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.

談判技巧是當今全球工作環(huán)境成功的關鍵。在臨時組織和社區(qū)中，理論，戰(zhàn)略和倫理是談判和說服力的基礎。為了有效地談判和說服，強調知識和技能也涵蓋和組織解決沖突的理論與實踐，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談判基礎第I部分NegotiationSubprocessesPartII談判階段第I

I部分NegotiationContextsPartIII談判過程第III部分NegotiationRemediesPartIV談判補救第IV部分 3“NEGOTIATION”ASANEXECUTIVETOOL

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

談判基礎

PartI第I部分

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

什么時候需要談判？

Situationwheretwoormorepartiesmustmakeadecisionabouttheirinterdependentgoalsandobjectives.

雙方或多方對相互依賴的目標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.對于決策沒有明確的或現(xiàn)成的方法或程序

6Whenis“Negotiation”O(jiān)r

“Bargaining”Used?

什么時候使用“談判”或“討價還價”？

WhatisBargaining?什么是討價還價？“Haggle”overprice對價格爭論不休

WhatisNegotiation?什么是談判？

More“formal”processthatoccurswhenpartiesaretryingtofindamutuallyacceptablesolutiontoacomplexconflict.

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

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

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

雙方談判因為他們認為他們利用一些形式的影響比另一方給予能夠達成更好的交易Partiesprefertosearchforagreementratherthan“fight”各方愿意達成協(xié)議而不是“爭斗”Whenwenegotiate,WEEXPECTGIVEANDTAKE!談判時，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（價格）與無形的（需要看得好些，期望“記錄”更多商務活動，不丟“面子”，為未來創(chuàng)先例。等） 8NEGOTIATIONANDCONFLICTRESOLUTION

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

LEVELSOFCONFLICT

沖突的層次

Interpersonal個人內部Intragroup組織內部Intergroup組織之間10

DESTRUCTIVENATURE/IMAGE

OFCONFLICT?

沖突的破壞性本質/形象CompetitiveProcesses競爭過程MisperceptionandBias誤解和偏見Emotionality激動DecreasedCommunication減少溝通BlurredIssues污損問題RigidCommitments刻板的承諾MagnifiedDifferences夸大差異EscalationoftheConflict沖突升級11BENEFITSOFCONFLICT

沖突的好處Createsorganizationalawarenessandthusabletocope使組織能夠意識到，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加強倫理道德Whatareyouwillingto“fightfor”你想為什么而“斗爭”Enhancespersonaldevelopment強調個人發(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（競爭或控制）Yielding(AccommodatingorObliging)屈從（調?；蚵男校㊣naction(Avoidance)遲鈍（回避）ProblemSolving(CollaboratingorIntegrating)解決問題（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

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

問題結構-確定重點的過程

WhyFramesAreCriticaltoUnderstandingStrategy為什么結構是理解戰(zhàn)略的關鍵

MajorApproachestoUnderstandingFrames--理解結構的主要方法FramesAsaSetofRules結構是一系列規(guī)則FramesAsCategoriesofExperience結構作為經驗的分類17ChineseNegotiationFrames

中國人談判的框架

Box2.2表2.2

FiveConceptsofChineseCulture

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

目標-驅動談判戰(zhàn)略的目的

SimultaneousDevelopmentofGoalsandFrames同時開發(fā)目標與結構

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

戰(zhàn)略-實現(xiàn)一個目標的總體規(guī)劃

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

StrategicOptions--VehiclesforAchievingGoalsFigure2.2戰(zhàn)略選項-實現(xiàn)目標的媒介AlternativeSituationalStrategies情景戰(zhàn)略的備選方案Avoidance:TheNonengagementStrategy回避：非進入戰(zhàn)略Active-EngagementStrategies:Competition, Collaboration,andAccommodation主動-進入戰(zhàn)略：競爭，合作和和解20Strategy--TheOverallPlanToAchieveOne’sGoals

戰(zhàn)略-實現(xiàn)一個目標的總體規(guī)劃

Table2.2Competitive(DistributiveBargaining)競爭（分散性討價還價）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如何隨時影響變化Howtheinteractionstructures,overtime,relatetoinputsandoutcomes如何隨時影響結構，相關的投入與產出Howthetactics/interventionsaffectthenegotiations戰(zhàn)術/干涉如何影響談判22GettingReadytoImplementtheStrategy:

