國(guó)際商務(wù)溝通與談判課件

Chapter2

PrinciplesofBusinessNegotiation

WangDanChapter2

PrinciplesofBusin1一.需要的層次美國(guó)布朗戴斯大學(xué)心理學(xué)教授阿伯拉罕·H·馬洛斯（A.H.Maslow）把決定人類(lèi)行為的需要分為七個(gè)層次。既：1.生理的需要2.安全的需要3.情感的需要4.獲得尊重的需要5.自我實(shí)現(xiàn)的需要6.認(rèn)識(shí)和理解的需要7.美得需要一.需要的層次美國(guó)布朗戴斯大學(xué)心理學(xué)教授阿伯拉罕·H·馬洛斯2尼爾倫伯格：談判需要理論國(guó)家間組織間個(gè)人間2.談判者順從對(duì)方的需要1.談判者使對(duì)方服從自身的需要3.談判者同時(shí)服從對(duì)方和自身的需要4.談判者違背自身的需要5.談判者損害對(duì)方的需要6.談判者同時(shí)損害對(duì)方和自己的需要生理安全和尋求保障愛(ài)與歸屬獲得尊重自我實(shí)現(xiàn)認(rèn)識(shí)和理解美需要層次和途徑尼爾倫伯格：談判需要理論國(guó)家間組織間個(gè)人間2.談判者順從對(duì)方3Outline1.TypesofBusinessNegotiation2.6CsPrinciplesofBusinessCommunication2.PrinciplesofBusinessNegotiation3.MiniNegotiationOutline1.TypesofBusinessNeg41.TypesofBusinessNegotiationContents:(1)SalesofGoods/ServicesThegoalofthenegotiatorsistoprovide/ductqualityquantitypackingpriceshippingquotationofferandcounterofferinsurancepaymentclaimandarbitrationetc.1.TypesofBusinessNegotiatio51.TypesofBusinessNegotiation(2)InvestmentNegotiationJointventurePreliminaryinvestigation,pre-negotiation,negotiationandimplementationTherightsandobligationsofeachparty,therespectivecontributionofcapital,technology,expertiseandothersources.Managementofthejointventure,:decision-makingstructure,itspolicyforepersonnelmanagementandtheconditionsforitstermination(終端）Thedomesticandexportpricingofthefutureproductsforsale.1.TypesofBusinessNegotiatio61.TypesofBusinessNegotiation(3)TechnologyTmercialtechnologytransferishighlymonopolistic(壟斷專(zhuān)利的）2.asingletechnologycanbetradedmultipletimes,asthetransferdoesnotinvolveownershipbutonlytherighttouse.3.technologytransferdoesnotsimplyfollowthebasicmarketruleofexchange.1.TypesofBusinessNegotiatio71.TypesofBusinessNegotiation(4)服務(wù)貿(mào)易談判(5)原有合同的重新談判(6)索賠談判1.TypesofBusinessNegotiatio81.TypesofBusinessNegotiation二.按談判規(guī)模劃分(1)一對(duì)一談判(2)小組談判(3)大型談判三.按談判對(duì)象所在國(guó)家(1）國(guó)內(nèi)商務(wù)談判(2)涉外商務(wù)談判1.TypesofBusinessNegotiatio91.TypesofBusinessNegotiation四.按談判地點(diǎn)分(1).主場(chǎng)談判(2).客場(chǎng)談判3.中立地點(diǎn)談判五.按談判的交流方式劃分(1).口頭談判(2).書(shū)面談判1.TypesofBusinessNegotiatio106CsPrinciplesofBusinessCommunicationInordertoconveyeffectiveandreadableinformation,6principlesmustbefollowedinbusinesscommunication.1.Clarity2.Correctness3.Conciseness4.Completeness5.Courtesy6.Consideration6CsPrinciplesofBusiness11ClarityClaritymeanstomaketheinformationclearsothatthereadercanunderstandwhatyouaretryingtoconvey.Firstyoushouldbeclear-headedaboutwhatyouraretryingtosay.Second,chooseprecise,concreteandfamiliarwords.Third,organizeeffectivesentencesandparagraphs.Thesuggestedaveragesentencelengthshouldbeabout17or20words.ClarityClaritymeanstomaket12Inaddition,somevisualaidscanbeapplied,including:headings(標(biāo)題）,tabulations（表格）,itemizations（逐條記載）,graphs（圖表，曲線(xiàn)圖）,piecharts（餅狀圖）,underlining（下劃線(xiàn)）,italics（斜體）,indentations（縮進(jìn)）,coloredcapitals.Inaddition,somevisualaids13CorrectnessCorrectnessmeansthewritershouldnotbedistractedbymistakesingrammar,punctuationorspelling.Alloftheinformationinthemessageisaccurate.Formalwriting:scholarlywriting,legaldocuments,top-levelgovernmentagreementsInformalwriting:businesscommunication,short,well-knownandconversational.Errorsoffactshouldbepaidattentiontoo.CorrectnessCorrectnessmeans14ConcisenessConcisenessreferstosaythingsinthefewestpossibleword.Trytokeepyoursentencesshort,avoidunnecessaryrepetitionandeliminateexcessivedetails.Youshouldmakesuretoincludetherelevantinformationonly,sticktothepurposeofthemessage.ConcisenessConcisenessrefers15CompletenessCompletenessmeansyourmessagecontainsalldetailsyouplantoconveytoyourreader.Wheneveryoureplytoanyinquiry,answerallquestions,includingexplicitlystatedandalsoimpliedquestions.CompletenessCompletenessmeans16CourtesyCourtesymeansusingsocialskillstoshowyourrespectforthereader.Ithelpstobuildagoodimagesofyourcompanyanddeepenthebusinessrelationship.

