商務(wù)英語談判 negotiation Principles.-sl

PrinciplesofBusinessNegotiationLectureTwo2021/10/1014Cs

in

NegotiationThe

context

of

the

4Cs

in

which

negotiationtakes

place.談判要明確的四點(diǎn)背景內(nèi)容1.Common

interests(談判者追求的目標(biāo))

2.

Conflicting

interests(要談的內(nèi)容)3.Compromise(取舍點(diǎn))4.Criteria

or

objectives

(明確目標(biāo)及實(shí)現(xiàn)

的準(zhǔn)則)2021/10/102Negotiation

environmentThe

composition

of

international

negotiation

environment:會(huì)影響談判的戰(zhàn)略和策略1.Political

system2.Economical

system3.Social

system4.Cultural

system2021/10/10

3Some

Basic

NegotiationPrinciples1.

Principle

of

willingness(premise

ofnegotiation)2.

Equality

Principle

(lfoundation

of

negotiation)3.

Principle

of

Mutual

Benefits(aim

or

goal

of

negotiation)

4.Principle

for

Common

interests(key

ofnegotiation)5.

Principle

for

efficiency

(guarantee

ofnegotiation)6.

Principle

of

legality(foundation

ofnegotiation)2021/10/10

4Equality

Principle:1)

It

means

both

parties

are

equal

in

law

status.

They

have

equal

rights

and

obligation.

They

do

business

out

of

their

own

needs

and

they

are

informed

of

each

other

to

enjoymutual

benefits.2)When

one

party

takes

much

less

than

is

given,

the

otherparty

will

feel

reluctant

to

continue

negotiating.

Henceeither

party

shouldbe

wellprepared

for

the

negotiation

andready

to

satisfy

each

other's

needs

on

an

equalbasis.2021/10/10

5Principle

of

CollaborativeNegotiation(CN)The

six

guidelines

for

CN1.

Acknowledge

the

concerns

of

the

otherside

and

focus

on

interests

rather

than

positions.2.Encourage

joint

fact

finding.3.

Offer

contingent

commitments

tominimize

impacts

if

they

do

occur,

and

2021/10promise

to

compensate

knowable

but

。unintended

impacts.4.

Accept

responsibility,

admit

mistakes,

an

d

share

power.·5.

Act

in

a

trustworthy

fashion

at

all

times.6.

Focus

on

building

long-term

relationshipsThe

collabrative

negotiationfocuses

on

interests

rather

thanpositions,

place

value

on

relationship.2021/10/10

7Principled

Negotiation(It

is

particularly

oriented

to

collaborativenegotiations.)Four

key

words

are

focused:People

&

problems·Interests

or

position·

Options

for

mutual

gains·

Criteria:

insist

on

using

objective

criteria(continued

for

more

details)2021/10/10

81.

Separate

the

people

from

the

problemPeople

problems

are

often

caused

byinaccurateperceptions,

inappropriateemotions

andpoor

communication.

Three

techniques

are

recommended:1)

Establish

an

accurate

perception2)

Cultivate

appropriate

emotion

3)Strive

for

better

communication2021/10/10

91)

Establish

an

accurate

perception.*Conflict,very

often,

is

not

caused

by

whathappens,butby

howpeopleperceive

whathappens.*

Increase

the

capability

of

each

party

to

see

theother

side's

point

of

view

by

reversing

roles.·

*

Avoid

blaming

the

other

party

for

your

problem2021/10/10

102)

Cultivate

appropriate

emotion.*Your

emotion

affects

that

of

the

other

party.*

Recognize

and

understand

emotions

of

bothparties.*

Make

emotions

explicit

and

legitimate·

*

Allow

the

other

party

to

let

off

steam.·

*Stay

calm

with

the

other

party's

emotionaloutbursts.2021/10/10113)

Strive

for

better

communication.*Be

an

active

listener

and

acknowledge

what

isbeing

said.*

Speak

to

be

understood.*

Avoid

being

judgmental

or

debating

the

other

party

as

an

opponent.·

*

Avoid

criticism

that

may

hurt

the

otherparty's

feelings.2021/10/1012*

Discuss

the

problems

beforeproposing

a

solution.·

*

Be

concrete

but

flexible.*

Be

hard

on

the

problem

but

soft

onthe

people.2021/10/10

132.Focus

on

interests

instead

of

positionsMethods:1)

/Identify

the

self-interests2)

Discuss

interests

with

the

other

party2021/10/10

14their

positions.·

2)

Discuss

interests

with

the

other

party*

Give

your

interests

a

vivid

description.