ThePlanningProcess--1

準備實施戰(zhàn)略：計劃過程--1

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

DefiningtheIssues確定問題AssemblingIssues&DefiningtheBargainingMix集中問題并確定討價還價組合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

準備實施戰(zhàn)略：計劃過程--2

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

AssessingtheOther’sPriorities評估其他優(yōu)先選項KnowingyourLimits了解你的限度SettingTargets設定目標Wheretostart--Optimistic,Realistic,orPessimistic從哪里開始-樂觀，實際或悲觀Anticipationof“Packaging”amongIssues/Objectives對問題/目標“整體”的預期UnderstandingofTrade-Offsand“Throwaways”了解補償和“放棄”24GettingReadytoImplementtheStrategy:

ThePlanningProcess--3

準備實施戰(zhàn)略：計劃過程--3

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

DevelopingSupportingArgument--Research--Box2.4支持論據-調研AnalyzingtheOtherParty--Box2.5分析對方Resources,Interests,Needs資源，利益，需求Objectives目標Reputation&Style信譽與風格OtherParty’sAlternatives對方備選方案OtherParty’sAuthority對方授權OtherParty’sStrategy&Tactics對方的戰(zhàn)略與戰(zhàn)術25NegotiationFundamentals

談判基礎

PartI第1部分

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

分散性討價還價的情景

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

基礎戰(zhàn)略

DiscoveringtheOtherParty’sResistancePoint

THEBUYER’SACTIONS

發(fā)現(xiàn)對方抵制點-買方的行為Makingextremeofferstofind“resistancepoint?”做最大報價尋找“抵制點”ProvidesBuyerthelargestpartofsettlementrange提供買方最大部分的設定范圍Influencethe“value,”theitemis“overpriced?”影響“價值”，“價格過高”嗎Maylowerresistanceandthusenlargesbargainingrange降低抵制點以增大討價還價范圍Eachpointistoofarapart,“Selleracceptlowerprice?”每一點差距很大，“賣主接受較低的價格嗎？”Without“overlappingsettlementrange,”oneofthepartiesneedsto“move”沒有達到“預期設定范圍”，一方需“讓步”“Thissettlement”isthebestthatispossible!“這一設定是最可行的！”28FundamentalStrategies

基礎戰(zhàn)略

InfluencingtheOtherParty’sResistancePoint

影響對方抵制點Impactofestimate/perceptionofcostofdelayorabortingnegotiations延遲或結束談判的成本對估計/感覺的影響Whoneedssettlementquick?誰需要快速達成結果SatisfactoryalternativesavailabletoBuyerand/orSeller?對買主和/或賣主滿意的備選方案Pointvariesdirectlywithvalueotherpartyattachestooutcome抵制點直接與對方希望達到目標的結果的不同而變化Pointismoremodestasvalueofoutcomeisreduced作為產出的價值降低，抵制點更實際Otherparty’spointvariesinverselywiththeperceivedvalueyouhave/attachtotheoutcome對方抵制點隨著你所希望達到目標的結果的不同而變化Lowerexpectationsandotherpartymovestomoremodestlevel期望值越低，對方就越靠近實際的水平29TacticalTasks

戰(zhàn)術任務AssessOutcomeValues&CostsofTermination評估產出價值與終止成本Indirect/DirectAssessment間接/直接評估Forexample,howdoyouascertainrent/priceforRealEstate?舉例，你如何確定租賃/價格的實際評估？Laborrates/negotiations?Auto/Commercialprices?--Comparables?勞動率/談判？汽車/產品價格？-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，圖書館，和電話。Forexample,inInt’lnegotiationsonemaycultivatesourcesofinfo,messagesare“intercepted”,codesarebroken,etc.舉例，在國際談判中，一方會尋找信息來源，信息可“截取”，密碼破譯30TacticalTasks

戰(zhàn)術任務ManageOtherParty’sImpressions控制對方印象ScreeningActivities--篩選活動Say/dolittle--“SilenceisGolden”少說/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?僅僅是查找事實嗎？31TacticalTasks

戰(zhàn)術任務ManageOtherParty’sImpressions控制對方印象DirectActiontoAlterImpressions直接活動以改變印象Logicalarguments邏輯論據“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時展示事實Displayemotionalreactions顯示情感反應32TacticalTasks

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

談判過程中所采用的地位OpeningOffer開放報價Whatshoulditbe?Toohigh?TooLow?應是什么樣的報價？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：有移動的空間，傳遞信息Disadvantages:Rejected,conveys“attitude”oftoughness劣勢：拒絕，轉變成粗暴的“態(tài)度”Mayneedalternativesifextreme!如果是極限，需備選方案34PositionsTakenDuringNegotiation

