，合作和和解20Strategy--TheOverallPlanToAchieveOne’sGoals

戰(zhàn)略-實(shí)現(xiàn)一個(gè)目標(biāo)的總體規(guī)劃

Table2.2Competitive(DistributiveBargaining)競(jìng)爭(zhēng)（分散性討價(jià)還價(jià)）Collaboration(IntegrativeNegotiation)合作（整合談判）AccommodativeNegotiation和解談判21UnderstandingTheFlowOfNegotiations:Stages&Phases

了解談判的流程：層次與階段

PhaseModelsofNegotiation談判的階段模式Howtheinteractionchangesovertime如何隨時(shí)影響變化Howtheinteractionstructures,overtime,relatetoinputsandoutcomes如何隨時(shí)影響結(jié)構(gòu)，相關(guān)的投入與產(chǎn)出Howthetactics/interventionsaffectthenegotiations戰(zhàn)術(shù)/干涉如何影響談判22GettingReadytoImplementtheStrategy:

ThePlanningProcess--1

準(zhǔn)備實(shí)施戰(zhàn)略：計(jì)劃過(guò)程--1

TheNeedforPlanning--Doyour“homework”!計(jì)劃的需要-做“家庭作業(yè)”！

DefiningtheIssues確定問(wèn)題AssemblingIssues&DefiningtheBargainingMix集中問(wèn)題并確定討價(jià)還價(jià)組合DefiningyourInterests--Whydowe“want”it?確定利益-我們?yōu)槭裁础耙彼麮onsultingwithOthers有其他人咨詢Constituencies選區(qū)Otherside其他方面23GettingReadytoImplementtheStrategy:

ThePlanningProcess--2

準(zhǔn)備實(shí)施戰(zhàn)略：計(jì)劃過(guò)程--2

TheNeedforPlanning--Doyour“homework”計(jì)劃的需要-做“家庭作業(yè)”

AssessingtheOther’sPriorities評(píng)估其他優(yōu)先選項(xiàng)KnowingyourLimits了解你的限度SettingTargets設(shè)定目標(biāo)Wheretostart--Optimistic,Realistic,orPessimistic從哪里開(kāi)始-樂(lè)觀，實(shí)際或悲觀Anticipationof“Packaging”amongIssues/Objectives對(duì)問(wèn)題/目標(biāo)“整體”的預(yù)期UnderstandingofTrade-Offsand“Throwaways”了解補(bǔ)償和“放棄”24GettingReadytoImplementtheStrategy:

ThePlanningProcess--3

準(zhǔn)備實(shí)施戰(zhàn)略：計(jì)劃過(guò)程--3

TheNeedforPlanning--Doyour“homework”!計(jì)劃的需要-做“家庭作業(yè)”！

DevelopingSupportingArgument--Research--Box2.4支持論據(jù)-調(diào)研AnalyzingtheOtherParty--Box2.5分析對(duì)方Resources,Interests,Needs資源，利益，需求Objectives目標(biāo)Reputation&Style信譽(yù)與風(fēng)格OtherParty’sAlternatives對(duì)方備選方案OtherParty’sAuthority對(duì)方授權(quán)OtherParty’sStrategy&Tactics對(duì)方的戰(zhàn)略與戰(zhàn)術(shù)25NegotiationFundamentals

談判基礎(chǔ)

PartI第1部分

Chapter3第3章StrategyandTacticsofDistributiveBargaining分散性討價(jià)還價(jià)的戰(zhàn)略與戰(zhàn)術(shù)26TheDistributiveBargainingSituation

分散性討價(jià)還價(jià)的情景

TheRoleofAlternativestoaNegotiated Agreement談判協(xié)議備選方案的作用SettlementPoint解決點(diǎn)BargainingMix討價(jià)還價(jià)組合27FundamentalStrategies