Bespecific.·

*

Demonstrate

your

understanding

of

the

otherparty's

interests

and

acknowledge

them

aspart

of

the

overallproblem

that

you

are

trying

to

solve.2021/10/101)

Identify

the

self-interests.*

Respect

your

counterparts

as

human

beings

and

recognize

the

needs

and

interests

that

underlie153.

Invent

options

for

mutual

gainsThebrainstorming

of

optionsprior

to

decision-makingis

a

critical

piece

for

the

success

of

the

collaborativenegotiation

process.The

ability

to

invent

options

is

one

of

the

most

useful

assets

a

negotiator

can/have.1)

Separate

the

act

of

inventing

options

from

the

act

of

judging

them2)

Develop

as

many

options

as

possible

before

choosing

one3)

Search

for

mutual

gains4)

Find

ways

to

help

make

the

other

party's

decision

easy2021/10/10

161)

Separate

the

act

of

inventingoptions

from

the

act

of

judging

them*

Before

brainstorm

*

During

·

*

After2021/10/10

172)

Develop

as

many

options

as

possible

before

choosing

one*

Look

at

the

problem

through

the

eyes

of

different

experts.*

Change

the

scope

of

a

proposed

agreement-

break

down

the

problem

into

smaller

units.

Agreements

may

be

partial,

involve

fewerparties,

cover

selected

subject

matters,

orremain

in

effect

for

a

limitedperiod

of

time.2021/10/10

183)

Search

for

mutual

gains*

Shared

interests

exist

in

every

negotiation;

they

are

opportunities,

not

godsends;2021/10/10

194)

Find

ways

to

help

make

the

otherparty's

decision

easy*

Your

success

in

a

negotiation

depends

upon

the

other

party's

making

a

decisionyou

want;

therefore,

you

should

do

whatyou

can

to

make

that

decision

an

easy

one.2021/10/10

204.Insist

on

using

objective

criteria(such

as

standards

independent

of

wills

of

anyparty;

legitimate

andpractical;

acceptable

to

all

parties)They

are

standards

or

principles

which

the

partiesbelieve

in

and

which

are

not

under

the

control

of

any

singleparty,

such

as

market

value,

scientific

judgment,

moral

standards,

tradition,

course

ofdealing,

a

flip

of

coin,

ect.1)Frame

each

issue

as

a

joint

search

for

objective

criteria:

one

example2)

Jointly

discuss

which

standards

are

mostappropriate

and

how

they

should/be

applied3)

Never

yield

to

pressure,

only

to

principle2021/10/10

211)Frame

each

issue

as

a

joint

search

for

objective

criteria:*"Look,

you

want

a

high

price

and

I

want

a

low

one.

Let's

figure

out

what

a

fair

pricewould

be."*

If

the

seller

starts

by

giving

a

position,such

as

"the

price

is

$80,000",

ask

for

thetheory

behind

thatprice.

Treat

the

problem

as

though

the

seller

too

is

looking

for

a

fairprice.2021/10/10

22合作原則談判法·十對(duì)事不對(duì)人·

二著眼于利益而非立場·

三制定雙贏方案·

四引入客觀評(píng)判標(biāo)準(zhǔn)2021/10/10

23合作式談判合作原則談判法即著名的哈佛原則談判法，它的主要

代表人物是羅杰

·

費(fèi)希爾和威廉尤里?！?/p>

合作原則談判法的核心和精神實(shí)質(zhì)是通過強(qiáng)調(diào)各方的

利益和價(jià)值，而非討價(jià)還價(jià)本身，以及通過提出尋求

各方各有所獲的方案來取得談判的成功。合作原則談判法由以不四個(gè)部分組成：對(duì)待談判對(duì)手：對(duì)事不對(duì)人；對(duì)待各方利益：著眼于利益而非立場；對(duì)待利益獲?。褐贫p贏方案；對(duì)待評(píng)判標(biāo)準(zhǔn)：引入客觀評(píng)判標(biāo)準(zhǔn)。2021/10/10