談判過程中所采用的地位OpeningStance/Attitude開放姿態(tài)/態(tài)度Cooperative?合作？Fightforeverything?為任何事都爭斗？Moderate,makeconcessions有節(jié)制，作出讓步“Let’sbereasonable”“讓其合理”“Titfortat”“針鋒相對”O(jiān)therpartymaymirroryourstance/attitude對方會以你的姿態(tài)/態(tài)度為鑒35PositionsTakenDuringNegotiation

談判過程中所采用的地位InitialConcessions初始讓步Initialofferandcounterofferdefinethebargainingrange初始報價和反報價確定了討價還價的范圍Ifunacceptable,askforanotheroffer

如果不接受，尋求另外的報價Usedforcommunications用于溝通

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

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

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

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

“沒有取舍”-通常不滿Progressionshowspeoplefeelbetter進步顯示人們感覺良好Openinggoestoshowwhereyouwillendup!開放說明你將如何結束Majorconcessioncallsforreturnoffer/similarweight&somewhatcomparablemagnitude主要讓步需要報價的回應/類似的權重和可比的量38PositionsTakenDuringNegotiation

談判過程中所采用的地位FinalOffer最終報價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)術考慮使用承諾“Pledgeregardingthefuturecourseofaction”

“對未來行動的保證”EstablishingaCommitment建立一個承諾Musthavefinality,specificityandstatementofconsequences.必須對結果有定局，特性和說明PublicPronouncement對外公布LinkingwithanOutsideBase與外界聯(lián)系IncreasetheProminenceofDemands提高要求的聲望ReinforcetheThreatorPromise強調許諾的威脅40Commitment

承諾PreventingtheOtherPartyfromCommitting Prematurely防止另一方過早承諾Generalstrategyistoretainflexibility!總的戰(zhàn)略是保持靈活性Timetodevelop“commitments”時間產生“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

結束生意“Winner’sCurse”“勝者曲線”Acceptoffertooquick?接受報價過快？Beforemakinganofferask,“WillIbehappyiftheofferisacceptedquickly?”提出報價之前問一問，“如果接受報價過快，我會不會滿意？”42ClosingtheDeal

結束生意Providealternatives提供備選方案Providechoices/solutions提供選擇/解決方法Assumetheclose假設結束Salespeopledoitallthetime!銷售人員隨時做！

Writeup“order”抬高“報價”Splitthedifference區(qū)分差別Partiesstartedwith“fair”offers!各方從“合理”的報價開始43ClosingtheDeal

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

“支付的數量與支付的時間”“I’llgiveyouX,ifyouacceptmydeal”

“如果你接受我的交易，我將給你X”44HardballTactics

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

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Co-OpttheOtherParty與其他人合作Befriendthemearlyandtherefore“sidetrack”tactic起初友善來采用“側面回擊”的戰(zhàn)術45HardballTactics

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

Accommodation--Cooperative/Unassertive和解-合作/不過分自信Competition--Assertive/Uncooperative競爭-過分自信/不合作Tricks騙局Extremeoffers極限報價Withholdconcession/info抑制讓步/信息“Stretching”thefacts“夸大”事實Attacks攻擊Threats,rudeness,hostility,rigidity,intoleranceto intimidationandissuingultimatums對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TypicalHardballTactics典型的頑石戰(zhàn)術

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

談判基礎

PartI第I部分

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

介紹WhatMakesIntegrativeNegotiationDifferent?什么使整合談判有差異？FocusonCommonalties,notDifferences集中到共同點，而非異同點AddressNeedsandInterests,notPositions強調需求，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對績效目標原則的使用50OverviewoftheIntegrativeNegotiationProcess

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

整合談判過程中的主要步驟Identify&DefinetheProblem識別和確定問題DefineProbleminMutuallyAcceptableWay以多種可接受的方法識別問題KeepProblemStatementClean&Simple問題的描述清晰，簡練StatetheProblemasGoal&IdentifyObstacles作為目標和識別障礙來描述問題DepersonalizetheProblem與個人無關的問題SeparatetheProblemfromSearchforSolutions從研究解決方法中區(qū)別問題52KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟UnderstandtheProblemFully--全面理解問題IdentifyInterests/Needs識別利益/需求Notpositionsbuttheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeaparticularposition.