CourtesyCourtesymeansusings17ConsiderationConsiderationmeansthatyouprepareeverymessagewiththereaderinmindandtrytoputyourselfinreader’splace.You-attitudeapproachConsiderationConsiderationme18PrinciplesofBusinessNegotiationPrincipleofCollaborativeNegotiationPrincipleofInterestDistributionPrincipleofTrustinNegotiationPrincipleofDistributive&ComplexNegotiationWin-winPrinciplePrinciplesofBusinessNegotia191.Deterrence-basedtrust:Peopletrustorexpectthattheywillbepublishediftheydoordonotdosomethingbasedonconsistencywithpastbehavior.1.Deterrence-basedtrust:Peop20PrincipleofCollaborativeNegotiationHarvardPrincipledNegotiationThecoreoftheprincipleistoreachasolutionbeneficialtobothpartiesbywayofstressinginterestsandvaluenotbywayofbargaining.Thegoalofcollaborationnegotiationistominimizethedisputesothattheoutcomeismoreconstructivethandestructive.PrincipleofCollaborativeNeg21Collaborativenegotiationconsistsoffourcomponents(PIOC);People–separatethepeoplefromtheproblemInterests–focusoninterestsnotpositionsOptions–inventpotionsformutualgainsCriteria—introduceobjectivecriteriaCollaborativenegotiationcons22SeparatethePeoplefromtheProblemThenegotiators’prejudicePoorimpressionMisledinterpretationThefocusofnegotiationisshiftedfrominterestsandissuesofbothpartiestopersonaldignityandself-respect.Forsituationassuch,collaborativenegotiationdevelopsthreestepsforbothpartiestofollow.SeparatethePeoplefromtheP231.Developempathy:Weputourselvesintheirshoes;Weavoidblamingthemforourproblems;Wehelpthemparticipateintheprocess.2.Manageemotions:Weallowthemtoletoffsteam;Wedonotoverreacttoemotionaloutbursts.1.Developempathy:243.Communicate:Welistenandsummarizewhatwehear;Weavoidtryingtoscorepointsanddebatingthemasopponents;Thebesttimeforhandlingpeopleproblemsisbeforetheybecomepeopleproblems.3.Communicate:25FocusonInterestsNotPositionsPositionWhatyousayyouwantormusthave.Positionsaresymbolicrepresentationsofparticipant’sunderlyingmotivatinginterests.InterestWhyyouwantwhatyouwant.e.g.twosistersdivideanorangeWhateachsisterwantsisherposition,andwhyshewantsitisherinterest.FocusonInterestsNotPositio26Howdoyoudivideanorange?Howdoyoudivideanorange?27有一個(gè)媽媽把一個(gè)橙子給了鄰居的兩個(gè)孩子。這兩個(gè)孩子便討論起來(lái)如何分這個(gè)橙子。兩個(gè)人吵來(lái)吵去，最終達(dá)成了一致意見(jiàn)，由一個(gè)孩子負(fù)責(zé)切橙子，而另一個(gè)孩子選橙子。結(jié)果，這兩個(gè)孩子按照商定的辦法各自取得了一半橙子，高高興興地拿回家去了。第一個(gè)孩子把半個(gè)橙子拿到家，把皮剝掉扔進(jìn)了垃圾桶，把果肉放到果汁機(jī)上打果汁喝。另一個(gè)孩子回到家把果肉挖掉扔進(jìn)了垃圾桶，把橙子皮留下來(lái)磨碎了，混在面粉里烤蛋糕吃。從上面的情形，我們可以看出，雖然兩個(gè)孩子各自拿到了看似公平的一半，然而，他們各自得到的東西卻為物盡其用。這說(shuō)明，他們?cè)谑孪炔⑽醋龊脺贤ǎ簿褪莾蓚€(gè)孩子并沒(méi)有申明各自利益所在。沒(méi)有事先申明價(jià)值導(dǎo)致了雙方盲目追求形式上和立場(chǎng)上的公平，結(jié)果，雙方各自的利益并未在談判中達(dá)到最大化。

