談判與沖突的解決方案

1、1NEGOTIATION AND CONFLICT RESOLUTION談判與沖突處理第1頁2NEGOTIATION AND CONFLICT RESOLUTION談判與沖突處理Negotiation skills are critical to success in todays globalized work environment. Theories, strategies, and ethics underlying negotiation and persuasion in contemporary organizations and societies. Emphasizes th

2、e knowledge and skill needed for effective negotiation and persuasion. Also covers theories and practices of conflict resolution in organizations, strategies for analyzing and addressing conflicts, and skills for diagnosing and intervening in conflict situations. 談判技巧是當(dāng)今全球工作環(huán)境成功關(guān)鍵。在暫時組織和小區(qū)中，理論， 戰(zhàn)略和倫

3、理是談判和說服力基礎(chǔ)。為了有效地談判和說服，強調(diào)知識和 技能也涵蓋和組織處理沖突理論與實踐，分析與敘述沖突戰(zhàn)略，以及 在沖突環(huán)境下診療和介入技巧。第2頁3NEGOTIATION AND CONFLICT RESOLUTION談判與沖突處理Negotiation Fundamentals Part I談判基礎(chǔ)第I部分Negotiation Subprocesses Part II談判階段第I I部分Negotiation Contexts Part III談判過程第III部分Negotiation Remedies Part IV談判補救第IV部分第3頁“NEGOTIATION” AS AN E

4、XECUTIVE TOOL“談判”是一個執(zhí)行工具第4頁5Negotiation Fundamentals 談判基礎(chǔ)Part I 第I部分 Chapter 1第1章The Nature of Negotiation談判性質(zhì)第5頁6When is Negotiation Needed?什么時候需要談判？ Situation where two or more parties must make a decision about their interdependent goals and objectives. 雙方或多方對相互依賴目標和目標作出決議情景 The parties are commi

5、tted to peaceful means for resolving their dispute. 雙方承諾以和平方法處理他們分歧 There is no clear or established method or procedure for making the decision. 對于決議沒有明確或現(xiàn)成方法或程序第6頁7When is “Negotiation” Or “Bargaining” Used ?什么時候使用“談判”或“討價還價”？ What is Bargaining?什么是討價還價？“Haggle” over price對價格爭論不休 What is Negotiati

6、on?什么是談判？ More “formal” process that occurs when parties are trying to find a mutually acceptable solution to a complex conflict. 雙方對復(fù)雜沖突試圖尋找共同可接收處理方法時所 采取更“正規(guī)”方式第7頁8Characteristics of a “Negotiation” Or “Bargaining” Situation“談判”或“討價還價”特征Interpersonal or Intergroup process人際或群組之間過程Conflict of Inter

7、est between two or more parties雙方或多方利益沖突Parties negotiate because they think they can use some form of influence to get a better deal than by simply taking what the other side offers 雙方談判因為他們認為他們利用一些形式影響比另一方給予能夠達成更加好交易Parties prefer to search for agreement rather than “fight” 各方愿意達成協(xié)議而不是“爭斗”When we

8、negotiate, WE EXPECT GIVE AND TAKE! 談判時，我們期望給予和得到！Tangibles (price) v. Intangibles (Need to look “good”, desire to “book” more business, save “face”, setting precedent for future, etc.) 有形（價格）與無形（需要看得好些，期望“統(tǒng)計”更多商務(wù)活動，不丟“面子”，為未來創(chuàng)先例。等）第8頁9NEGOTIATION AND CONFLICT RESOLUTION談判與沖突處理Interdependence相互依賴Mut

9、ual Adjustment共同調(diào)整Conflict沖突Divergent Needs, Ideas, Interests, or Persons 不一樣需要，意愿，利益或人Working toward same goal 為了共同目標工作第9頁10LEVELS OF CONFLICT沖突層次Interpersonal個人內(nèi)部Intragroup組織內(nèi)部Intergroup組織之間第10頁11DESTRUCTIVE NATURE/IMAGEOF CONFLICT?沖突破壞性本質(zhì)/形象Competitive Processes競爭過程Misperception and Bias誤解和偏見Emot