基礎(chǔ)戰(zhàn)略

DiscoveringtheOtherParty’sResistancePoint

THEBUYER’SACTIONS

發(fā)現(xiàn)對(duì)方抵制點(diǎn)-買(mǎi)方的行為Makingextremeofferstofind“resistancepoint?”做最大報(bào)價(jià)尋找“抵制點(diǎn)”P(pán)rovidesBuyerthelargestpartofsettlementrange提供買(mǎi)方最大部分的設(shè)定范圍Influencethe“value,”theitemis“overpriced?”影響“價(jià)值”，“價(jià)格過(guò)高”嗎Maylowerresistanceandthusenlargesbargainingrange降低抵制點(diǎn)以增大討價(jià)還價(jià)范圍Eachpointistoofarapart,“Selleracceptlowerprice?”每一點(diǎn)差距很大，“賣(mài)主接受較低的價(jià)格嗎？”Without“overlappingsettlementrange,”oneofthepartiesneedsto“move”沒(méi)有達(dá)到“預(yù)期設(shè)定范圍”，一方需“讓步”“Thissettlement”isthebestthatispossible!“這一設(shè)定是最可行的！”28FundamentalStrategies

基礎(chǔ)戰(zhàn)略

InfluencingtheOtherParty’sResistancePoint

影響對(duì)方抵制點(diǎn)Impactofestimate/perceptionofcostofdelayorabortingnegotiations延遲或結(jié)束談判的成本對(duì)估計(jì)/感覺(jué)的影響Whoneedssettlementquick?誰(shuí)需要快速達(dá)成結(jié)果SatisfactoryalternativesavailabletoBuyerand/orSeller?對(duì)買(mǎi)主和/或賣(mài)主滿意的備選方案Pointvariesdirectlywithvalueotherpartyattachestooutcome抵制點(diǎn)直接與對(duì)方希望達(dá)到目標(biāo)的結(jié)果的不同而變化Pointismoremodestasvalueofoutcomeisreduced作為產(chǎn)出的價(jià)值降低，抵制點(diǎn)更實(shí)際Otherparty’spointvariesinverselywiththeperceivedvalueyouhave/attachtotheoutcome對(duì)方抵制點(diǎn)隨著你所希望達(dá)到目標(biāo)的結(jié)果的不同而變化Lowerexpectationsandotherpartymovestomoremodestlevel期望值越低，對(duì)方就越靠近實(shí)際的水平29TacticalTasks

戰(zhàn)術(shù)任務(wù)AssessOutcomeValues&CostsofTermination評(píng)估產(chǎn)出價(jià)值與終止成本Indirect/DirectAssessment間接/直接評(píng)估Forexample,howdoyouascertainrent/priceforRealEstate?舉例，你如何確定租賃/價(jià)格的實(shí)際評(píng)估？Laborrates/negotiations?Auto/Commercialprices?--Comparables?勞動(dòng)率/談判？汽車(chē)/產(chǎn)品價(jià)格？-可比嗎？Needtoobtaininformation,ernet,library,andtelephone ifunabletoobtainfromtheotherparty需要獲得信息，如：如果不能從其他方面獲得就使用因特網(wǎng)，圖書(shū)館，和電話。Forexample,inInt’lnegotiationsonemaycultivatesourcesofinfo,messagesare“intercepted”,codesarebroken,etc.舉例，在國(guó)際談判中，一方會(huì)尋找信息來(lái)源，信息可“截取”，密碼破譯30TacticalTasks

戰(zhàn)術(shù)任務(wù)ManageOtherParty’sImpressions控制對(duì)方印象ScreeningActivities--篩選活動(dòng)Say/dolittle--“SilenceisGolden”少說(shuō)/做-“沉默是金”Stonewalling拖延Cluesofdisappointment/boredomorprobingcouldindicateinterest失望/厭煩的暗示或探察能夠顯示興趣Merelyfactfinding?僅僅是查找事實(shí)嗎？31TacticalTasks

戰(zhàn)術(shù)任務(wù)ManageOtherParty’sImpressions控制對(duì)方印象DirectActiontoAlterImpressions直接活動(dòng)以改變印象Logicalarguments邏輯論據(jù)“Ifyouwereinmyshoes,hereisthewaythesefactswould lookinlightoftheproposalyoupresented….”

