Topic8:

TeamsandMulti-partiesinInternationalBusinessNegotiationInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletoknowthebasiccharacteristicsofteamandmulti-partynegotiations;developstrategiesforteamandmulti-partynegotiations.2LessonPlanPart1TeamsandMulti-partiesinNegotiationPart2CaseStudy:RegionalComprehensiveEconomicPartnership(RCEP)Negotiations1.1CharacteristicsofTeamNegotiation5Figure8-1.TeamNegotiation(Source:TheMindandHeartoftheNegotiator)1.1CharacteristicsofTeamNegotiationIncertaincircumstances,teamsbringbetterresults,because:

Teamscanusuallyproducemoreinnovativeandintegratedsolutions.Teamnegotiationcanoftenenhanceone’snegotiationpowerandcreateabargainingadvantage(談判優(yōu)勢地位),

becauseoftheTeamHaloEffect(團隊暈輪效應).Thepresenceofateamhelpstoshowhowyouvaluethenegotiation,thusdemonstratingsinceritytoyourcounterparts.However,therearecertaincostsandrisks,suchashighercosts,inadequateteampreparations,andapossiblelackofteamunity.51.2OrganizationandManagementofNegotiationTeamsCriteriaofTeamMemberSelection：NegotiationExpertise

TechnicalExpertiseInterpersonalSkills51.2OrganizationandManagementofNegotiationTeamsTeamOrganizationandManagementThreesourcesofteamcohesion(團隊凝聚力):(1)attractiontothegrouporresistancetoleavingthegroup,(2)moraleormotivation,and(3)consistencyofeffortTeammembersalsoneedtohaveacommondiscoursesystem(話語體系)andcommonproblem-solvingmethodstofacilitatesmoothteamcommunications.51.3StrategiesforTeamNegotiation5StepsContentStep1.IndividualPreparation?determinethenegotiationissues?determineyourBATNA?determinewhatyouthinkisyour“worst-case”scenario?determinewhatyouthinkisyour“best-case”scenario?writethesedownandbereadytosharethemwithyourteammembersStep2.TeamPreparation:DeterminingProcedures?determinethepersonwhochairsthemeeting?identifythematerialsneeded(calculators,wallcharts,computers,etc.),andthepersonresponsibleforpreparingthem?arrangeyourscheduleandtheresponsiblepersonforexecution1.3StrategiesforTeamNegotiation5StepsContentStep3.TeamPreparation:ClarifyingFactsandInformation?sortout“positionsandinterests”?identifyyourteam’sprioritiesandpossibleprioritiesoftheotherparty?identifywhatinformationyouneedfromthecounterpart?determineyourteam’sBATNAanddiscusshowmuchyouknowabouttheotherparty’sBATNA?identifyyourteam’sworst-casescenario(reservationprice)?identifyyourteam’sbest-casescenario(negotiationtarget)?identifysensitiveinformationthatcannotbedisclosedunderanycircumstances?identifyinformationthatyouarewillingtosharewiththeotherpartyStep4.TeamPreparation:DevelopingStrategies?determinetheopeningoffer(初始報價)?determineyourteamroles(e.g.,aleadnegotiator,oneresponsibleforstrategies,anaccountant,andoneinchargeofmeetingminutes)?determineasignalforaprivatecaucus2.1CharacteristicsofIntergroupNegotiation5Figure8-2.IntergroupNegotiation(Source:TheMindandHeartoftheNegotiator)2.1CharacteristicsofIntergroupNegotiationWhenpeoplenegotiatewithothergroupsorteams,theytendtobebiasedagainstthoseout-groups.Whenpeoplenegotiatewithout-groupmembers,theyusuallyengageindownwardsocialcomparison(向下的社會比較);thatis,theytendtoevaluatethemembersofthecounterparttobeinferiortotheirownmembers.Opposinggroupsmayresultinalessaccurateunderstandingoftheviewsoftheotherparty,witheachsidebelievingthattheothersideholdsmoreextremeviewsthanisactuallythecase.52.2StrategiesforIntergroupNegotiationFocusontheRealCauseofConflictSeekaCommonIdentityAvoidOut-groupHomogeneityEffectEngageinEffectiveContactGRITStrategy:TheGraduatedandReciprocalInitiativeinTensionReduction(漸進互惠降低緊張策略)63.MultipartyNegotiation(多邊談判)5Whentwoormorepartiesattempttoreconciletheiropposinginterestsandattaincommonobjectives,amultipartynegotiationisestablished.3.1ChallengesofMultipartyNegotiationFormingandMaintainingCoalitions

FormulatingTrade-offsChoosingDecisionRulesEnsuringEffectiveCommunication5Figure8-3.IntergroupNegotiation(Source:TheMindandHeartoftheNegotiator)3.2StrategiesforSuccessfulMultipartyNegotiationsTheFormationandMaintenanceofCoalitionsandtheDistributionofBenefitsamongCoalitionMembersHowtoformcoalitions?Howtomaintaincoalitions?Howtodistributeresourceswithincoalitions?53.2StrategiesforSuccessfulMultipartyNegotiationsOtherCommonStrategiesforMultipartyNegotiationsPre-negotiations:GetAdequateInformationaboutOtherParties,ManageInformationSystematically,EffectivelyDesignBrainstormingDuringthenegotiations:AssignProcessRoles,Don’tLeavetheTable,AvoidtheAgreementBias5LessonPlanPart1TeamsandMulti-partiesinNegotiationPart2CaseStudy:RegionalComprehensiveEconomicPartnership(RCEP)NegotiationsCaseStudyNext,wewilldiscusstheRCEPnegotiationandapplywhatwehavelearnttothereal-lifenegotiationcase.18JapanAustraliaNewZealandChinaASEANSouthKoreaIndiaCaseStudyPleasereadthecasebackground,anddiscuss:Whatdoyouthinkarethemainchallengesformultilateralnegotiations?AsthenegotiatoroftheChineseside,howshouldyoupreparefortheRCEPnegotiation?Basedontheabovenegotiationbackground,whatdoyouthinkaretheadvantagesanddisadvantagesofeachnegotiatingpartyintheRCEPnegotiation?Whatfactorswillaffectthenegotiatingpowerofeachpartyinamulti-partynegotiation?19CaseStudyPleaseread“processandstrategies”,anddiscuss:W