10、ionality激動Decreased Communication降低溝通Blurred Issues污損問題Rigid Commitments刻板承諾Magnified Differences夸大差異Escalation of the Conflict沖突升級第11頁12BENEFITS OF CONFLICT沖突好處Creates organizational awareness and thus able to cope 使組織能夠意識到，并能夠妥善處理Conflict “promises” change!沖突“許諾”變革Makes people stronger-know they w

11、ill survive the conflict!使人們清楚地知道他們處于沖突之中Heightens morale加強倫理道德What are you willing to “fight for”你想為何而“斗爭”Enhances personal development強調(diào)個人發(fā)展Stimulating and “fun”刺激與“愉悅”第12頁13CONFLICT沖突Difficult to Resolve v. Easy to Resolve不輕易處理與輕易處理Dual Concerns Model雙重影響模式第13頁14STRATEGY OF CONFLICT MANAGEMENT沖突管

12、理戰(zhàn)略Contending (Competing or Dominating)斗爭（競爭或控制）Yielding (Accommodating or Obliging)屈從（調(diào)?；蛲菩校㊣naction (Avoidance)遲鈍（回避）Problem Solving (Collaborating or Integrating) 處理問題（合作或整合）Compromising許諾第14頁15STRATEGY OF CONFLICT MANAGEMENT沖突管理戰(zhàn)略Third Party Intervention第三方干涉“Boss”老板“Mediator”中介“Conflict Managem

13、ent System”沖突管理系統(tǒng)第15頁16Negotiation Fundamentals 談判基礎(chǔ)Part I 第I部分 Chapter 2第2章Negotiation: 談判Framing, Strategizing, and Planning框架，戰(zhàn)略與規(guī)劃第16頁17Framing the Problem-The Process of Defining Whats Important問題結(jié)構(gòu) - 確定重點過程 Why Frames Are Critical to Understanding Strategy 為何結(jié)構(gòu)是了解戰(zhàn)略關(guān)鍵 Major Approaches to Under

14、standing Frames- 了解結(jié)構(gòu)主要方法Frames As a Set of Rules 結(jié)構(gòu)是一系列規(guī)則Frames As Categories of Experience 結(jié)構(gòu)作為經(jīng)驗分類第17頁18Chinese Negotiation Frames中國人談判框架Box 2.2表2.2 Five Concepts of Chinese Culture 中國文化五種理念Social Linkage社會聯(lián)絡(luò)Harmony融洽Roles作用Reciprocal obligations相互義務(wù)Face臉面第18頁19Goals-The Objectives That Drive a N

15、egotiation Strategy目標 - 驅(qū)動談判戰(zhàn)略目標 Simultaneous Development of Goals and Frames 同時開發(fā)目標與結(jié)構(gòu) Direct Effects of Goals on Choice of Strategy- 在戰(zhàn)略選擇上目標直接影響Wishes are not goals希望不是目標Our goals are often linked to others goals我們目標經(jīng)常與其它目標相連接There are limits/boundaries to what goals can be目標有限/無限Effective goals

16、must be specific必須有特定有效目標第19頁20Strategy-The Overall Plan To Achieve Ones Goals戰(zhàn)略 - 實現(xiàn)一個目標總體規(guī)劃 Strategy, Tactics, or Planning戰(zhàn)略，戰(zhàn)術(shù)，或規(guī)劃 Strategic Options-Vehicles for Achieving Goals Figure 2.2 戰(zhàn)略選項 - 實現(xiàn)目標媒介 Alternative Situational Strategies情景戰(zhàn)略備選方案Avoidance: The Nonengagement Strategy 回避：非進入戰(zhàn)略Active