“如果我是你的話，這是你所展示的建議”Selectivepresentations,i.e.revealfactsonlynecessaryto supportyourview有選擇性的展示，如：僅在有必要支持你的觀點(diǎn)時(shí)展示事實(shí)Displayemotionalreactions顯示情感反應(yīng)32TacticalTasks

戰(zhàn)術(shù)任務(wù)ModifyOtherParty’sPerceptions改變對(duì)方感覺(jué)Makedemandsmoreattractivetoother,i.e.explaintheimportoftheirpositioninlogicalterms.給對(duì)方提出更有吸引力的要求，如：邏輯性地解釋他們立場(chǎng)的重要性ManipulatetheActualCostsofDelay/Termination控制延遲/終止的實(shí)際成本DisruptiveAction--IncreasedCost破壞活動(dòng)-增加成本AlliancewithOutsiders與外界聯(lián)盟ScheduleManipulation控制安排33PositionsTakenDuringNegotiation

談判過(guò)程中所采用的地位OpeningOffer開(kāi)放報(bào)價(jià)Whatshoulditbe?Toohigh?TooLow?應(yīng)是什么樣的報(bào)價(jià)？太高？太低？The“Dance”“跳舞”Extreme?Getshighersettlements?極限？得到較高的解決方法？Advantages:Givesroomformovement,sendsmessage優(yōu)勢(shì)：有移動(dòng)的空間，傳遞信息Disadvantages:Rejected,conveys“attitude”oftoughness劣勢(shì)：拒絕，轉(zhuǎn)變成粗暴的“態(tài)度”Mayneedalternativesifextreme!如果是極限，需備選方案34PositionsTakenDuringNegotiation

談判過(guò)程中所采用的地位OpeningStance/Attitude開(kāi)放姿態(tài)/態(tài)度Cooperative?合作？Fightforeverything?為任何事都爭(zhēng)斗？Moderate,makeconcessions有節(jié)制，作出讓步“Let’sbereasonable”“讓其合理”“Titfortat”“針?shù)h相對(duì)”O(jiān)therpartymaymirroryourstance/attitude對(duì)方會(huì)以你的姿態(tài)/態(tài)度為鑒35PositionsTakenDuringNegotiation

談判過(guò)程中所采用的地位InitialConcessions初始讓步Initialofferandcounterofferdefinethebargainingrange初始報(bào)價(jià)和反報(bào)價(jià)確定了討價(jià)還價(jià)的范圍Ifunacceptable,askforanotheroffer

如果不接受，尋求另外的報(bào)價(jià)Usedforcommunications用于溝通

Whatmovement/concessionismade?做了什么變化/讓步Forexample,firm/smallpositionreflectsthatone“wantsmostofthebargainingrange”

舉例，強(qiáng)硬的/小的地位顯示出一方“希望范圍的大部分”36PositionsTakenDuringNegotiation

談判過(guò)程中所采用的地位RoleofConcessions讓步的作用Peopleexpectthedance!人們希望跳舞！Howlarge?多大的讓步？Cooperativev.Combative合作與爭(zhēng)斗Fairnessreturnsfairness?公平合理嗎？Firmness“shortens”thenegotiations?強(qiáng)硬“縮短”談判？Flexibilityandlearnfromtheexchange?靈活以及從交換中吸取教訓(xùn)嗎？37PositionsTakenDuringNegotiation

談判過(guò)程中所采用的地位PatternofConcessionMaking作出讓步的模式“IfyougiveA,I’llgiveB”“如果你給我A，我將給你B”“Notakeitorleaveit”—usuallyresented

“沒(méi)有取舍”-通常不滿Progressionshowspeoplefeelbetter進(jìn)步顯示人們感覺(jué)良好Openinggoestoshowwhereyouwillendup!開(kāi)放說(shuō)明你將如何結(jié)束Majorconcessioncallsforreturnoffer/similarweight&somewhatcomparablemagnitude主要讓步需要報(bào)價(jià)的回應(yīng)/類(lèi)似的權(quán)重和可比的量38PositionsTakenDuringNegotiation

談判過(guò)程中所采用的地位FinalOffer最終報(bào)價(jià)Sendamessage傳輸信息“ThisisallIcando”“這是我所能夠做的”“ThisisasfarasIcango”“這是盡我所能”Makeitsubstantialconcession作出實(shí)際的讓步“Iwenttothebossandgotaspecialdealjustfor you”

“我去找我老板為你所得到的特殊交易”39Commitment

承諾TacticalConsiderationinUsingCommitments戰(zhàn)術(shù)考慮使用承諾“Pledgeregardingthefuturecourseofaction”

“對(duì)未來(lái)行動(dòng)的保證”EstablishingaCommitment建立一個(gè)承諾Musthavefinality,specificityandstatementofconsequences.必須對(duì)結(jié)果有定局，特性和說(shuō)明PublicPronouncement對(duì)外公布LinkingwithanOutsideBase與外界聯(lián)系IncreasetheProminenceofDemands提高要求的聲望ReinforcetheThreatorPromise強(qiáng)調(diào)許諾的威脅40Commitment