有一個(gè)媽媽把一個(gè)橙子給了鄰居的兩個(gè)孩子。這兩個(gè)孩子便討論起來(lái)28Don’tBargainoverPositionsCustomer:Howmuchdoyouwantforthisbrassdish?Shopkeeper:Thatisabeautifulantique,isn’tit?IguessIcouldletitgofor$75Customer:oh,comeon,it’sdented.I’llgiveyou$15.Shopkeeper:Really!Imightconsideraseriousoffer,but$15certainlyisn’tserious.Customer:WellIcouldgoto$20,butIwouldneverpayanythinglike$75.Quotemearealisticprice.Shopkeeper:Youdriveahardbargain,younglady.$60cash,rightnow.Don’tBargainoverPositionsCu29Customer:$25.Shopkeeper:Itcostmeagreatdealmorethanthat.Makemeaseriousoffer.Customer:$37.5.that’sthehighestIwillgo.Shopkeeper:Haveyounoticedtheengravingonthatdish?Nextyearpieceslikethatwillbeworthtwicewhatyoupaytoday.Customer:......Shopkeeper:......Customer:$25.30FocusonInterestsNotPositionsSuccessfulnegotiationsaretheresultofmutualgivingandtakingofinterestsratherthankeepingfirmonone’sownpositions.1.Identifytheself-interests:exploreandrecognizetheinterestsoftheotherpartythatstandinyourway;Examinethedifferentinterestsofdifferentpeopleontheotherside;Respectyourcounterpartsashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.FocusonInterestsNotPositio312.Discusstheinterestswiththeotherparty:Giveyourinterestsavividdescriptionandbespecific;Demonstrateyourunderstandingoftheotherparty’sinterestsandacknowledgethemaspartoftheoverallproblemthatyouaretryingtosolve;Discusstheproblemsbeforeproposingasolution;Directthediscussiontothepresentandfuture.Stayawayfromthedifficultiesofthepast.Beconcretebutflexible;Behardontheproblembutsoftonthepeople.2.Discusstheinterestswith32InventPotionsforMutualGainsMakethecakeofinterestsaslargeaspossiblebeforecuttingitapartsothatbothsidesmaygetwhattheydesire.Obstacles:Prematurejudgment;Searchingforthesingleanswer;TheassumptionofafixedpieThinkingthat“solvingtheirproblemistheirproblem”InventPotionsforMutualGain33IntroduceObjectiveCriteria1.TheGuidelinesforobjectivecriteriaare:Independentofwillsofallparties;Legitimateandpractical;Acceptableforallparties.2.Afairproceduralstandard.e.g.thewaytodivideapieceofcakebetweentwochildren.DoingitinturnsDrawinglotsLookingforanarbitrator(裁判)IntroduceObjectiveCriteria134MiniNegotiationThemanagementofamajortelevisionmanufacturer’swarehouse(倉(cāng)庫(kù)）hasadisputewithemployeesaboutovertimescheduling.Workersdonotwanttobelockedintoaspur-of-the-moment(沖動(dòng)的，未經(jīng)仔細(xì)考慮的)overtimeassignment,yetmanagementneedstobesurethatthewarehousewillbefullystaffed.Pleasehelpbothsidesworkoutasolutionthatsatisfiesthemall.MiniNegotiation35DirectionsDoyouthinktheconflictbetweenthemanagerandtheworkerscanbesolved?Imagineyouarethemanager/workers’representativewhowouldnegotiatewiththeworkers/manager.Howwouldyouprepareyourproposalthatmayleadtoawin-winsolution?Discussyourplanandfindapartnertorole-playthenegotiation.DirectionsDoyouthinktheco36PrincipleofInterestDistribution1.PersonalInterestsVSOrganizationalinterests2.PersonalinterestsVSOrganizational&NationalInterestsPrincipleofInterestDistribu37MiniNegotiationDuringtheColdWar,thedepartmentofAgricultureoftheUnitedStatesconsistentlyrecommendedthattheU.S.DepartmentofDefenseconsistentlyrecommendedagainstit.MiniNegotiationDuringtheCol38Questions1.Ifyouareintheirshoes,doyouthinktheDepartmentofDefenseoftheU.S.didtherightthing?2.WhatprincipledidtheDepartmentofDefensefollow?Questions1.Ifyouareinthei39PrincipleofTrustinNegotiationTrustisadecisiveelementsofshapingrelationshipsofallsides.1.Deterrence-basedtrust(威懾型信任）2.Knowledge-basedtrust（了解型信任）3.Identification-basedtrust（識(shí)別型信任）PrincipleofTrustinNegotiat40TrustBuildinginNegotiation1.Demonstrateyourcompetence2Makesurethenonverbalsignalsyouaresendingmatchthewordsyouaresaying.3.Maintainaprofessionalappearance4.Communicateyourgoodintentions5.Dowhatyousayyouaregoingtodo6.Gobeyondtheconventionalrelationship7.listen8.Behonest–evenwhenitcostsyousomething9.BePatient10.Provideaccurateinformation,withoutanyhiddenagenda.TrustBuildinginNegotiation141PrincipleofDistributive&ComplexNegotiationDistributiveNegotiation:singleissuesandtwopartiesAfixedPieThemoreonesidegets,thelesstheothersidegets.PositionalbargainingZero-sumbargainingWin-losebargaininginformationComplexNegotiation:morethantwoissuesandmulti-partiesAnumberofpartiesAnumberofissuesAnumberofinterestsPrincipleofDistributive&Co42PrincipleofDistributive&ComplexNegotiationComplexNegotiationTothinkcarefullyaboutthedistributionruleinallocating（分配）resourcesamongtheparties.Toavoidmajorityruleingroupnegotiationswheneverpossible.Toavoidstrictissue-by-issueagendaswheneverpossible.Tofocusonthedifferinginterestsandpreferencesofgroupmemberstofacilitate(促進(jìn)，提高）creativeintegrativeagreements.Torecognizethatcoalitions(聯(lián)合體，同盟）areinherentlyunstable,oftenleadingtoagreementsthatarenotinthebestinterestoftheorganization.PrincipleofDistributive&Co43TheHistoryofNegotiation1零和談判Zeroandsum2.雙贏談判Win-win3.增值談判Added-Value4.整合談判Integrated