17、-Engagement Strategies: Competition, Collaboration, and Accommodation 主動-進入戰(zhàn)略：競爭，合作和和解第20頁21Strategy-The Overall Plan To Achieve Ones Goals戰(zhàn)略 - 實現(xiàn)一個目標總體規(guī)劃Table 2.2Competitive (Distributive Bargaining) 競爭（分散性討價還價）Collaboration (Integrative Negotiation) 合作（整合談判）Accommodative Negotiation 和解談判第21頁22Unde

18、rstanding The Flow Of Negotiations: Stages & Phases了解談判流程：層次與階段 Phase Models of Negotiation談判階段模式How the interaction changes over time怎樣隨時影響改變How the interaction structures, over time, relate to inputs and outcomes怎樣隨時影響結(jié)構(gòu)，相關(guān)投入與產(chǎn)出How the tactics/interventions affect the negotiations 戰(zhàn)術(shù)/干涉怎樣影響談判第22頁2

19、3Getting Ready to Implement the Strategy: The Planning Process-1準備實施戰(zhàn)略：計劃過程-1 The Need for Planning-Do your “homework”! 計劃需要 - 做“家庭作業(yè)”！ Defining the Issues確定問題Assembling Issues & Defining the Bargaining Mix 集中問題并確定討價還價組合Defining your Interests-Why do we “want” it? 確定利益 - 我們?yōu)楹巍耙彼麮onsulting with Othe

20、rs有其它人咨詢Constituencies選區(qū)Other side其它方面第23頁24Getting Ready to Implement the Strategy: The Planning Process-2準備實施戰(zhàn)略：計劃過程-2 The Need for Planning-Do your “homework” 計劃需要 - 做“家庭作業(yè)” Assessing the Others Priorities評定其它優(yōu)先選項Knowing your Limits了解你程度Setting Targets設(shè)定目標Where to start-Optimistic, Realistic, or

21、Pessimistic 從哪里開始 - 樂觀，實際或消極Anticipation of “Packaging” among Issues/Objectives 對問題/目標“整體”預(yù)期Understanding of Trade-Offs and “Throwaways” 了解賠償和“放棄”第24頁25Getting Ready to Implement the Strategy: The Planning Process-3準備實施戰(zhàn)略：計劃過程-3 The Need for Planning-Do your “homework”! 計劃需要 - 做“家庭作業(yè)”！ Developing Su

22、pporting Argument-Research - Box 2.4 支持論據(jù) - 調(diào)研Analyzing the Other Party-Box 2.5分析對方 Resources, Interests, Needs資源，利益，需求Objectives目標Reputation & Style信譽與格調(diào)Other Partys Alternatives對方備選方案Other Partys Authority對方授權(quán)Other Partys Strategy & Tactics對方戰(zhàn)略與戰(zhàn)術(shù)第25頁26Negotiation Fundamentals 談判基礎(chǔ)Part I 第1部分 Chap

23、ter 3第3章Strategy and Tactics of Distributive Bargaining分散性討價還價戰(zhàn)略與戰(zhàn)術(shù)第26頁27The Distributive Bargaining Situation分散性討價還價情景 The Role of Alternatives to a Negotiated Agreement 談判協(xié)議備選方案作用Settlement Point處理點Bargaining Mix討價還價組合第27頁28Fundamental Strategies基礎(chǔ)戰(zhàn)略 Discovering the Other Partys Resistance PointTH

24、E BUYERS ACTIONS發(fā)覺對方抵制點 - 買方行為Making extreme offers to find “resistance point?”做最大報價尋找“抵制點”Provides Buyer the largest part of settlement range提供買方最大部分設(shè)定范圍Influence the “value,” the item is “overpriced?” 影響“價值”，“價格過高”嗎May lower resistance and thus enlarges bargaining range 降低抵制點以增大討價還價范圍Each point is