24一、對(duì)事不對(duì)人·

談判氣氛是決定談判各方關(guān)系的一個(gè)重

要因素。合作原則談判法對(duì)談判存在的幾類問題提

出如下解決方法：·

發(fā)展移情法>(1)從對(duì)方的立場看待問題；>(2)避免因自己的問題而責(zé)備對(duì)方；>(3)協(xié)助對(duì)方參與到解決問題中去。2021/10/1025一、對(duì)事不對(duì)人·

正確看待情緒>(1)允許對(duì)方發(fā)火；>(2)恰當(dāng)看待情緒的爆發(fā)?！?/p>

加強(qiáng)溝通(1)注意傾聽并總結(jié)聽到的情況；>(2)避免給對(duì)方打分并將對(duì)方當(dāng)做辯論的對(duì)手；

>(3)不嚴(yán)厲指責(zé)對(duì)方的錯(cuò)誤。2021/10/10

26二

、著眼于利益而非立場找到各方的共同利益是取得雙贏結(jié)果的一個(gè)關(guān)鍵點(diǎn)。

為幫助各方做到著眼于利益而非立場，可以從以兩個(gè)方面著手：·

明確利益(1)探尋妨礙我方的對(duì)方利益；>(2)從不同的角度審視對(duì)方的不同利益；(3)透過對(duì)方的立場看到對(duì)方的人性需求。

·

討論利益>(1)總結(jié)并接受對(duì)方的利益；>(2)在提出解決方案前表達(dá)自己的見解或提出問題；>(3)在解決問題時(shí)盡量不追究過去的矛盾而應(yīng)朝前看。2021/10/1027三

、制定雙贏方案·在談判中，人們極易陷入對(duì)自己的立場討價(jià)還價(jià)之中原因有兩個(gè)：1、

由于談判的內(nèi)容屬于非輸即贏類型的；2、

人們往往把問題的解決方法限制在很窄的范圍內(nèi)?！窨偟恼f來，阻止人們尋求建設(shè)性替代方案的原因有

以下三個(gè)：1、認(rèn)為分配方案保持一成不變。2、

是只尋求一種答案。3、

是在提出方案時(shí)只考慮滿足自己利益和需要的解決

辦法。2021/10/10

28三

、制定雙贏方案·

針對(duì)以上問題，原則談判法可總結(jié)如下：·

診斷。(1)放棄對(duì)方利益的滿足一定是以我方的付出為代價(jià)的觀念(2)鼓

勵(lì)各方共同解決問題；(3)在對(duì)方未做好充分準(zhǔn)備之前不預(yù)先鎖定在一種方案上?！?/p>

提出創(chuàng)建性方案。(1)將提出方案和評(píng)價(jià)方案分開；(2)在確定最終解決方案之前先提出幾個(gè)可供選擇的方案；(3)尋求各方的共同利益和互補(bǔ)利益；(4)尋求使對(duì)方容易接受的方案。2021/10/1029客觀標(biāo)準(zhǔn)應(yīng)當(dāng)獨(dú)立于所有各方的主觀意志之外，而它可以不受任何一方的感情影響?？陀^標(biāo)準(zhǔn)應(yīng)當(dāng)具有合法性并且切合實(shí)際。

客觀標(biāo)準(zhǔn)應(yīng)當(dāng)具有科學(xué)性和權(quán)威性?！?/p>

下面的幾個(gè)步驟是對(duì)第四部分的總結(jié)：

尋求不同的客觀標(biāo)準(zhǔn)；探討不同客觀標(biāo)準(zhǔn)的可行之處；尋求公正的處理程序。2021/10/10四、引入客觀評(píng)判標(biāo)準(zhǔn)在判斷一個(gè)標(biāo)準(zhǔn)是否屬于客觀標(biāo)準(zhǔn)時(shí)應(yīng)從以下幾個(gè)方