3＋2＝4（先增值后雙贏）策略TheHistoryofNegotiation1零44第一階段零和談判（Ｚｅｒｏａｎｄｓｕｍ）要就要全部，要么就不要，即“不是你活，就是我死”。談判過(guò)程非常激烈。第二階段雙贏談判（Ｗｉｎ－ｗｉｎ）知道一方贏了之后，對(duì)方就會(huì)陷入困境。于是，雙方采取了既合作、又競(jìng)爭(zhēng)的方式，保證彼此都能生存。第三階段加值談判（Ｖａｌｕｅ－ａｄｄｅｄ）如果說(shuō)雙贏談判的整個(gè)過(guò)程還是爾虞我詐的，那么，加值談判的出發(fā)點(diǎn)是如何設(shè)法去滿(mǎn)足對(duì)方的條件，是要設(shè)法與對(duì)方一起“將餅做大”。但是遇到“硬碰硬”的情況時(shí)，還需使用雙贏談判的方式。第四階段競(jìng)合談判（Ｉｎｔｅｒｇｒａｄｅｄ）加值談判加上傳統(tǒng)的雙贏談判就是競(jìng)合談判，這種談判是又競(jìng)爭(zhēng)又合作的談判。第一階段零和談判（Ｚｅｒｏａｎｄｓｕｍ）要就要全部，45IntegratedNegotiation

