Chapter2StaffingNegotiationTeamsChapter

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StaffingNegotiationTeamsThereisno“I”in“Team”,butthereis“I”in“Win”.—MichaelJordanContentsBackgroundInformation2

SectionATextStudy

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Humor5

SituationalDialogue7WordsandExpressions1SectionBTextStudy6Lead-in3Exercises8SectionABasicPrinciplesThatMakeYouaSmartNegotiatorChapter02

StaffingNegotiationTeamsWordsandExpressions1.bracket:vt.regard,perhapswrongly,asbelongingtothesamegrouportype歸入一類—MostEnglishpeople

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AmericanandCanadianaccentstogether.大多數(shù)英國(guó)人都把美國(guó)音和加拿大音相提并論。2.diffuse:vt.(causeto)spreadoutfreelyinalldirections擴(kuò)散；散開(kāi)；傳播—Theroses

diffuse

thescenttotheairmilesaround.玫瑰花的香味兒彌漫在幾英里的空氣中。3.financial:adj.connectedwithmoneyandfinance財(cái)政的，財(cái)務(wù)的，金融的—TokyoandNewYorkaremajorfinancialcenters.東京和紐約是主要的金融中心。backWordsandExpressions4.ridiculous:adj.deservingridicule;sillyorunreasonable荒謬的；可笑的（文中指談判過(guò)程中的小trick，小策略）—Hisaristocraticmannersseemed