25、 too far apart, “Seller accept lower price?” 每一點差距很大，“賣主接收較低價格嗎？”Without “overlapping settlement range,” one of the parties needs to “move”沒有到達“預(yù)期設(shè)定范圍”，一方需“讓步”“This settlement” is the best that is possible!“這一設(shè)定是最可行！”第28頁29Fundamental Strategies基礎(chǔ)戰(zhàn)略 Influencing the Other Partys Resistance Point影響對方抵

26、制點Impact of estimate/perception of cost of delay or aborting negotiations 延遲或結(jié)束談判成本對預(yù)計/感覺影響Who needs settlement quick?誰需要快速達成結(jié)果Satisfactory alternatives available to Buyer and/or Seller? 對買主和/或賣主滿意備選方案Point varies directly with value other party attaches to outcome 抵制點直接與對方希望到達目標結(jié)果不一樣而改變Point is mor

27、e modest as value of outcome is reduced作為產(chǎn)出價值降低，抵制點更實際Other partys point varies inversely with the perceived value you have/attach to the outcome 對方抵制點伴隨你所希望到達目標結(jié)果不一樣而改變Lower expectations and other party moves to more modest level 期望值越低，對方就越靠近實際水平第29頁30Tactical Tasks戰(zhàn)術(shù)任務(wù)Assess Outcome Values & Costs

28、 of Termination 評定產(chǎn)出價值與終止成本Indirect/Direct Assessment間接/直接評定For example, how do you ascertain rent/price for Real Estate? 舉例，你怎樣確定租賃/價格實際評定？Labor rates/negotiations? Auto/Commercial prices?-Comparables?勞動率/談判？汽車/產(chǎn)品價格？-可比嗎？Need to obtain information, ernet, library, and telephone if unable to

29、obtain from the other party 需要取得信息，如：假如不能從其它方面取得就使用因特網(wǎng)，圖書館，和電話。For example, in Intl negotiations one may cultivate sources of info, messages are “intercepted”, codes are broken, etc. 舉例，在國際談判中，一方會尋找信息起源，信息可“截取”，密碼破譯第30頁31Tactical Tasks戰(zhàn)術(shù)任務(wù)Manage Other Partys Impressions控制對方印象Screening Activities-篩選活

30、動Say/do little-“Silence is Golden” 少說/做 - “緘默是金”Stonewalling拖延Clues of disappointment/boredom or probing could indicate interest 失望/厭煩暗示或探察能夠顯示興趣Merely factfinding?僅僅是查找事實嗎？第31頁32Tactical Tasks戰(zhàn)術(shù)任務(wù)Manage Other Partys Impressions控制對方印象Direct Action to Alter Impressions直接活動以改變印象Logical arguments邏輯論據(jù)“I

31、f you were in my shoes, here is the way these facts would look in light of the proposal you presented.” “假如我是你話，這是你所展示提議”Selective presentations, i.e. reveal facts only necessary to support your view 有選擇性展示，如：僅在有必要支持你觀點時展示事實Display emotional reactions顯示情感反應(yīng)第32頁33Tactical Tasks戰(zhàn)術(shù)任務(wù)Modify Other Partys

32、 Perceptions改變對方感覺Make demands more attractive to other, i.e. explain the import of their position in logical terms.給對方提出更有吸引力要求，如：邏輯性地解釋他們立場主要性Manipulate the Actual Costs of Delay/Termination 控制延遲/終止實際成本Disruptive Action-Increased Cost破壞活動 - 增加成本Alliance with Outsiders與外界聯(lián)盟Schedule Manipulation控制安排

33、第33頁34Positions Taken During Negotiation談判過程中所采取地位Opening Offer開放報價What should it be? Too high? Too Low? 應(yīng)是什么樣報價？太高？太低？The “Dance”“跳舞”Extreme? Gets higher settlements? 極限？得到較高處理方法？Advantages: Gives room for movement, sends message 優(yōu)勢：有移動空間，傳遞信息Disadvantages: Rejected, conveys “attitude” of toughness

