《國際商務談判》原版課件 第一章

《國際商務談判》原版課件第一章CHAPTER1TheNatureofNegotiationTheTitlesAFewWordsaboutOurStyle&Approach.JoeandSueCarter.CharacteristicsofaNegotiationSituation.Interdependence.MutualAdjustment.ValueClaimingandValueCreation.Conflict.EffectiveConflictManagement.Overviewofthewholebook&ChapterSummary.1.AFewWordsaboutOur

Style&ApproachBecarefulabouthowweusebargainingandnegotiation.Negotiationisaverycomplexsocialprocess;manyofthemostimportantfactorsthatshapeanegotiationresult.Ourinsightsintonegotiationdrawfromthreesources.(experience,media,thewealthofsocialscienceresearch)2.JoeandSueCarterAstoryaboutahusbandandwife.Inthisday,theyfacedthechallengesofmanymajorandminornegotiations.Weusethestorytohighlightsomethingimportant(definition,characteristicsofanegotiation,andsoon).3.CharacteristicsofaNegotiationSituation(1)Therearetwoormoreparties.(2)Thereisaconflictofneedsanddesiresbetweentwoormoreparties.(3)Thepartiesnegotiatebychoice.(4)Whenwenegotiateweexpecta“giveandtake”process.(5)Thepartiesprefertonegotiateandsearchforagreement.(6)Successfulnegotiationinvolvesthemanagementoftangibles&alsotheresolutionofintangibles.4.InterdependenceWhenthepartiesdependoneachothertoachievetheirownpreferredoutcometheyareinterdependent.Mostrelationshipsbetweenpartiesmaybecharacterizedinoneofthreeways:independent,dependent,orinterdependent.NotethathavinginterdependentgoalsdonotmeanthateveryonewantsorneedsexactlythesamethingTypesofinterdependenceaffectoutcomes..Alternativesshapeinterdependence.5.MutualAdjustmentMutualadjustmentandconcessionmaking.Whenonepartyagreestomakeachangeinhisorherposition,aconcessionhasbeenmade.Concessionsrestricttherangeofoptions,withwhichasolutionoragreementwillbereached;whenapartymakesaconcession,thebargainingrangeisfurtherconstrained.Twodilemmasinmutualadjustment.First,thedilemmaofhonesty,concernshowmuchofthetruthtotell?Second,thedilemmaoftrust,howmuchshouldthenegotiatorsbelievewhattheotherpartytellsthem?6.ValueClaimingand

ValueCreation-1Identifytwotypesofinterdependentsituations—zero-sumandnon-zero-sum.Thestructureofinterdependenceshapesthestrategiesandtacticsthatnegotiatorsemploy.Indistributivesituationsnegotiatorsaremotivatedtowinthecompetitionandbeattheotherpartytogainthelargestpieceofthefixedresourcethattheycan.Inintegrativesituationsthenegotiatorsshouldemploywin-winstrategiesandtactics.

Unfortunately,mostactualnegotiationsarecombinationofclaimingandcreatingvalueprocesses.Theimplicationsforthisaresignificant:

(1)Negotiatorsmustbeabletorecognizesituationsthatrequiremoreofoneapproachthantheother.(2)Negotiatorsmustbeversatileintheircomfortanduseofbothmajorstrategicapproaches.(3)Negotiatorperceptionsofsituationstendtobebiasedtowardseeingproblemsasmoredistributive/competitivethantheyreallyare.6.ValueClaimingand

ValueCreation-2Valuemaybecreatedinnumerousways,andtheheartofprocessliesinexploitingthedifferencesthatexistbetweenthenegotiators.Thekeydifferencesamongnegotiatorsincludethese:

(1)Differencesininterests.(2)Differencesinjudgmentsaboutthefuture.(3)Differencesinrisktolerance.

(4)Differencesintimepreference.6.ValueClaimingand

ValueCreation-37.ConflictApotentialconsequenceofinterdependentrelationshipsisconflict.Conflictcanresultfromthestronglydivergentneedsofthetwopartiesoffrommisperceptionandmisunderstanding.Conflictcanoccurwhentwopartiesareworkingtowardthesamegoalandgenerallywantthesameoutcomeorwhenbothpartieswantverydifferentoutcomes.Regardlessofthecauseoftheconflict,negotiationcanplayanimportantroleinresolvingiteffectively.7.1DefinitionsConflictmaybedefinedasa“sharpdisagreementoropposition,asofinterest,ideas,etc”,andincludes“theperceiveddivergenceofinterest,orbeliefthattheparties’currentaspirationscannotbeachievedsimultaneously”.Conflictresultsfrom“theinteractionofinterdependentpeoplewhoperceivedincompatiblegoalsandinterferencefromeachotherinachievingthosegoals.”7.2LevelsofConflictFourlevelsofconflictarecommonlyidentified:Intrapersonalorintrapsychicconflict.Interpersonalconflict.Intragroupconflict.Intergroupconflict.7.3FunctionandDysfunctionsofConflictElementsthatcontributetoconflict’sdestructiveimage:(1)Competitive,win-losegoals.(2)Misperceptionandbias.(3)Emotionality.(4)Decreasedcommunication.(5)Blurredissues.(6)Rigidcommitments.(7)Magnifieddifferencesandminimizedsimilarities.(8)Escalationofconflict.

7.4FactorsthatMakeConflictEasyorDifficulttoManage

Figure1.2presentsaconflictdiagnosticmodel.Thismodelofferssomeusefuldimensionsforanalyzingaydisputeanddeterminehoweasyordifficultitwillbetoresolve.Conflictswithmoreofthecharacteristicsinthe“difficulttoresolve”columnwillbehardertosettle,whilethosethathavemorecharacteristicsinthe“easytoresolve”columnwillbesettledquicker.8.EffectiveConflictManagementFigure1.3

Thedualconcernsmodel

YieldingPr