面考慮：因30四、引入客觀評(píng)判標(biāo)準(zhǔn)●

某種方法是成功還是失敗，根據(jù)羅杰

·

費(fèi)希爾和

威廉

·尤里的觀點(diǎn)可以從以下三個(gè)方面做出判斷：一項(xiàng)可能達(dá)成的協(xié)議應(yīng)當(dāng)最大限度地滿足各方

的合法利益，解決他們之間的沖突，同時(shí)保護(hù)公眾的利益不受損害。協(xié)議應(yīng)當(dāng)是高效的。>協(xié)議應(yīng)當(dāng)改善，或至少不傷害各方的關(guān)系。2021/10/10

31Principle

of

Interest

DistributionWhile

the

traditional

competitive

approach

tonegotiation

tries

to

maximize

one

party's

gain

over

the

other

party's

loss,

thecollaborative

approach

focuses

on

parties

with

divers

interests

working

together

to

achieve

mutually

satisfying

outcomes.Interest

Realization2021/10/1032Different

levels

of

interests:1.Personal

interests2.

Organizational

interests3.

National

interests*

In

negotiation

at

the

domestic

level,

there

are

two

types

of

interests

inyolved:

personal

andorganizational;

at

the

international

level,

there

are

three:

personal

and

organizational

andnational.2021/10/1033Personal&

Organizational*

Personal

interests

are

in

line

with

those

ofthe

organization---

the

negotiator

will

tryhis

best

to

push

for

the

most

attractive

deal

for

the

organization.*

If

not,

the

organization

therefore

suffersloss.2021/10/10

34Personal&

National*

While

personal

interests

seem

easier

to

bein

line

with

organizational

interests,

national

ones

sounds

remote

and

indirectlyconnected

withpersonal

ones.try

hisbest

to

defend

the

interests

of

country.2021/10/1035Organizational

&

National*By

requesting

assistance

from

thegovernment,

organizations

can

still

havestrong

influence

on

government's

decision-

making.*

Organization,

on

the

other

hand,payingunder

attention

to

their

own

interests

at

thenegotiating

table

will

undermine

orjeopardize

national

interests.2021/10/10

36When

there

is

a

conflict

between

them,

theorganizational

interests

must

be

subordinateto

the

national

interests.2021/10/1037利益分配法則任何在國內(nèi)舉行的談判都至少涉及兩個(gè)層

次的利益，有時(shí)是三個(gè)層次的利益：即個(gè)

人利益、集體利益和國家利益。這三層

利益如何融合、協(xié)調(diào)和平衡對(duì)談判結(jié)果

常常起著決定性的作用。一、個(gè)人利益與集體利益按照美國心理學(xué)

家馬斯洛的觀點(diǎn)，人類的需要可以劃分為五個(gè)層次：2021/10/10

38利益分配法則2021/10/10

39自我

實(shí)現(xiàn)尊重需要社會(huì)需要

安全需要

生理需要富裕

階段小康階段溫飽

階段二、個(gè)人利益與集體和國家利益二

、個(gè)人利益與集體和國家利益?zhèn)€人利益由于和集體利益之間的內(nèi)在和直接的關(guān)聯(lián)比

較容易取得一致，個(gè)人利益在多數(shù)情況下可以服從集

體利益，但可能有時(shí)與國家利益不能形成一致。從個(gè)

人利益的角度看，國家利益有時(shí)顯得遙遠(yuǎn)，與個(gè)人利

益之間關(guān)系比較間接，因此國家利益常常被視為是一

個(gè)指導(dǎo)原則。2021/10/10

40Principle

of

Trust

in

NegotiationThree

types

of

trust

in

professional

relationships:Deterrence-based

trust

(威懾型信任)·

Knowledge-based

trust(了解型信任)Identification-based

trust(識(shí)別型信任)Question:How

to

build

trustworthiness?2021/10/10

41Deterrence-based

trust(

威懾型信任

)People

trust

or

expect

that

they

will

bepunished

if

they

do

or

do

not

dosomething

based

on

consistency

withpast

behavior.2021/10/1042Knowledge-based

trust(了解型信任

)People

trust

or

expect

that

the

other

person

will

act

in

a

certain

way

based

on

what

they

have

learned

about

that/person.Predictability

is

based

on

theirunderstanding

of

the

other

person's

actions,

thoughts

and

intents,

not

just

his

pastbehavior.2021/10/10

43Identification-based

trust(識(shí)別型信

任

)People

trust

or

expect

that

they

can

act

on

behalf

of

the

other

person

because

theyshare

the

interests,

values

and

concerns

of

the

otherperson

very

well.