34、 劣勢：拒絕，轉(zhuǎn)變成粗暴“態(tài)度”May need alternatives if extreme!假如是極限，需備選方案第34頁35Positions Taken During Negotiation談判過程中所采取地位Opening Stance/Attitude開放姿態(tài)/態(tài)度Cooperative?合作？Fight for everything?為任何事都爭斗？Moderate, make concessions有節(jié)制，作出讓步“Lets be reasonable”“讓其合理”“Tit for tat”“針鋒相對”O(jiān)ther party may mirror your stance/at

35、titude 對方會以你姿態(tài)/態(tài)度為鑒第35頁36Positions Taken During Negotiation談判過程中所采取地位Initial Concessions初始讓步Initial offer and counteroffer define the bargaining range 初始報價和反報價確定了討價還價范圍If unacceptable, ask for another offer 假如不接收，尋求另外報價Used for communications用于溝通 What movement/concession is made? 做了什么改變/讓步For exampl

36、e, firm/small position reflects that one “wants most of the bargaining range” 舉例，強硬/小地位顯示出一方“希望范圍大部分”第36頁37Positions Taken During Negotiation談判過程中所采取地位Role of Concessions讓步作用People expect the dance!人們希望跳舞！How large?多大讓步？Cooperative v. Combative合作與爭斗Fairness returns fairness?公平合理嗎？Firmness “shortens”

37、 the negotiations?強硬“縮短”談判？Flexibility and learn from the exchange? 靈活以及從交換中吸收教訓(xùn)嗎？第37頁38Positions Taken During Negotiation談判過程中所采取地位Pattern of Concession Making作出讓步模式“If you give A, Ill give B”“假如你給我A ，我將給你B”“No take it or leave it”usually resented “沒有取舍”- 通常不滿Progression shows people feel better進步顯

38、示人們感覺良好Opening goes to show where you will end up! 開放說明你將怎樣結(jié)束Major concession calls for return offer/similar weight & somewhat comparable magnitude 主要讓步需要報價回應(yīng)/類似權(quán)重和可比量第38頁39Positions Taken During Negotiation談判過程中所采取地位Final Offer最終報價Send a message傳輸信息“This is all I can do”“這是我所能夠做”“This is as far as

39、I can go”“這是盡我所能”Make it substantial concession作出實際讓步“I went to the boss and got a special deal just for you” “我去找我老板為你所得到特殊交易”第39頁40Commitment承諾Tactical Consideration in Using Commitments 戰(zhàn)術(shù)考慮使用承諾“Pledge regarding the future course of action” “對未來行動確保”Establishing a Commitment建立一個承諾Must have finali

40、ty, specificity and statement of consequences. 必須對結(jié)果有定局，特征和說明Public Pronouncement對外公布Linking with an Outside Base與外界聯(lián)絡(luò)Increase the Prominence of Demands提升要求聲望Reinforce the Threat or Promise強調(diào)許諾威脅第40頁41Commitment承諾Preventing the Other Party from Committing Prematurely預(yù)防另一方過早承諾General strategy is to r

41、etain flexibility!總戰(zhàn)略是保持靈活性Time to develop “commitments”時間產(chǎn)生“承諾”Finding Ways to Abandon a Committed Position 尋找方法放棄受約束地位Provide info提供信息Avoid “embarrassing” environment-to both!防止雙方“窘迫”第41頁42Closing the Deal結(jié)束生意“Winners Curse”“勝者曲線”Accept offer too quick?接收報價過快？Before making an offer ask, “Will I be

42、 happy if the offer is accepted quickly?” 提出報價之前問一問，“假如接收報價過快，我會不會滿意？”第42頁43Closing the Deal結(jié)束生意Provide alternatives提供備選方案Provide choices/solutions提供選擇/處理方法Assume the close假設(shè)結(jié)束Salespeople do it all the time! 銷售人員隨時做！Write up “order”抬高“報價”Split the difference區(qū)分差異Parties started with “fair” offers!各方從