承諾PreventingtheOtherPartyfromCommitting Prematurely防止另一方過(guò)早承諾Generalstrategyistoretainflexibility!總的戰(zhàn)略是保持靈活性Timetodevelop“commitments”時(shí)間產(chǎn)生“承諾”FindingWaystoAbandonaCommittedPosition尋找方法放棄受約束的地位Provideinfo提供信息Avoid“embarrassing”environment--toboth!避免雙方“窘迫”41ClosingtheDeal

結(jié)束生意“Winner’sCurse”“勝者曲線”Acceptoffertooquick?接受報(bào)價(jià)過(guò)快？Beforemakinganofferask,“WillIbehappyiftheofferisacceptedquickly?”提出報(bào)價(jià)之前問(wèn)一問(wèn)，“如果接受報(bào)價(jià)過(guò)快，我會(huì)不會(huì)滿意？”42ClosingtheDeal

結(jié)束生意Providealternatives提供備選方案Providechoices/solutions提供選擇/解決方法Assumetheclose假設(shè)結(jié)束Salespeopledoitallthetime!銷(xiāo)售人員隨時(shí)做！

Writeup“order”抬高“報(bào)價(jià)”Splitthedifference區(qū)分差別Partiesstartedwith“fair”offers!各方從“合理”的報(bào)價(jià)開(kāi)始43ClosingtheDeal

結(jié)束生意Explodingoffers破除報(bào)價(jià)Tightdeadline緊密的期限“Stopconsideringalternatives”“不考慮備選方案”Sweeteners溫柔Linkage--聯(lián)系“Paymentamountversustimingofpayment”

“支付的數(shù)量與支付的時(shí)間”“I’llgiveyouX,ifyouacceptmydeal”

“如果你接受我的交易，我將給你X”44HardballTactics

頑石戰(zhàn)術(shù)DealingwithTypicalHardballTactics處理典型的頑石戰(zhàn)術(shù)

IgnoreThem忽略他們DiscussThem與他們討論Namethegame!“I’dliketoavoidthatandnegotiatehowyounegotiate”稱其為游戲“我不想像你這樣談判”RespondinKind--“TicforTac”友善回應(yīng)Co-OpttheOtherParty與其他人合作Befriendthemearlyandtherefore“sidetrack”tactic起初友善來(lái)采用“側(cè)面回?fù)簟钡膽?zhàn)術(shù)45HardballTactics

頑石戰(zhàn)術(shù)DealingwithTypicalHardballTactics處理典型的頑石戰(zhàn)術(shù)

Accommodation--Cooperative/Unassertive和解-合作/不過(guò)分自信Competition--Assertive/Uncooperative競(jìng)爭(zhēng)-過(guò)分自信/不合作Tricks騙局Extremeoffers極限報(bào)價(jià)Withholdconcession/info抑制讓步/信息“Stretching”thefacts“夸大”事實(shí)Attacks攻擊Threats,rudeness,hostility,rigidity,intoleranceto intimidationandissuingultimatums對(duì)威嚇和最后通牒的威脅，粗魯，敵視，刻板，不容忍46HardballTactics--1

頑石戰(zhàn)術(shù)TypicalHardballTactics典型的頑石戰(zhàn)術(shù)

Good/BadGuy好/壞家伙Highball/Lowball高球/低球Bogey可怕的人TheNibble蠶食47HardballTactics--2

頑石戰(zhàn)術(shù)TypicalHardballTactics典型的頑石戰(zhàn)術(shù)Chicken家禽Intimidation恐嚇AggressiveBehavior激進(jìn)行為Snow(Fog)Job天花亂墜的自吹Other…其他48NegotiationFundamentals

談判基礎(chǔ)

PartI第I部分

Chapter4第4章StrategyandTacticsofIntegrativeNegotiation整合談判的戰(zhàn)略與戰(zhàn)術(shù)49Introduction