ridiculous

inthispoorarea.在這個(gè)貧窮的地區(qū)，他的貴族氣派顯得很可笑。5.diversionary:endedtotakeone’sattentionawayfromsth.轉(zhuǎn)移注意力的—It’sthoughtthefireswerestartedbytheprisonersasadiversionarytactic.人們認(rèn)為火是囚犯?jìng)兎诺?，是一種使人分心的策略。6.designate:v.tosayofficiallythatsth.hasaparticularcharacterorname;todescribesth.inaparticularway命名，指定—Thisareahasbeendesignated(as)anationalpark.本區(qū)已被指定為國(guó)家公園。backWordsandEegrity:n.thequalityofbeinghonestandhavingstrongmoralprinciples;thestateofbeingwholeandnotdivided誠(chéng)實(shí)，正直；完整—Wemustrespecteachother’sterritorialintegrity.我們應(yīng)當(dāng)尊重彼此的領(lǐng)土完整。8.simultaneous:adj.happeningordoneatthesametimeassth.else同時(shí)發(fā)生（或進(jìn)行）的，同步的—Therewereseveralsimultaneousattacksbytherebels.反叛者同時(shí)發(fā)動(dòng)了幾起進(jìn)攻。9.segment:n.apartofsth.thatisseparatedfromtheotherpartsorcanbeconsideredseparately一部分，一份，一篇，一段—Shecleanedasmallsegmentofthepainting.她擦干凈了這幅畫(huà)的一小部分。backWordsandExpressions10.imperative:adj.(formal)veryimportantandneedingimmediateattentionoraction重要且緊急的，迫切的，急需處理的—Itisabsolutelyimperativethatwefinishbynextweek.我們的當(dāng)務(wù)之急是必須于下周完成。11.cautious:adj.beingcarefulaboutwhatyousayordo,especiallytoavoiddangerormistakes;nottakinganyrisks小心的，謹(jǐn)慎的—Hewasverycautiousaboutcommittinghimselftoanything.他謹(jǐn)小慎微，從不承諾任何事宜。backBackgroundInformation1.Keyissuesofanegotiatingteam1)Anegotiatingteamneedsaskilledleaderwhocanplaneffectively,keepdisagreementsinsidetheteam,andmanagetheflowofinformationtoandfromtheteam.2)Don’tgointoanegotiationwithasecond-rateteam—toomuchisatstaketousemediocreassistance.Ateamleadermustselectpeoplewhomheorsherespects.Itismoreimportanttohave“experts”atyoursidethan“niceguys”.backBackgroundInformation1.Keyissuesofanegotiatingteam3)Nevergointoanimportantnegotiationwithout“inoculating”yournegotiatingteam.Noplaniscompletewithoutconsideringhowyouwilldefendyourselfagainstarguments.Usethedevil’s-advocateapproachtorunthroughtheotherparty’spositionsbeforehand.4)Developrulesamongyourownpeopleonhowquestionswillbefielded.Sometimesitisbesttohaveallquestionsdirectedonlytothechiefnegotiatortogiveotherstimetoanswer.5)Recessandcaucusfrequently.backBackgroundInformation2.NegotiationrolesInanegotiation,theremaybemanyrolestobeplayed,particularlyifitislongandwithhighstakes.Notalloftherolesbelowneedbeheldbyseparatepeople,forexampletheleadermayalsoplaytherelaterorcriticandthesecretarymayalsobeanobserver.Rolesthatmayconflictwithoneanother,suchasrelaterandcritic,however,areusuallybestseparatedandtakenbydifferentpeople.backBackgroundInformation2.NegotiationrolesCN(chiefnegotiator)orleader:CNisingeneralresponsibleforthenegotiationteam.CNisresponsibleforunifyingthestrategy,tacticsandoverallstyletobeusedbyanegotiationteam.CNhastworoles,firsttocoordinatetheactionsoftheteamandsecondtoprovidethemain“face”ofthenegotiatingteam.CNmaybeaseniorpersonwhohastheauthoritytomakedecisions.Therecanbeariskinthis,however,whenthepersonisnotexperiencedinteamnegotiationandmaymakeelementarymistakesthatcouldcosttheirorganizationagreatdeal.backBackgroundInformation2.NegotiationrolesCritic:Thecriticisthe“badcop”oftheteam,alwayslookingforflawsandproblems.Theymayhaveaninternalfocus,criticizingtheirownteam’sactivities(inprivate,ofcourse)andmayfocusmoreintheroom,criticizingpointsmadebytheopposingteam.Theinternalroleishelpfulforavoidingproblemslikecomplacencyandantagonismwheretheteammovesawayfromaneffectivewayofworkingtogetherorwiththeopposingteam.Beingaverbalcriticinthenegotiatingroomcanbeusefulforgivingafocusfortheopposingteam’sfrustration,whichtheleaderorrelatermaylateroffertoquell(inexchangeforagreement,ofcourse).Italsofreesuptheleaderandrelatertobuildrelationshipswithouthavingtocopewithcriticism.Theleadermayalsoletthecriticbringupasubjectandthensaysomethinglike“Well,shedoeshaveapointthere”beforetakingitupasmajortopic.backBackgroundInformation2.NegotiationrolesRelater:Therelateristhefriendlyfaceoftheteam.Theybuildrelationshipswithindividualsintheopposingteamandmaythroughthisgainusefulpiecesofinformation.Theyalsoacttointervenewhenthereisconflictbetweenpersonalitiesandcanactasmediatororothersupportingroles.Therelatermaywellavoidthehardersubstanceofthenegotiation,focusingmoreonrelationships.However,theymayattimesneedtousetherelationshipbridgetotalkaboutaspectsofthedeal.backBackgroundInformation2.NegotiationrolesExpert:Expertsmayberolledinandoutofthenegotiationtoprovideparticularevidenceorassessmentsinkeyareas,forexampletechnologyorlaw.Typicallytheydonotdoanydirectnegotiating,butgiveinformationandanswerquestions.Whentheyarenottherepermanently,theymayneedtobebriefedbeforetheyenterthenegotiatingroomsotheircommentscanbeadjustedtoalignwiththepositionoftheirhometeam.backBackgroundInformation2.NegotiationrolesRecorder:Therecorder(oftencalledascribe,secretary,etc.)takesnotesaboutwhatissaid.Inparticular,theynotewhatpeoplearerequestingandwhatoffersaremade.Whiletheymayoccasionallyaskquestionstoensuretheytakeaccuratenotes,theyaremostlysilent.Thiscanletthemactasanotherobserverandtheymaymakesidenotesthattheycanbringupwiththeleaderorteamlater.backBackgroundInformation2.NegotiationrolesBuilder:Thebuilderisthepersonwhocreatesthedeals,puttingtogetherpackagesofthingstoexchangeforotherpackagesinreturn.Theymayalsohaveafinancialrolewheretheyassessthecostandvalueofitemsbeingexchanged.Ofteninnegotiations,peopleover-valuewhattheyofferandunder-valuewhattheymightreceive.Thebuilderseeksthetruthofsuchpositionsandprovidestheleaderwithfactstoenableasounddecision.backBackgroundInformation2.NegotiationrolesObserver:Considerhavingonepersondesignatedasan“observer”.Theobserverhasawatchingbrief,inparticularpayingattentiontothesubtletiesofwordsandnon-verbalbodylanguage.Theymaypassnotestotheleaderabouttheirobservationsanddiscusswhattheyseeinbreaksbetweenmeetings.Hence,forexample,theywatchforsignsoflyingandothertensions.Whilethisisnotanexactscience,peopledosendmanyunconscioussignalsthatothermembersoftheteammaymissastheyfocusmoreonthesubstanceofthenegotiations.backBackgroundInformation3.LeadershiptraitsTosucceedinbusinessnegotiations,CNshouldpossesssomekeyleadershiptraitsifyouseektoachieveobjectivesandresults.Everyleaderhasthecharacteristicsof:?Vision?Passion?Decisiveness?Team-buildingbackBackgroundInformation3.LeadershiptraitsThereareatotalof14leadershiptraitsaccordingtotheUSMarineCorps.Bearinmindthateveryleaderdoesnotnecessarilypossessallthe14traits,andmaybestrongerinsomethanothers.Thesetraitsare:?Justice?Judgment?Dependability?Initiative?Decisiveness?Tact?Integrityback.BackgroundInformation3.LeadershiptraitsThereareatotalof14leadershiptraitsaccordingtotheUSMarineCorps.Bearinmindthateveryleaderdoesnotnecessarilypossessallthe14traits,andmaybestrongerinsomethanothers.Thesetraitsare:?Enthusiasm?Bearing?Unselfishness?Courage?Knowledge?Loyalty?EnduranceWhichoftheleadershiptraitslistedabovedoyouthinkareessentialinnegotiation?back.BackgroundInformation4.SelectteammembersIfthenegotiationistobeeffective,theteamleadermustchoosemembersthatcanforeseetheareascoveredbythenegotiation,andhavethetechnicalexpertisetodealwiththeproblemseffectively.Puttingateamtogetherissimilartoassemblingajigsawpuzzle:thereisnosuccessunlessallofthepiecesfit.Thenegotiationteamshouldincludemembersinthefollowingareas:Commercial:responsibleforthenegotiationonprice,deliveryterms,andcommercialpolicyofrisk-taking;Technical:responsibleforspecifications,programs,andmethodsofwork;backBackgroundInformation4.SelectteammembersFinancial:responsiblefortermsofpayment,creditinsuranceandfinancialguarantees;Legal:responsibleforcontractdocuments,termsandconditionsofcontract,insurance,andlegalinterpretation;Interpreter:familiarwiththeforeignlanguageneededaswellaswithrelatedknowledgeandgoodatcooperatingwithotherpersonnel;Besidestheirprofessionalskills,priorityshouldbegiventocommunicationskillsofthenegotiationteammembers.backBackgroundInformation5.UsingtranslatorsorinterpretersUsingtranslatorsorinterpretersallowsyoutheopportunitytogiveyourcompleteattentiontothenegotiationitself.Bothsidescannegotiatemorecomfortablyanditallowsforamoreproductiveenvironment.However,therearedrawbackstoconsider.Firstly,usingatranslatordistancesthetwoparties,andmakesitsomewhatawkwardtodevelopamorepersonalizedrelationship.Secondly,ifyourinterpreterisn’tasproficientasyouthought,thecontextoftranslationcouldendupbeing“asclearasmud.”backBackgroundInformation5.UsingtranslatorsorinterpretersTherearetwotypesoftranslationserviceswhichcouldbeemployedininternationalnegotiations.Thefirstiscalledsimultaneoustranslationswherebythetranslationiscontinuous.Thistypeoftranslationserviceisgenerallyusedbylargerinternationalorganizationsordiplomaticfunctionaries.Itrequiresspeciallytrainedinterpretersandexpensiveequipment.Thesecondtypeisknownasconsecutivetranslationswhereoneormoreinterpretersconveyyourmessageinsegmentform.Thelattertypeoftranslationserviceisthemorecommononethatisutilizedininternationalbusinessnegotiations.backBackgroundInformation5.UsingtranslatorsorinterpretersDependingontheirproficiencyandfluency,youwillneedatranslatorwhoisfullyfluenttranslateyourcounterpart’slanguageintoEnglish,whiletheothercantranslateEnglishintoyourlanguage.Althoughthismightsoundstrange,aninterpreter’slanguageskillsmaynotnecessarilybecompatibleforbothlanguages.backBackgroundInformation5.UsingtranslatorsorinterpretersWhenusingtranslatorsorinterpreters,thefollowingruleshavetoberemembered:1)Gettheircredentials.Itisimperativethatyouemployacompetentlytrainedprofessionaltranslator.2)Briefyourinterpreterbeforehand.Youshouldexplainthebackgroundandcircumstancesofthedealtobenegotiated.Itisalsovitalyouclarifywhetheryouwantaword-for-wordtranslationorasummary.3)Don’trambleonandon.Itisbestnottobetootalkative.Speakinreasonablesegmentsandaskyourtranslatortoaskyoutospeakupandrepeatanythingtheyneedrepeatingtoensureaccuracy.backBackgroundInformation5.Usingtranslatorsorinterpreters4)Beware.Occasionally,aninterpretermaytrytotakechargeofthenegotiationbyputtingintheirtwocentsworthofbusinessadvice,particularlyiftheyhavesomebusinessbackground.Theycouldhavespecialinterestinthedealandmaybewanttogetadditionalbusinesscometheirway,laterdowntheroad.Beespeciallycautiousiftheinterpreterisamiddlemanoranagent.5)Takearecess.Interpretingforlongperiodsrequiresintenseconcentrationandcanbeverytaxing.Tryandgiveyourinterpreterabreakeveryhourorso,orsuggestthattheyusetheirowninitiativetopausewhentheyfeeltheyneedit.backBackgroundInformation5.Usingtranslatorsorinterpreters6)Treatyourinterpreterasaprofessional.Themorerespectandprofessionalcourtesyyoudisplaytowardsyourtranslator,themoreheorshewillfeellikeavaluedpartoftheteam.Thissenseofimportancecouldencourageyourinterpretertoofferyouvaluableinsightsontheculturalnuancesorpersonalitiesofyouroppositenumberssittingacrossthetable.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?Hereisan8-pointchecklistyoucanreviewtounderstandwhattraitsmakeaneffectivenegotiator.Itshouldhelptofindoutwhereyouare,andwhereyouneedtogo.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?1)Knowswhat’sgoingonWecannotbeeffectivenegotiatorsifwedon’tknoworhaveahandleonthegoalsandobjectivesofourcompanyororganization.Wehavetobetunedintothestrategicaimsofwhatmanagementisstrivingtoattain.Otherwise,wewillfindourselvesinthesituationof“therighthanddoesn’tknowwhatthelefthandisdoing.”Naturally,itisclearlyuptomanagementtoplainlystateandcommunicatetheseobjectivesthroughoutthestratalevelsofitspersonnel.Ifyoufindyourselfinasituationwhereyouaren’tclearwhereyourorganizationisgoing,youneedtofinditoutandgetitright.Goodnegotiatorsalwayshavetheirfingeronthepulseandthrustofthelong-termgoalsandobjectivesoftheircompanyororganization.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?