It

involvessubstantial

internalization

of

the

otherperson's

desires,

intentions,

values,

and

soo1.2021/10/1044Trust

BuildingSix

strategies

for

building

trustworthiness:Speak

their

language·

Manage

your

reputation·Make

a

dependence

a

factorMake

unilateral

concessions·

Name

your

concessions·

Explain

your

demands2021/10/1045Speak

their

languageIt

helps

to:*

Understand

technical

terms

and

lingo(行話，

難懂的方言).*Catch

the

nuance(法語：細(xì)微的感情)

and

cultural

implications

behind

what'sbeing

said.*

Learn

how

the

other

side

uses

words

toconvey

ideas.2021/10/10

46*

Make

your

reputation

a

tool

innegotiationby

proyiding

references

frommutually

trusted

third

parties

that

speak

for

your

character

and

competence

orbyoffering

other

forms

of

evidence

of

past

success

such

as

media

or

trader

reports.Manage

your

reputation2021/10/1047Make

a

dependence

a

factor*

Trustbetween

parties

will

increase

when

bothsides

believe

that

they

need

each

other

to

achieve

their

individual

goals.*

Start

the

trust-building

process

by

highlighting

the

unique

benefits

you

can

provide

and

byemphasizing

the

damage

that

might

result

from

an

impasse

(僵局)*

A

negotiator

who

sensed

he

has

no

other

recoursemay

come

to

trust

even

his"enemy".2021/10/10

48Make

unilateral

concessions*

A

carefully

crafted(詭計(jì)，手腕)unilateral(單方面)