介紹WhatMakesIntegrativeNegotiationDifferent?什么使整合談判有差異？FocusonCommonalties,notDifferences集中到共同點(diǎn)，而非異同點(diǎn)AddressNeedsandInterests,notPositions強(qiáng)調(diào)需求，興趣，而非地位CommitmenttoMeetingtheNeeds承諾滿足需求ExchangeofInfo&Ideas交換信息與想法InventionofOptionsforMutualGain創(chuàng)造共同獲得的選擇UseofObjectiveCriteriaforPerformance對(duì)績(jī)效目標(biāo)原則的使用50OverviewoftheIntegrativeNegotiationProcess

整合談判過(guò)程的總體看法CreatingaFreeFlowofInformation創(chuàng)建自由的信息流AttemptingtoUnderstandtheOtherNegotiator’sRealNeedandObjectives試圖理解談判對(duì)方實(shí)際的需求與目標(biāo)EmphasizingtheCommonaltiesbetweentheParties&MinimizingDifferences強(qiáng)調(diào)雙方共同點(diǎn)，減少異同點(diǎn)SearchingforSolutionsThatMeettheGoalsandObjectivesofBothSides尋找滿足雙方目的和目標(biāo)的解決方法51KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟Identify&DefinetheProblem識(shí)別和確定問(wèn)題DefineProbleminMutuallyAcceptableWay以多種可接受的方法識(shí)別問(wèn)題KeepProblemStatementClean&Simple問(wèn)題的描述清晰，簡(jiǎn)練StatetheProblemasGoal&IdentifyObstacles作為目標(biāo)和識(shí)別障礙來(lái)描述問(wèn)題DepersonalizetheProblem與個(gè)人無(wú)關(guān)的問(wèn)題SeparatetheProblemfromSearchforSolutions從研究解決方法中區(qū)別問(wèn)題52KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟UnderstandtheProblemFully--全面理解問(wèn)題IdentifyInterests/Needs識(shí)別利益/需求Notpositionsbuttheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeaparticularposition.

不注重地位，但基于關(guān)注，需要，愿望，或擔(dān)心，激勵(lì)談判者承擔(dān)一定的地位。Allowsforinventivesolutionstomeetinterests

允許創(chuàng)意性的解決方法以滿足利益“Why”--ThatistheQuestion!“為什么”-這是個(gè)問(wèn)題！“Whytheywant,whattheywant?”“為什么他們想要，他們想要什么？”

53KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟TypesofInterests--利益類(lèi)型SubstantiveInterests實(shí)際利益Tangibleones有形的EconomicandFinancial經(jīng)濟(jì)和金融ProcessInterests過(guò)程利益Arerelatedtothewaythedisputeissettled與爭(zhēng)端解決的方法相關(guān)Example,“Theyneverlistentome”舉例“他們從來(lái)不聽(tīng)我的”RelationshipInterests關(guān)系利益Thepartiesvaluetherelationshiptooneanotheranddonotwantto damageit不想打破雙方的價(jià)值關(guān)系InterestsinPrinciple利益原則Whatisright,acceptable,fair,orethical什么是正確的，可接受的，合理的或合乎道德的54KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟TypesofInterests--利益類(lèi)型Almostalwaysmorethanone總是比一個(gè)多Partieshavedifferentinterestsatstake各方利益不同Interestscanberootedinhumanneedsorvalues利益基于人類(lèi)的需求或價(jià)值Interestscanchange利益可改變GettingatInterests獲得利益Askingthe“Why?”詢問(wèn)“為什么？”Unifiedpositionversusgeneralizedsetofinterests獨(dú)特的地位與利益的一般化55KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--(Thecreativepart)創(chuàng)建備選方案的解決方法（有創(chuàng)意的部分）InventingOptionsbyRedefiningtheProblemorProblemSet通過(guò)重新確定問(wèn)題或問(wèn)題系列進(jìn)行選項(xiàng)Partiesstatespecificunderlyingneedsand developalternativestosuccessfullymeetthem各方陳述特別的潛在的需求，開(kāi)發(fā)可選方案以成功地滿足他們56KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--Techniques--1創(chuàng)建備選方案的解決方法-技術(shù)-1ExpandthePie將蛋糕做大Firstandleastcostly首次與最小成本Howcanbothpartiesgetwhattheyare“demanding?”雙方如何得到他們的“需要”Istherearesourceshortage?資源短缺嗎？Howcanadditionalresourcesassistinreachingasolution?額外的資源如何輔助尋求解決方法57KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--Techniques--2創(chuàng)建備選方案的解決方法-技術(shù)-2Logrolling相互捧場(chǎng)Whatissuesareofhigher/lowerprioritytome?Tootherparty?.什么問(wèn)題對(duì)我是較高/較低優(yōu)先選擇？對(duì)另一方怎么樣？Anyhighprioritytomematchlowtotheother?對(duì)我方有無(wú)高優(yōu)先選擇以適應(yīng)對(duì)方低優(yōu)先選擇？Morethanoneissueinconflict--Unbundlelargeones!沖突中至少一個(gè)問(wèn)題-雜亂的問(wèn)題！TrialandErrortofindthe“rightsolution”嘗試和錯(cuò)誤尋找“正確的答案”TradeOffitems互補(bǔ)項(xiàng)目Whatisinexpensivetomebutvaluabletotheotherparty?什么對(duì)我方費(fèi)用不高，而對(duì)對(duì)方有價(jià)值？58KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--Techniques--3創(chuàng)建備選方案的解決方法-技術(shù)-3Use“NonspecificCompensation”使用“非特定補(bǔ)償”Whatisofvaluetotheotherparty?什么對(duì)對(duì)方有價(jià)值？WhatcanIdotomaketheothersidehappyand simultaneouslyallowmeto“getmyway?”我方做些什么能夠使對(duì)方愉快，同時(shí)使我方“隨心所欲”Whatisinexpensiveformetogiveuptosatisfytheotherparty?對(duì)于我方放棄什么以滿足對(duì)方費(fèi)用便宜？59KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--Techniques--4創(chuàng)建備選方案的解決方法-技術(shù)-4CuttheCostofCompliance削減依從成本W(wǎng)hatrisks/costsdoesmyproposal/offercreatefortheotherparty?我方的建議/報(bào)價(jià)給對(duì)方帶來(lái)了什么風(fēng)險(xiǎn)/成本？WhatcanIdotominimizetheother’srisks/costssothattheywouldmorewillingtogoalong?我方能夠做什么來(lái)減少對(duì)方的風(fēng)險(xiǎn)/成本以使他們?cè)敢饫^續(xù)談判？

60KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--Techniques--5創(chuàng)建備選方案的解決方法-技術(shù)-5FindaBridgeSolution尋找橋式解決方法Whataretheother’srealunderlyinginterests/needs?對(duì)方實(shí)際的潛在的利益/需求是什么？Whataremyown?我方實(shí)際的對(duì)方實(shí)際的潛在的利益/需求是什么？Whatisthehigher/lowerpriorityforeachinunderlyinginterests/needs?對(duì)于雙方潛在的利益/需求，什么是較高/較低的優(yōu)先選擇？ Cansolutionsbeinventedthatmeeteachparty’srelative prioritiesandtheirinterests/needs?尋找的解決方法能否滿足各方相對(duì)優(yōu)先選擇和他們的利益/需求？

61KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟OtherTechniquesUsedtoGenerateAlternativeSolutions--創(chuàng)建備選方案的解決方法的其他技術(shù)BrainstormingtoGenerateSolutions腦筋激蕩法Avoidjudgingorevaluatingsolutions避免評(píng)價(jià)或評(píng)估解決方法Separatethepeoplefromtheproblem將人從問(wèn)題中分離出來(lái)Be“exhaustive”inthebrainstormingprocess!在腦筋激蕩法中“竭盡全力”！AskOutsiders詢問(wèn)局外人AwareofPersonalityversusStatusDifferences?意識(shí)到人性與差異狀況了嗎？62KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟GenerateAlternativeSolutions--生成解決備選方案The“key”isexchangeofinformation!