Aorange

Bcandy(5dollars)IntegratedNegotiation46GAMETHEORY

賽局理論GAMETHEORY賽局理論47PracticalActivitiesTonyisacomputersoftwaredesignerwholivesinSt.Louis,Missouri.HegotajobofferfromabigcompanylocatedinSeattle,Washington.Basedonhisexperienceandability,Tonyisconfidentthathisnewpositionshouldjustifyabigincreasefromhiscurrentannualsalaryof$80000.asheandJames,hisprospectiveboss,begintodiscusscompensation,theybothwanttonegotiatethebestdealpossiblewithoutstartingofftheirrelationshiponthewrongfoot,JamesasksTonyhowmuchheisexpectingforhissalary.PracticalActivitiesTonyisa48Tonysaysthathewants$140000.Jamesoffers$75000,whichannoysTony.Hesays:“that’slessthanI’mmakingnow!Iguessyoudon’twantmeasmuchasIthoughtyoudid.”James'ssecondofferis$85000andTonycounterswith$130000.thenJamessays:“Wecando$95000andthat’smyfinaloffer.”Afewmonthsafteracceptingtheofferandstartinghisnewjob,Tonyisshockedbywhathefoundout:notonlyishethelowest-paidsoftwaredesigneronthestaff,butJameswouldhavepaidmorethan$120000togethimtotakethejob.Feelingundervalued,Tonysoonleavesthecompany,toJames’dismay.Tonysaysthathewants$1400049Questions1.whatkindofnegotiationapproachdoesJamesapplytohisnegotiationwithTony?2.IstheresultidealforJames?Why?HowaboutTony?3.Howwouldyouhandlethenegotiationifyouwerethehiringmanager?Questions1.whatkindofnego50Chapter2