concession

can

workwonderfully

for

trust。*A

true

unilateral

concession

requires

nocommitment

or

concession

from

the

otherside.2021/10/10

49Name

your

concessions*

Negotiators

are

motivated

to

discount

and

devalueeach

other's

concessions

to

relieve

their

obligationto

reciprocate(報(bào)答),*

Unnoticed

or

unacknowledged

concessions

maylead

to

confusion,

resentment

orunaccommodating

behavior

by

the

slighted

party.*

When

making

a

significant

concession,

make

itclear

to

the

other

party

how

much

you

have

given

away

and

what

the

sacrifice

means

to

you.2021/10/10

50*

It

helps

avoid

misunderstanding

of

yourmotives

and

intentions

from

the

other

party.*

An

offer

that

is

explained

and

justified

maypreserve

trust

and

enhance

it

as

well.Explain

your

demands2021/10/1051信任法則·十、如何決定信任與被信任·

二、信任的效應(yīng)·

案例研究：新產(chǎn)品的市場調(diào)研2021/10/10

52信任法則一、如何決定信任與被信任·判斷一個(gè)人是否信任他人或者被他人信

任的因素有三個(gè)：信息、影響和控制。>個(gè)人如果向另一個(gè)人透露子他沒有必要透露的

信息就表明他信任這個(gè)人。一個(gè)人如果受另一個(gè)人的影響則說明他信任這

個(gè)人。一個(gè)人對(duì)別人表示信任時(shí)會(huì)下放權(quán)力并允許他人以自己的名義行事和做出決定。2021/10/10

53二、信任的效應(yīng)●

增進(jìn)相互信任的途徑和方法

：1、

通過在對(duì)孩子的教育中、在職業(yè)培訓(xùn)中和

談判中建立信任獎(jiǎng)勵(lì)機(jī)制的方法來促進(jìn)相互間

的信任。2、通過彼此間在信任行為上的訓(xùn)練，逐漸地

在人們的觀念上建立起對(duì)信任的信心，這些行

為訓(xùn)練包閱讀案例研究“新產(chǎn)品的市場調(diào)研”,

并回答問題：(1)你認(rèn)為唐先生和田小姐開始談話時(shí)是在相互

信任的氣氛中進(jìn)行的嗎?(2)談話在什么時(shí)候向著相互理解的方向轉(zhuǎn)變?2021/10/10

54(3)你認(rèn)為唐先生不向田小姐透露他需要的設(shè)備數(shù)量的

確切數(shù)字合適嗎?(4)你認(rèn)為在談話結(jié)束時(shí)雙方是否建立了友好關(guān)系?這

對(duì)于他們今后的貿(mào)易往來是否重要?括信息提供、接

受影響、自我控制、做出讓步等方面。3

在談判中如果有不信任情緒存在，不要回避，而應(yīng)

當(dāng)與對(duì)方開誠布公地討論引發(fā)不信任的原因是什么，

因?yàn)椴恍湃瓮怯捎谙嗷ラg不理解和誤會(huì)造成的。

加強(qiáng)溝通和了解是建立信任的基礎(chǔ)。2021/10/1055Principles

to

make

you

a

smarternegotiator1.Get

the

other-side

to

commit

first2.

Act

dumb,

not

smart3.

Think

in

real

money

terms

but

talk

funny

money4.

Concentrate

on

the

issues5.

Always

congratulate

the

other

side2021/10/10

56Questions

to

think

about1.What

do

you

think

are

the

most

importantguidelines

for

negotiation?>>>2.

Suppose

you

are

doing

business

in

a

foreign

country,

what

will

you

wish

to

knowbeforeentering

upon

a

negotiation?>>>3.

If

you

have

conflicting

interests

with

theother

negotiation

party,

what

will

you

do

toachieve

mutual

gains?>>>2021/10/1057Don't

jump

to

decision.Know

your

partners.Make

sure

you

know

your

interest

and

the

other

party's

interest

as

well.·

Don't

bargain

over

positions.·

Always

remember

to

put

yourself

in

their

shoes.·

Be

creative

in

problem

solving.

There

is

alwaysanother

alternative.2021/10/10Question

1●

Be

cooperative,

not

aggressive.·Concentrate

on

issues,

have

your

emotion

in

check

and

never

go

forpersonal

attack.58Question

2●/Have

some

knowledge

of

the

cultural,

social,economic

andpolitical

characteristics

of

the

country

you

are

doing

business

with.·

While

in

Rome,

do

as

the

Romans

do.

Forexample,

American

people

are

direct

and

straight

in

doing

business

while

the

Asians

tend

to

take

their

time

and

prefer

extended

warm-upbefore

entering

into

negotiation.2021/10/10

59Question

3●Besides

conflicting

interests,

both

sideshave

common

interest.

Identify

thoseinterests

and

find

ways

to

reconcile

them,Acknowledge

their

interests

aspart

of

theproblem.

Cooperation

and

compromise

are

needed

to

settle

conflicts.

Invent

options

formutual

gain.2021/10/10

60Some

useful

expressions

toremember1.

I

f

you

stand

firm,

there's

no

point

in

further

discussions.

We

might

as

well

call

the

whole

deal

off.要是你堅(jiān)持的話，我們就沒有必要再談下去了。我們還不如取消這筆生意算了2.

We

have

received

offers

much

lower

than

yours.So

business

depends

very

much

on

your

price.我們已收到了比你方報(bào)價(jià)低得多的報(bào)價(jià)。因

此，這筆生意能否成交主要取決于你們的價(jià)格。2021/10/10

61Some

useful

expressions

toremember3.I

suggest

we

meet

each

other

halfway

so

that

thebusiness

can

be

concluded.我建議我們大家折中一下，這樣就能做成生意了。4

.

I

don't

think

I

can

accept

it

/right

now,

as

it

is

beyond

my

negotiating

limit.我想我現(xiàn)在沒法接受這一點(diǎn)，因?yàn)檫@超出了我的談判限度。5.The

size

of

our

order

depends

on

your

price.