2)Prepare—prepare—prepareAgoodnegotiatorcanonlybeeffectivewhentheyareprepared.Wehavetodoourhomeworkandresearchbeforethenegotiation,orelsewewillbeleftgropingaboutinthedark.Weneedtohaveallourducksinarowbygatheringalltheavailableandapplicableinformationtohaveonhandwhenweneedit.Tobeunpreparedisjustaskingfortrouble.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?3)Learn—probe—learnAneffectivenegotiatoralsohastheabilitytosnooplikeanosydetective.Whenwesitdownwithourcounterparts,weoftendon’thavealotofinformationabouttheaimsoftheotherside.Everytimewesitdownwithourcounterpartswemustlearntopryinformationfromthemtoseethepicturefromtheirpointofview.Themorewecanlearnaboutthemandwhattheyneedorwant,thebetterareweabletodevelopourproposalsorevaluatetheirs.WeshouldalwaysknowourBATNAandreservationprice,butweneedtolearnmoreaboutwhatlurksbehindtheirmotivations.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?4)SeetheBIGpictureOneveryimportanttraitweneedtodevelopandgroomistheabilitytobedexterousandflexiblelikeagymnast.Thenegotiatingprocessislikethecurrentsinariver.Theyareever-changing.Wecan’tgointhegamewithafixedmindsetasthiswillresultintunnelvision.Beingflexibleallowsustochangetherulesofthenegotiationaswemighthavetohelpourcounterpartsrealizethemeritsofanagreementandthepossibilitieswebothcanderivetogether.Similarly,aswelearnmorefromouroppositenumbers,wecanadjustourstrategyastheplayunfolds.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?5)ThickskinnedorstaycoolLearntorollwiththepunches.Emotionscangetheatedduringanegotiation.Asmartnegotiatornevertakeswhat’ssaidasapersonalaffrontandcanseparatetheissuesfromtheemotions.So,wemustalwaysbedetachedandmaintainourperspectiveandbefocusedonourobjectives.It’snotaboutusandit’snotaboutthem.It’saboutwhywearenegotiating.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?6)BreakdownthebarriersTherearemanyformsofbarriersthatactasstickingpoints,causingournegotiationstobecomeboggeddown.Aneffectivenegotiatorlearnstorecognizethe“flyintheointment”andunderstandthenatureoftheproblemthatstandssoresolutelyinhisorherway.Onceweunderstandthestickingpoint,weareabletosniffoutthereasonsforthesebarriers.Mostthingsaretheresultof“causeandeffect”,soonceweknowthenatureofthebeastthatstandsinourway,wecanconsidersolutionsandoptionstonegateandneutralizeit.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?7)FindalliesWedon’talwaysfindourselvesoperatingfromapositionofstrength.Itevenmightseemwedon’thavemuchtoworkwithattheinitialstagesofournegotiation,sosometimesweneedtofindwaystoenhanceourpositionatthetable.Thisoftenoccursinmultipartynegotiationseitherwithinanorganizationorwithmultipleexternalnegotiatingparties.Aneffectivenegotiatorknowsthatthereisstrengthinnumbersandcanferretoutalliestoformcoalitionstoincreasehisorhernegotiatingpower.backBackgroundInformation6.Howtobecomeaneffectivenegotiator?8)Haveatrustingreputation“Foolmeonce—shameonyou...”Everyonewithwhomwenegotiateformsanimpressionofwhoweareasanegotiator.Ifwecreateanegativeperceptionwhereweappearsneakyanddisreputable,thisvisionisgoingtofollowusaroundlikeabadsmell.Itwilllikelyhauntusdowntheroadinourfuturenegotiations.Ifyou’vehaggledwithatrickynegotiatorwhoplayedyoulikeafish,howdoyouthinkyouwilldealwiththispersonagain?Howeffectivewillyoubeintryingtocreateagoodagreementorrelationshipwithsomeoneyoudon’ttrust?Well,it’satwo-waystreet.Wecannotbeeffectiveinournegotiator’srolewhenourcounterpartbelieveswearetryingtostiffthem.Integrityandtrustworthinessarevitaltoourreputationaseffectivenegotiators.backLead-inIoncedatedawomanwhohadveryexpensivetastes.OnedayshetookmetoalinenstoreinNewportBeachbecausesheexpectedustobuyanewsetofsheets.Theywerebeautifulsheets,butwhenIfoundoutthattheywere$1,400,Iwasamazedandtoldthesalesclerkthatitwasthiskindofopulencethatcausedthepeasantstostormthepalacegates.Shecalmlylookedatmeandsaid,“Sir,Idon’tthinkyouunderstand.Afinesetofsheetslikethiswilllastyouatleast5years,soyou’rereallytalkingaboutonly$280ayear.”Thenshewhippedoutapocketcalculatorandquicklystartedpunchinginnumbers.“That’sonly$5.38aweek.That’snotalotforwhatisprobablythefinestsetofsheetsintheworld.”Isaid,“That’sabsurd.”Withoutcrackingasmile,shereplied,“I’mnotthrough.Withafinesetofsheetslikethis,youobviouslywouldneversleepalone,sowe’rereallytalkingonly38centsperday,perperson.”backLead-in1.Doyouthinkthiswomanisaclevernegotiator?2.Whatnegotiatingprincipledoesthiswomanapply?Doyouthinkitisausefulwayinthatsituation?QuestionbackSectionABasicPrinciplesThatMakeYoua