43、“合理”報價開始第43頁44Closing the Deal結(jié)束生意Exploding offers破除報價Tight deadline緊密期限“Stop considering alternatives”“不考慮備選方案”Sweeteners溫柔Linkage-聯(lián)絡(luò)“Payment amount versus timing of payment” “支付數(shù)量與支付時間”“Ill give you X, if you accept my deal” “假如你接收我交易，我將給你X”第44頁45Hardball Tactics頑石戰(zhàn)術(shù)Dealing with Typical Hardball T

44、actics處理經(jīng)典頑石戰(zhàn)術(shù) Ignore Them忽略他們Discuss Them與他們討論Name the game! “Id like to avoid that and negotiate how you negotiate” 稱其為游戲“我不想像你這么談判”Respond in Kind-“Tic for Tac”友善回應(yīng) Co-Opt the Other Party與其它人合作Befriend them early and therefore “sidetrack” tactic 起初友善來采取“側(cè)面回擊”戰(zhàn)術(shù)第45頁46Hardball Tactics頑石戰(zhàn)術(shù)Dealing wi

45、th Typical Hardball Tactics處理經(jīng)典頑石戰(zhàn)術(shù) 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Extreme offers極限報價Withhold concession/info抑制讓步/信息“Stretching” the facts“夸大”事實Attacks攻擊Threats, rudeness, hostility, rigidity, intolerance to intimidation and

46、issuing ultimatums 對威嚇和最終通牒威脅，粗魯，敵視，刻板，不容忍第46頁47Hardball Tactics -1頑石戰(zhàn)術(shù)Typical Hardball Tactics經(jīng)典頑石戰(zhàn)術(shù) Good/Bad Guy好/壞家伙Highball/Lowball高球/低球Bogey可怕人The Nibble蠶食第47頁48Hardball Tactics -2 頑石戰(zhàn)術(shù)Typical Hardball Tactics經(jīng)典頑石戰(zhàn)術(shù)Chicken家禽Intimidation恐嚇Aggressive Behavior激進行為Snow (Fog) Job天花亂墜自吹Other其它第48頁49N

47、egotiation Fundamentals 談判基礎(chǔ)Part I 第I部分 Chapter 4第4章Strategy and Tactics of Integrative Negotiation整合談判戰(zhàn)略與戰(zhàn)術(shù)第49頁50Introduction介紹What Makes Integrative Negotiation Different? 什么使整合談判有差異？Focus on Commonalties, not Differences 集中到共同點，而非異同點Address Needs and Interests, not Positions 強調(diào)需求，興趣，而非地位Commitmen

48、t to Meeting the Needs承諾滿足需求Exchange of Info & Ideas交換信息與想法Invention of Options for Mutual Gain創(chuàng)造共同取得選擇Use of Objective Criteria for Performance 對績效目標標準使用第50頁51Overview of the Integrative Negotiation Process整合談判過程總體看法Creating a Free Flow of Information創(chuàng)建自由信息流Attempting to Understand the Other Negoti

49、ators Real Need and Objectives試圖了解談判對方實際需求與目標Emphasizing the Commonalties between the Parties & Minimizing Differences強調(diào)雙方共同點，降低異同點Searching for Solutions That Meet the Goals and Objectives of Both Sides 尋找滿足雙方目標和目標處理方法第51頁52Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Identify & Defin

50、e the Problem識別和確定問題Define Problem in Mutually Acceptable Way 以各種可接收方法識別問題Keep Problem Statement Clean & Simple問題描述清楚，簡練State the Problem as Goal & Identify Obstacles 作為目標和識別障礙來描述問題Depersonalize the Problem與個人無關(guān)問題Separate the Problem from Search for Solutions 從研究處理方法中區(qū)分問題第52頁53Key Steps In The Integ