PrinciplesofBusinessNegotiation

WangDanChapter2

PrinciplesofBusin51一.需要的層次美國(guó)布朗戴斯大學(xué)心理學(xué)教授阿伯拉罕·H·馬洛斯（A.H.Maslow）把決定人類(lèi)行為的需要分為七個(gè)層次。既：1.生理的需要2.安全的需要3.情感的需要4.獲得尊重的需要5.自我實(shí)現(xiàn)的需要6.認(rèn)識(shí)和理解的需要7.美得需要一.需要的層次美國(guó)布朗戴斯大學(xué)心理學(xué)教授阿伯拉罕·H·馬洛斯52尼爾倫伯格：談判需要理論國(guó)家間組織間個(gè)人間2.談判者順從對(duì)方的需要1.談判者使對(duì)方服從自身的需要3.談判者同時(shí)服從對(duì)方和自身的需要4.談判者違背自身的需要5.談判者損害對(duì)方的需要6.談判者同時(shí)損害對(duì)方和自己的需要生理安全和尋求保障愛(ài)與歸屬獲得尊重自我實(shí)現(xiàn)認(rèn)識(shí)和理解美需要層次和途徑尼爾倫伯格：談判需要理論國(guó)家間組織間個(gè)人間2.談判者順從對(duì)方53Outline1.TypesofBusinessNegotiation2.6CsPrinciplesofBusinessCommunication2.PrinciplesofBusinessNegotiation3.MiniNegotiationOutline1.TypesofBusinessNeg541.TypesofBusinessNegotiationContents:(1)SalesofGoods/ServicesThegoalofthenegotiatorsistoprovide/ductqualityquantitypackingpriceshippingquotationofferandcounterofferinsurancepaymentclaimandarbitrationetc.1.TypesofBusinessNegotiatio551.TypesofBusinessNegotiation(2)InvestmentNegotiationJointventurePreliminaryinvestigation,pre-negotiation,negotiationandimplementationTherightsandobligationsofeachparty,therespectivecontributionofcapital,technology,expertiseandothersources.Managementofthejointventure,:decision-makingstructure,itspolicyforepersonnelmanagementandtheconditionsforitstermination(終端）Thedomesticandexportpricingofthefutureproductsforsale.1.TypesofBusinessNegotiatio561.TypesofBusinessNegotiation(3)TechnologyTmercialtechnologytransferishighlymonopolistic(壟斷專(zhuān)利的）2.asingletechnologycanbetradedmultipletimes,asthetransferdoesnotinvolveownershipbutonlytherighttouse.3.technologytransferdoesnotsimplyfollowthebasicmarketruleofexchange.1.TypesofBusinessNegotiatio571.TypesofBusinessNegotiation(4)服務(wù)貿(mào)易談判(5)原有合同的重新談判(6)索賠談判1.TypesofBusinessNegotiatio581.TypesofBusinessNegotiation二.按談判規(guī)模劃分(1)一對(duì)一談判(2)小組談判(3)大型談判三.按談判對(duì)象所在國(guó)家(1）國(guó)內(nèi)商務(wù)談判(2)涉外商務(wù)談判1.TypesofBusinessNegotiatio591.TypesofBusinessNegotiation四.按談判地點(diǎn)分(1).主場(chǎng)談判(2).客場(chǎng)談判3.中立地點(diǎn)談判五.按談判的交流方式劃分(1).口頭談判(2).書(shū)面談判1.TypesofBusinessNegotiatio606CsPrinciplesofBusinessCommunicationInordertoconveyeffectiveandreadableinformation,6principlesmustbefollowedinbusinesscommunication.1.Clarity2.Correctness3.Conciseness4.Completeness5.Courtesy6.Consideration6CsPrinciplesofBusiness61ClarityClaritymeanstomaketheinformationclearsothatthereadercanunderstandwhatyouaretryingtoconvey.Firstyoushouldbeclear-headedaboutwhatyouraretryingtosay.Second,chooseprecise,concreteandfamiliarwords.Third,organizeeffectivesentencesandparagraphs.Thesuggestedaveragesentencelengthshouldbeabout17or20words.ClarityClaritymeanstomaket62Inaddition,somevisualaidscanbeapplied,including:headings(標(biāo)題）,tabulations（表格）,itemizations（逐條記載）,graphs（圖表，曲線(xiàn)圖）,piecharts（餅狀圖）,underlining（下劃線(xiàn)）,italics（斜體）,indentations（縮進(jìn)）,coloredcapitals.Inaddition,somevisualaids63CorrectnessCorrectnessmeansthewritershouldnotbedistractedbymistakesingrammar,punctuationorspelling.Alloftheinformationinthemessageisaccurate.Formalwriting:scholarlywriting,legaldocuments,top-levelgovernmentagreementsInformalwriting:businesscommunication,short,well-knownandconversational.Errorsoffactshouldbepaidattentiontoo.CorrectnessCorrectnessmeans64ConcisenessConcisenessreferstosaythingsinthefewestpossibleword.Trytokeepyoursentencesshort,avoidunnecessaryrepetitionandeliminateexcessivedetails.Youshouldmakesuretoincludetherelevantinformationonly,sticktothepurposeofthemessage.ConcisenessConcisenessrefers65CompletenessCompletenessmeansyourmessagecontainsalldetailsyouplantoconveytoyourreader.Wheneveryoureplytoanyinquiry,answerallquestions,includingexplicitlystatedandalsoimpliedquestions.CompletenessCompletenessmeans66CourtesyCourtesymeansusingsocialskillstoshowyourrespectforthereader.Ithelpstobuildagoodimagesofyourcompanyanddeepenthebusinessrelationship.