SmartNegotiatorTextStudyGettheothersidetocommitfirstActdumb,notsmartThinkinrealmoneytermsbuttalkfunnymoneyConcentrateontheissuesAlwayscongratulatetheothersidebackGettheothersidetocommitfirstbackPowerNegotiatorsrealizethatyou’reusuallybetteroffifyoucangettheothersidetocommittoapositionfirst.Thereareseveralobviousreasonstoadoptthisapproach:1.Theirfirstoffermightbemuchbetterthanyouhoped.2.Itgivesyouinformationaboutyourcounterpartbeforeyouhavetodiscloseanything.3.Itenablesyoutobrackettheirproposal.Thinkinrealmoneytermsbuttalk

funnymoneybackHereareseveralotherexamplesoffunnymoneytechniques:1.Interestrateswhicharedescribedasapercentageratherthanadollaramount.2.Theamountofthemonthlypaymentsbeingemphasizedratherthanthetruepriceoftheitemitself.3.Costperbrick,tile,orsquarefootratherthanconsideringthetotalcostofmaterials.4.Anhourlyincreaseinpayperpersonratherthantheactualannualcostofthepriceincreasetothecompany.5.Insurancepremiumsasamonthlypremiumratherthanayearlycost.6.Thecostoflanddescribedasamonthlypayment.SectionABasicPrinciplesThatMakeYoua

SmartNegotiatorDiscussionQuestions1.Whattechniquesdopeopleneedtohaveiftheywanttobecomemoreeffectivepowernegotiators?2.Couldyoutellusanexampleinyourlifetoshowthesetechniques?backHumor:TheSunshinetoLifeToothExtractionDentist:I’msorry,madam,butI’llhavetochargeyoutwenty-fivedollarsforpullingyourson’stooth.Mother:Twenty-fivedollars!ButIthoughtyouonlychargedfivedollarsforanextraction.Dentist:Iusuallydo.Butyoursonyelledsoloud,hescaredfourotherpatientsoutoftheoffice.backSectionBWhatDeterminestheSuccessinMultipartyNegotiationQuestionsforConsideration1.Whataretheadvantagesanddisadvantagesofformingalliancesinnegotiation?Andhowdoyouavoidthedrawbacks?2.InthecaseofConoco,whattacticsdidtheyapplyregardingtothenegotiatingstaff?3.Whatsizeofnegotiatinggroupdoyouthinkwillbemoreeffective?backSituationalDialogueinNegotiationTheinternationalpricesystemischaracterizedbytwofeatures.First,theoverwhelmingshareofworldtradeisinvoicedinveryfewcurrencies,withthedollarthedominantcurrency.Second,internationalprices,intheircurrencyofinvoicing,arenotverysensitivetoexchangerates.Inthissystem,agoodproxyforacountry’sinflationsensitivitytoexchangeratefluctuationsisthefractionofitsimportsinvoicedinaforeigncurrency.U.S.inflationisconsequentlymoreinsulatedfromexchangerateshocks,whileothercountriesarehighlysensitivetoit.Exchangeratedepreciation(appreciations)makesU.S.exportscheaper(expensive),whileforothercountriesitmainlyraises(lowers)mark-upsandhenceprofits.InternationalPriceSystembackSituationaldialogueinnegotiationDialoguesampleA:Thesizeofourorderdependsgreatlyontheprice.Let’ssettlethatmatterfirst.B:Well,asI’vesaid,ifyourorderislargeenough,we’rereadytoreduceourpricesby2percent.A:WhenIsayyourpricesaremuchtoohigh,Idon’tmeantheyarehighermerelyby2or3percent.B:Howmuchdoyoumeanthen?Canyougivemearoughidea?