不注重地位，但基于關注，需要，愿望，或擔心，激勵談判者承擔一定的地位。Allowsforinventivesolutionstomeetinterests

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

53KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟TypesofInterests--利益類型SubstantiveInterests實際利益Tangibleones有形的EconomicandFinancial經濟和金融ProcessInterests過程利益Arerelatedtothewaythedisputeissettled與爭端解決的方法相關Example,“Theyneverlistentome”舉例“他們從來不聽我的”RelationshipInterests關系利益Thepartiesvaluetherelationshiptooneanotheranddonotwantto damageit不想打破雙方的價值關系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

整合談判過程中的主要步驟TypesofInterests--利益類型Almostalwaysmorethanone總是比一個多Partieshavedifferentinterestsatstake各方利益不同Interestscanberootedinhumanneedsorvalues利益基于人類的需求或價值Interestscanchange利益可改變GettingatInterests獲得利益Askingthe“Why?”詢問“為什么？”Unifiedpositionversusgeneralizedsetofinterests獨特的地位與利益的一般化55KeyStepsInTheIntegrativeNegotiationProcess

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

整合談判過程中的主要步驟GenerateAlternativeSolutions--Techniques--1創(chuàng)建備選方案的解決方法-技術-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

整合談判過程中的主要步驟GenerateAlternativeSolutions--Techniques--2創(chuàng)建備選方案的解決方法-技術-2Logrolling相互捧場Whatissuesareofhigher/lowerprioritytome?Tootherparty?.什么問題對我是較高/較低優(yōu)先選擇？對另一方怎么樣？Anyhighprioritytomematchlowtotheother?對我方有無高優(yōu)先選擇以適應對方低優(yōu)先選擇？Morethanoneissueinconflict--Unbundlelargeones!沖突中至少一個問題-雜亂的問題！TrialandErrortofindthe“rightsolution”嘗試和錯誤尋找“正確的答案”TradeOffitems互補項目Whatisinexpensivetomebutvaluabletotheotherparty?什么對我方費用不高，而對對方有價值？58KeyStepsInTheIntegrativeNegotiationProcess

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

整合談判過程中的主要步驟GenerateAlternativeSolutions--Techniques--4創(chuàng)建備選方案的解決方法-技術-4CuttheCostofCompliance削減依從成本Whatrisks/costsdoesmyproposal/offercreatefortheotherparty?我方的建議/報價給對方帶來了什么風險/成本？WhatcanIdotominimizetheother’srisks/costssothattheywouldmorewillingtogoalong?我方能夠做什么來減少對方的風險/成本以使他們愿意繼續(xù)談判？

60KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟GenerateAlternativeSolutions--Techniques--5創(chuàng)建備選方案的解決方法-技術-5FindaBridgeSolution尋找橋式解決方法Whataretheother’srealunderlyinginterests/needs?對方實際的潛在的利益/需求是什么？Whataremyown?我方實際的對方實際的潛在的利益/需求是什么？Whatisthehigher/lowerpriorityforeachinunderlyinginterests/needs?對于雙方潛在的利益/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優(yōu)先選擇和他們的利益/需求？

61KeyStepsInTheIntegrativeNegotiationProcess

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

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

“關鍵”是交換信息63KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟CommunicationTechniques--溝通技術Use“contentious”tacticstodefendbasicinterests(butnotpositionorsolution!)使用“好爭論”戰(zhàn)術以保護基本利益（但不是地位或解決方法）Sendsignalsofwillingness/flexibilitytoaddressotherparty’sinterests發(fā)出愿意/靈活的信號以強調對方的利益Indicateawillingnesstochangeproposals/offers顯示變更建議/報價的意愿Demonstrateaproblemsolvercapability顯示解決問題的能力MaximizecommunicationchannelsANDkeepthemopen!最大限度的溝通渠道，并開誠布公Separatecontentioustacticsfromproblem-solving從解決問題中分離好爭論戰(zhàn)術64KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟EvaluationandSelectionofAlternatives--FiveDistinctSteps--評估和篩選備選方案-五個特定步驟Definitions確定Standards標準Alternatives備選方案Evaluation評估Selection選擇65KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟EvaluationandSelectionofAlternatives--1備選方案的評估與選擇-1NarrowtheRangeofOptions縮小選項范圍Focusonthosestronglysupportedbytheparties聚焦雙方的重點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基于質量與接受程度進行評估Howgoodarethey?他們如何好？Howacceptablearethey?他們如何接受？Appealtoobjectivestandardsformakingdecisions?為了決策要求目標標準嗎？Pastdecisionsorotherobjectivefairoutcomesavailable?是否有過去的決策或其他目標錯誤的產生？66KeyStepsInTheIntegrativeNegotiationProcess