“關(guān)鍵”是交換信息63KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟CommunicationTechniques--溝通技術(shù)Use“contentious”tacticstodefendbasicinterests(butnotpositionorsolution!)使用“好爭(zhēng)論”戰(zhàn)術(shù)以保護(hù)基本利益（但不是地位或解決方法）Sendsignalsofwillingness/flexibilitytoaddressotherparty’sinterests發(fā)出愿意/靈活的信號(hào)以強(qiáng)調(diào)對(duì)方的利益Indicateawillingnesstochangeproposals/offers顯示變更建議/報(bào)價(jià)的意愿Demonstrateaproblemsolvercapability顯示解決問(wèn)題的能力MaximizecommunicationchannelsANDkeepthemopen!最大限度的溝通渠道，并開(kāi)誠(chéng)布公Separatecontentioustacticsfromproblem-solving從解決問(wèn)題中分離好爭(zhēng)論戰(zhàn)術(shù)64KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟EvaluationandSelectionofAlternatives--FiveDistinctSteps--評(píng)估和篩選備選方案-五個(gè)特定步驟Definitions確定Standards標(biāo)準(zhǔn)Alternatives備選方案Evaluation評(píng)估Selection選擇65KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟EvaluationandSelectionofAlternatives--1備選方案的評(píng)估與選擇-1NarrowtheRangeofOptions縮小選項(xiàng)范圍Focusonthosestronglysupportedbytheparties聚焦雙方的重點(diǎn)Thisallowsthepartiestofocuson“positive”ratherthan “negative”,i.e.“unacceptable”使雙方聚焦“積極的”而非“消極的”如：不可接受EvaluateBasedonQualityandAcceptability基于質(zhì)量與接受程度進(jìn)行評(píng)估Howgoodarethey?他們?nèi)绾魏?？Howacceptablearethey?他們?nèi)绾谓邮埽緼ppealtoobjectivestandardsformakingdecisions?為了決策要求目標(biāo)標(biāo)準(zhǔn)嗎？Pastdecisionsorotherobjectivefairoutcomesavailable?是否有過(guò)去的決策或其他目標(biāo)錯(cuò)誤的產(chǎn)生？66KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟EvaluationandSelectionofAlternatives--2備選方案的評(píng)估與選擇-2AgreetoCriteriainAdvanceofEvaluatingOptions提前同意評(píng)估選項(xiàng)原則Whatisfair,correct,or“therightthingtodo”什么是合理的，正確的，或“做正確的事”Narrowsthechoiceprocess縮短選擇過(guò)程BewillingtojustifyPersonalPreferences愿意調(diào)整個(gè)人偏好WatchforIntangiblesaffectingtheSelection觀察選擇的無(wú)形影響Gainingrecognition,lookingstrongortoughtoaconstituency,etc.獲得社區(qū)公認(rèn)，敏銳或苛刻的觀察，等67KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟EvaluationandSelectionofAlternatives--3備選方案的評(píng)估與選擇-3UseSubgroupsforComplexOptions對(duì)復(fù)雜的選項(xiàng)分組Smallergroupsoverlarge,unwieldygroup小規(guī)模的團(tuán)組比大型，笨拙的團(tuán)組好“Timeouttocooloff”“冷靜下來(lái)”Angerhasnoplaceintheprocess!程序中氣氛和諧68KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟EvaluationandSelectionofAlternatives--4備選方案的評(píng)估與選擇-4ExploreDifferentWaystoLogroll看法不同的方法相互捧場(chǎng)Merge/combineoptionsintonegotiatedpackages兼并/合并的選項(xiàng)納入談判之中ExploitDifferencesinRiskPreference風(fēng)險(xiǎn)偏好的差異DifferencesinExpectations期望的差異DifferencesinTimePreferences時(shí)間偏好的差異69KeyStepsInTheIntegrativeNegotiationProcess