backSituationaldialogueinnegotiationDialoguesampleA:Tohavethisbusinessconcluded,Ishouldsayareductionofleast10percentwouldhelp.B:Impossible.Howcanyouexpectustomakeareductiontothatextent?A:Ithinkyouareaswell-informedasIamaboutthemarketforchemicalfertilizers.It’sunnecessaryformetopointoutthatsupplyexceedsdemandatpresentandthissituationisstillapttocontinueforalongtime.MayIsuggestthatyoucallyourcompany?B:Verywell,Iwill.backSituationaldialogueinnegotiationWorkinpairswiththefollowingsituation.Mr.Black,animporterfromUSA,hasdiscussedwithMr.White,asalesrepresentativefromanimportandexportcorporationofChina,aboutallthedetailsofpricing.Nowtheyneedtocometotheconclusion.Pleasemakeupadialoguegoingoverallthedetailsandcometoaconclusion.Role-playTaskbackExercises1)Abusinessnegotiationteamshouldconsistofmemberswiththesametechnicalbackgrounds.2)Thebiggerabusinessnegotiationteamis,themoreadvantagesithas.3)CNisthekeypersontoasuccessfulnegotiationresult,sowehavetobeverycarefulwhenchoosingthechiefnegotiator.4)Thedisadvantageofforminganallianceallowstwoormorepartiestocometogetherononemoreissueswheretheyshareacommoninterest.5)Withbrainstorming,thepartiesseatedatthetablearegivenaproblemandencouragedtovoiceanysolutionthatpopsintotheirhead,whichallowsmorecreativeoptionsorsolutionstoflower.1.Trueorfalse.backFFTFTExercises6)Anegotiatingteamneedsaskilledleaderwhocanplaneffectively,keepdisagreementsinsidetheteam,andmanagetheflowofinformationtoandfromtheteam.7)Businessesknowthatifyou’renothavingtopullrealmoneyoutofyourpurseorpocket,you’relikelytospendmore.8)Tosucceedinbusinessnegotiations,anegotiationmembermustpossesssomekeyleadershiptraitsifyouseektoachieveobjectivesandresults.9)Ineffectivenegotiations,besidesprofessionalskills,priorityshouldbegiventocommunicationskillsofthenegotiationteammembers.10)Wecannotbeeffectiveinournegotiator’srolewhenourcounterpartbelieveswearetryingtostiffthem,sointegrityandtrustworthinessarevitaltoourreputationaseffectivenegotiators.1.Trueorfalse.backTTFTTExercises1)Ifthenegotiationistobeeffective,theteamleadermustchoosemembersthatcanforeseetheareascoveredbythenegotiation,andhavethe______expertisetodealwiththeproblemseffectively.2)Financial:responsiblefortermsofpayment,______insuranceandfinancialguarantees.3)Dependingontheirproficiencyandfluency,youwillneeda______whoisfullyfluentinbothlanguages.4)Itisalso______youclarifywhetheryouwantaword-for-wordtranslationorasummary.5)Itisbestnottobetootalkative.Yourtranslatorprobablywon’tbeabletoaccuratelyrecalllongpiecesofinformationverbatim,whichmightincreaseor______confusioniftheybecomemixedup.6)Negotiationtrainingcourseswith______hardhittingrolepl