CourtesyCourtesymeansusings67ConsiderationConsiderationmeansthatyouprepareeverymessagewiththereaderinmindandtrytoputyourselfinreader’splace.You-attitudeapproachConsiderationConsiderationme68PrinciplesofBusinessNegotiationPrincipleofCollaborativeNegotiationPrincipleofInterestDistributionPrincipleofTrustinNegotiationPrincipleofDistributive&ComplexNegotiationWin-winPrinciplePrinciplesofBusinessNegotia691.Deterrence-basedtrust:Peopletrustorexpectthattheywillbepublishediftheydoordonotdosomethingbasedonconsistencywithpastbehavior.1.Deterrence-basedtrust:Peop70PrincipleofCollaborativeNegotiationHarvardPrincipledNegotiationThecoreoftheprincipleistoreachasolutionbeneficialtobothpartiesbywayofstressinginterestsandvaluenotbywayofbargaining.Thegoalofcollaborationnegotiationistominimizethedisputesothattheoutcomeismoreconstructivethandestructive.PrincipleofCollaborativeNeg71Collaborativenegotiationconsistsoffourcomponents(PIOC);People–separatethepeoplefromtheproblemInterests–focusoninterestsnotpositionsOptions–inventpotionsformutualgainsCriteria—introduceobjectivecriteriaCollaborativenegotiationcons72SeparatethePeoplefromtheProblemThenegotiators’prejudicePoorimpressionMisledinterpretationThefocusofnegotiationisshiftedfrominterestsandissuesofbothpartiestopersonaldignityandself-respect.Forsituationassuch,collaborativenegotiationdevelopsthreestepsforbothpartiestofollow.SeparatethePeoplefromtheP731.Developempathy:Weputourselvesintheirshoes;Weavoidblamingthemforourproblems;Wehelpthemparticipateintheprocess.2.Manageemotions:Weallowthemtoletoffsteam;Wedonotoverreacttoemotionaloutbursts.1.Developempathy:743.Communicate:Welistenandsummarizewhatwehear;Weavoidtryingtoscorepointsanddebatingthemasopponents;Thebesttimeforhandlingpeopleproblemsisbeforetheybecomepeopleproblems.3.Communicate:75FocusonInterestsNotPositionsPositionWhatyousayyouwantormusthave.Positionsaresymbolicrepresentationsofparticipant’sunderlyingmotivatinginterests.InterestWhyyouwantwhatyouwant.e.g.twosistersdivideanorangeWhateachsisterwantsisherposition,andwhyshewantsitisherinterest.FocusonInterestsNotPositio76Howdoyoudivideanorange?Howdoyoudivideanorange?77有一個(gè)媽媽把一個(gè)橙子給了鄰居的兩個(gè)孩子。這兩個(gè)孩子便討論起來(lái)如何分這個(gè)橙子。兩個(gè)人吵來(lái)吵去，最終達(dá)成了一致意見(jiàn)，由一個(gè)孩子負(fù)責(zé)切橙子，而另一個(gè)孩子選橙子。結(jié)果，這兩個(gè)孩子按照商定的辦法各自取得了一半橙子，高高興興地拿回家去了。第一個(gè)孩子把半個(gè)橙子拿到家，把皮剝掉扔進(jìn)了垃圾桶，把果肉放到果汁機(jī)上打果汁喝。另一個(gè)孩子回到家把果肉挖掉扔進(jìn)了垃圾桶，把橙子皮留下來(lái)磨碎了，混在面粉里烤蛋糕吃。從上面的情形，我們可以看出，雖然兩個(gè)孩子各自拿到了看似公平的一半，然而，他們各自得到的東西卻為物盡其用。這說(shuō)明，他們?cè)谑孪炔⑽醋龊脺贤?，也就是兩個(gè)孩子并沒(méi)有申明各自利益所在。沒(méi)有事先申明價(jià)值導(dǎo)致了雙方盲目追求形式上和立場(chǎng)上的公平，結(jié)果，雙方各自的利益并未在談判中達(dá)到最大化。