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

整合談判過程中的主要步驟EvaluationandSelectionofAlternatives--3備選方案的評估與選擇-3UseSubgroupsforComplexOptions對復雜的選項分組Smallergroupsoverlarge,unwieldygroup小規(guī)模的團組比大型，笨拙的團組好“Timeouttocooloff”“冷靜下來”Angerhasnoplaceintheprocess!程序中氣氛和諧68KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟EvaluationandSelectionofAlternatives--4備選方案的評估與選擇-4ExploreDifferentWaystoLogroll看法不同的方法相互捧場Merge/combineoptionsintonegotiatedpackages兼并/合并的選項納入談判之中ExploitDifferencesinRiskPreference風險偏好的差異DifferencesinExpectations期望的差異DifferencesinTimePreferences時間偏好的差異69KeyStepsInTheIntegrativeNegotiationProcess

整合談判過程中的主要步驟EvaluationandSelectionofAlternatives--5備選方案的評估與選擇-5DecisionsareTentativeandConditional決策是暫時的和有條件的Nothingshouldbefinaluntileverythingisfinal!只有所有事宜完成方能結束Producestrustand“comfort”intheprocess!在過程中始終誠懇和“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“簡單文字”方法Votingcouldmake“l(fā)osers”appearonthescene投票會出現(xiàn)“失敗者”70FactorsThatFacilitateSuccessfulIntegrativeNegotiation

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

促進整合談判成功的因素FaithinProblem-SolvingAbility真正的問題-解決能力Experienceandexpertiseiswelcomedbyall經驗與專家Butnotfalsesenseofconfidence不是信心的錯覺AcceptanceofOther’sattitude,information,anddesiresasaccurate準確接受對方的態(tài)度，信息和需要Andyourown!以及自我！72FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進整合談判成功的因素MotivationandCommitmenttoWorkTogether共同工作的激勵與承諾Partiesmustbemotivatedtocollaborateratherthancompete!必須鼓勵雙方合作而非競爭Interestedintheotherparty’sobjectivesandproblemsashisown對對方的目標和自己的問題感興趣Enhancing增強“Hangtogetherratherthanseparately”“合作而非分離”Moretogainbyworkingtogether一起工作獲得更多Committo“Presettlementsettlementagreements”承諾“提前設定的協(xié)議”73FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進整合談判成功的因素Trust信任NoGuaranteesthatTrustleadstocollaborationbut Mistrustinhibitscollaboration不保證信任促進合作，但誤解會影響合作DefensiveNegotiatorswithdraw--AToneSetter!防御的談判者撤退HardandComplextoaccomplish完成起來很艱難，復雜Perceivedassimilartothem感覺與他們類似Positiveattitudetowardthem對他們態(tài)度積極Dependononeanother取決另一方Cooperative/Listen合作/聆聽MakeConcessions讓步74HowtoImproveTrustinIntegrativeNegotiation

在整合談判中如何增進信任CreateandMeetExpectations創(chuàng)建并滿足期望Convinceothersthatthebenefitsoftrustoutweighthecostsofmistrust說服對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75HowtoImproveTrustinIntegrativeNegotiation

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

頻繁互動建立類似點對對方的行為和反應做出準確的預測持續(xù)使用有關對方的經驗以增強關系建立/證實相似的興趣建立/證實相似的目標和目的建立/證實共同的協(xié)調的行為76FactorsThatFacilitateSuccessfulIntegrativeNegotiation

促進整合談判成功的因素ClearandAccurateCommunication清晰準確的溝通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過程的動態(tài)77WhyIntegrativeNegotiationIsDifficultToAchieve

為什么不容易實現(xiàn)整合談判HistoryofRelationship關系的來歷PreviousCompetitive&ConflictLaden?過去競爭和沖突的累積嗎？AttitudeofWin-Loseinpast過去勝負的態(tài)度ExploitationandDistrust私利與不信任BeliefanIssueCanOnlyBeResolvedDistributively/Competitively相信僅有事件能夠個別/有競爭性的解決78WhyIntegrativeNegotiationIsDifficultToAchieve

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