51、rative Negotiation Process整合談判過程中主要步驟Understand the Problem Fully-全方面了解問題Identify Interests/Needs識別利益/需求Not positions but the underlying concerns, needs, desires, or fears that motivate a negotiator to take a particular position. 不重視地位，但基于關(guān)注，需要，愿望，或擔(dān)心，激勵談判者 負擔(dān)一定地位。 Allows for inventive solutions to

52、meet interests 允許創(chuàng)意性處理方法以滿足利益“Why”-That is the Question!“為何”- 這是個問題！“Why they want, what they want?”“為何他們想要，他們想要什么？”第53頁54Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Types of Interests-利益類型Substantive Interests實際利益Tangible ones有形Economic and Financial經(jīng)濟和金融Process Interests過程利益Are rela

53、ted to the way the dispute is settled與爭端處理方法相關(guān)Example, “They never listen to me”舉例“他們從來不聽我”Relationship Interests關(guān)系利益The parties value the relationship to one another and do not want to damage it不想打破雙方價值關(guān)系Interests in Principle利益標準What is right, acceptable, fair, or ethical什么是正確，可接收，合理或合乎道德第54頁55Key

54、 Steps In The Integrative Negotiation Process整合談判過程中主要步驟Types of Interests-利益類型Almost always more than one總是比一個多Parties have different interests at stake各方利益不一樣Interests can be rooted in human needs or values 利益基于人類需求或價值Interests can change利益可改變Getting at Interests取得利益Asking the “Why?”問詢“為何？”Unified

55、 position versus generalized set of interests 獨特地位與利益普通化第55頁56Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Generate Alternative Solutions- (The creative part) 創(chuàng)建備選方案處理方法（有創(chuàng)意部分）Inventing Options by Redefining the Problem or Problem Set 經(jīng)過重新確定問題或問題系列進行選項Parties state specific underlying

56、needs and develop alternatives to successfully meet them 各方陳說尤其潛在需求，開發(fā)可選方案以成功地滿足他們第56頁57Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Generate Alternative Solutions-Techniques-1 創(chuàng)建備選方案處理方法 - 技術(shù) - 1Expand the Pie將蛋糕做大First and least costly首次與最小成本How can both parties get what they are “de

57、manding?” 雙方怎樣得到他們“需要”Is there a resource shortage? 資源短缺嗎？How can additional resources assist in reaching a solution? 額外資源怎樣輔助尋求處理方法第57頁58Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Generate Alternative Solutions-Techniques-2 創(chuàng)建備選方案處理方法 - 技術(shù) - 2Logrolling相互捧場What issues are of higher/

58、lower priority to me? To other party?.什么問題對我是較高/較低優(yōu)先選擇？對另一方怎么樣？Any high priority to me match low to the other?對我方有沒有高優(yōu)先選擇以適應(yīng)對方低優(yōu)先選擇？More than one issue in conflict-Unbundle large ones! 沖突中最少一個問題 - 雜亂問題！Trial and Error to find the “right solution”嘗試和錯誤尋找“正確答案”Trade Off items互補項目What is inexpensive to

59、 me but valuable to the other party?什么對我方費用不高，而對對方有價值？第58頁59Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Generate Alternative Solutions-Techniques-3 創(chuàng)建備選方案處理方法 - 技術(shù) - 3Use “Nonspecific Compensation” 使用“非特定賠償”What is of value to the other party? 什么對對方有價值？What can I do to make the other

60、side happy and simultaneously allow me to “get my way?” 我方做些什么能夠使對方愉快，同時使我方“隨心所欲”What is inexpensive for me to give up to satisfy the other party? 對于我方放棄什么以滿足對方費用廉價？第59頁60Key Steps In The Integrative Negotiation Process整合談判過程中主要步驟Generate Alternative Solutions-Techniques-4 創(chuàng)建備選方案處理方法 - 技術(shù) - 4Cut the