整合談判過(guò)程中的主要步驟EvaluationandSelectionofAlternatives--5備選方案的評(píng)估與選擇-5DecisionsareTentativeandConditional決策是暫時(shí)的和有條件的Nothingshouldbefinaluntileverythingisfinal!只有所有事宜完成方能結(jié)束Producestrustand“comfort”intheprocess!在過(guò)程中始終誠(chéng)懇和“舒適”MinimizeFormality&RecordUntil“Final”Agreement形式和記錄最小化直至“最終”協(xié)議Thenusethe“singletext”approach然后使用“簡(jiǎn)單文字”方法Votingcouldmake“l(fā)osers”appearonthescene投票會(huì)出現(xiàn)“失敗者”70FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進(jìn)整合談判成功的因素SomeCommonObjective/Goal一些共同目標(biāo)Findsomemutuallyacceptablejointsolution!尋找一些共同接受的解決方法CommonGoal--equallyshared,equally“worked”共同目標(biāo)-平等分享，共同完成SharedGoal--worktowardbuteachbenefitsdifferently共享目標(biāo)-向前發(fā)展但各自利益不同71FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進(jìn)整合談判成功的因素FaithinProblem-SolvingAbility真正的問(wèn)題-解決能力Experienceandexpertiseiswelcomedbyall經(jīng)驗(yàn)與專(zhuān)家Butnotfalsesenseofconfidence不是信心的錯(cuò)覺(jué)AcceptanceofOther’sattitude,information,anddesiresasaccurate準(zhǔn)確接受對(duì)方的態(tài)度，信息和需要Andyourown!以及自我！72FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進(jìn)整合談判成功的因素MotivationandCommitmenttoWorkTogether共同工作的激勵(lì)與承諾Partiesmustbemotivatedtocollaborateratherthancompete!必須鼓勵(lì)雙方合作而非競(jìng)爭(zhēng)Interestedintheotherparty’sobjectivesandproblemsashisown對(duì)對(duì)方的目標(biāo)和自己的問(wèn)題感興趣Enhancing增強(qiáng)“Hangtogetherratherthanseparately”“合作而非分離”Moretogainbyworkingtogether一起工作獲得更多Committo“Presettlementsettlementagreements”承諾“提前設(shè)定的協(xié)議”73FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進(jìn)整合談判成功的因素Trust信任NoGuaranteesthatTrustleadstocollaborationbut Mistrustinhibitscollaboration不保證信任促進(jìn)合作，但誤解會(huì)影響合作DefensiveNegotiatorswithdraw--AToneSetter!防御的談判者撤退HardandComplextoaccomplish完成起來(lái)很艱難，復(fù)雜Perceivedassimilartothem感覺(jué)與他們類(lèi)似Positiveattitudetowardthem對(duì)他們態(tài)度積極Dependononeanother取決另一方Cooperative/Listen合作/聆聽(tīng)MakeConcessions讓步74HowtoImproveTrustinIntegrativeNegotiation

在整合談判中如何增進(jìn)信任CreateandMeetExpectations創(chuàng)建并滿足期望Convinceothersthatthebenefitsoftrustoutweighthecostsofmistrust說(shuō)服對(duì)方信任的利益大于誤解的成本Meetandkeepshort-termpromises滿足和保持短期許諾Establishcredibility建立資信Establishareputationfortrustworthiness為信任而建立信譽(yù)75HowtoImproveTrustinIntegrativeNegotiation

在整合談判中如何增進(jìn)信任FrequentinteractionsEstablishfamiliarityBeaccurateinone'spredictionoftheother'sactionsandreactionsConsistentlyuseinformationgainedabouttheothertoenhancetherelationship.Establish/affirmsimilarinterestsEstablish/affirmsimilargoals&objectivesEstablish/affirmcommon,coordinatedactions.

頻繁互動(dòng)建立類(lèi)似點(diǎn)對(duì)對(duì)方的行為和反應(yīng)做出準(zhǔn)確的預(yù)測(cè)持續(xù)使用有關(guān)對(duì)方的經(jīng)驗(yàn)以增強(qiáng)關(guān)系建立/證實(shí)相似的興趣建立/證實(shí)相似的目標(biāo)和目的建立/證實(shí)共同的協(xié)調(diào)的行為76FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進(jìn)整合談判成功的因素ClearandAccurateCommunication清晰準(zhǔn)確的溝通AbilitytoshareinformationANDstatewhattheywantANDwhytheywantit!分享信息的能力以及他們所需要的陳述以及他們?yōu)槭裁葱枰?！Formalandinformalcommunicationchannelsmayhelp正式與非正式溝通渠道有助于談判成功Thirdpartyassistancemayhelp第三方輔助有助于談判成功TheDynamicsoftheProcess過(guò)程的動(dòng)態(tài)77WhyIntegrativeNegotiationIsDifficultToAchieve

為什么不容易實(shí)現(xiàn)整合談判HistoryofRelationship關(guān)系的來(lái)歷PreviousCompetitive&ConflictLaden?過(guò)去競(jìng)爭(zhēng)和沖突的累積嗎？AttitudeofWin-Loseinpast過(guò)去勝負(fù)的態(tài)度ExploitationandDistrust私利與不信任BeliefanIssueCanOnlyBeResolvedDistributively/Competitively相信僅有事件能夠個(gè)別/有競(jìng)爭(zhēng)性的解決78WhyIntegrativeNegotiationIsDifficultToAchieve

為什么不容易實(shí)現(xiàn)整合談判Mixed-MotiveNatureofMostNegotiations