有一個(gè)媽媽把一個(gè)橙子給了鄰居的兩個(gè)孩子。這兩個(gè)孩子便討論起來(lái)78Don’tBargainoverPositionsCustomer:Howmuchdoyouwantforthisbrassdish?Shopkeeper:Thatisabeautifulantique,isn’tit?IguessIcouldletitgofor$75Customer:oh,comeon,it’sdented.I’llgiveyou$15.Shopkeeper:Really!Imightconsideraseriousoffer,but$15certainlyisn’tserious.Customer:WellIcouldgoto$20,butIwouldneverpayanythinglike$75.Quotemearealisticprice.Shopkeeper:Youdriveahardbargain,younglady.$60cash,rightnow.Don’tBargainoverPositionsCu79Customer:$25.Shopkeeper:Itcostmeagreatdealmorethanthat.Makemeaseriousoffer.Customer:$37.5.that’sthehighestIwillgo.Shopkeeper:Haveyounoticedtheengravingonthatdish?Nextyearpieceslikethatwillbeworthtwicewhatyoupaytoday.Customer:......Shopkeeper:......Customer:$25.80FocusonInterestsNotPositionsSuccessfulnegotiationsaretheresultofmutualgivingandtakingofinterestsratherthankeepingfirmonone’sownpositions.1.Identifytheself-interests:exploreandrecognizetheinterestsoftheotherpartythatstandinyourway;Examinethedifferentinterestsofdifferentpeopleontheotherside;Respectyourcounterpartsashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.FocusonInterestsNotPositio812.Discusstheinterestswiththeotherparty:Giveyourinterestsavividdescriptionandbespecific;Demonstrateyourunderstandingoftheotherparty’sinterestsandacknowledgethemaspartoftheoverallproblemthatyouaretryingtosolve;Discusstheproblemsbeforeproposingasolution;Directthediscussiontothepresentandfuture.Stayawayfromthedifficultiesofthepast.Beconcretebutflexible;Behardontheproblembutsoftonthepeople.2.Discusstheinterestswith82InventPotionsforMutualGainsMakethecakeofinterestsaslargeaspossiblebeforecuttingitapartsothatbothsidesmaygetwhattheydesire.Obstacles:Prematurejudgment;Searchingforthesingleanswer;TheassumptionofafixedpieThinkingthat“solvingtheirproblemistheirproblem”InventPotionsforMutualGain83IntroduceObjectiveCriteria1.TheGuidelinesforobjectivecriteriaare:Independentofwillsofallparties;Legitimateandpractical;Acceptableforallparties.2.Afairproceduralstandard.e.g.thewaytodivideapieceofcakebetweentwochildren.DoingitinturnsDrawinglotsLookingforanarbitrator(裁判)IntroduceObjectiveCriteria184MiniNegotiationThemanagementofamajortelevisionmanufacturer’swarehouse(倉(cāng)庫(kù)）hasadisputewithemployeesaboutovertimescheduling.Workersdonotwanttobelockedintoaspur-of-the-moment(沖動(dòng)的，未經(jīng)仔細(xì)考慮的)overtimeassignment,yetmanagementneedstobesurethatthewarehousewillbefullystaffed.Pleasehelpbothsidesworkoutasolutionthatsatisfiesthemall.MiniNegotiation85DirectionsDoyouthinktheconflictbetweenthemanagerandtheworkerscanbesolved?Imagineyouarethemanager/workers’representativewhowouldnegotiatewiththeworkers/manager.Howwouldyouprepareyourproposalthatmayleadtoawin-winsolution?Discussyourplanandfindapartnertorole-playthenegotiation.DirectionsDoyouthinktheco86PrincipleofInterestDistribution1.PersonalInterestsVSOrganizationalinterests2.PersonalinterestsVSOrganizational&NationalInterestsPrincipleofInterestDistribu87MiniNegotiationDuringtheColdWar,thedepartmentofAgricultureoftheUnitedStatesconsistentlyrecommendedthattheU.S.DepartmentofDefenseconsistentlyrecommendedagainstit.MiniNegotiationDuringtheCol88Questions1.Ifyouareintheirshoes,doyouthinktheDepartmentofDefenseoftheU.S.didtherightthing?2.WhatprincipledidtheDepartmentofDefensefollow?Questions1.Ifyouareinthei89PrincipleofTrustinNegotiationTrust