International Negotiation.doc

20132014学年第一学期海口经济学院外国语学院2010级英语专业本科国际商务谈判课程（开卷）考查试卷 2013年12月1012日姓名 周军 班级 2班 成绩 考查要求：以“概述国际商务谈判”为题，写一篇2000字以上的文章，综合归纳本学期学习该课程的心得体会。The Art of International NegotiationTime always flies. This semester is going to be end. To be honest, I really got a lot more than the textbook from Professor Yao in the course of International Negotiation. Professor Yao is not only a teacher with abundant knowledge but also a successful negotiator with ample experience. I think my knowledge and ability of international negotiation got promoted obviously. International business negotiations are the archetype of the zero-sum game. One sides gains are directly offset by the other sides losses. Our counterpart is attempting to achieve the maximum concessions while leaving you just enough to keep you interested in the deal. Some business gurus may attempt to interpret this as a win-win situation, but experienced global specialists are a hardened lot. Behind all of the smiles, handshakes, and banquets lurks the reality that both sides are trying to “best” each other. Its an accepted, if unspoken, fact. But how to “best” your counterpart in a negotiation? We need a lot of knowledge and experience of international negotiation; We need know what qualities are demanded for international business negotiation. Besides, how to cultivate these characteristics is also demanded.International Negotiation as a course offers the basic concept, processes, and strategies of negotiation in the context of international business, as well as some other related concepts and rationales in business and cultures. In this course, why to negotiate, what is negotiation, who negotiates and how to negotiate are demonstrated and discussed. As negotiation is an activity in human communication in social life, some cases of successful and unsuccessful negotiations are presented and analyzed, through which the important principles and tactics are proved to be significant and necessary. This course given by Profession Yao basically followed the textbook, but didnt not follow the order completely. Moreover, some other insights from other books and Profession Yaos negotiation experience were presented. So during this course, some more materials wore cited in our class. The specific knowledge we learnt is in the following lists.About the team and members of a negotiation group I got these as follows. Though large teams of global specialists may be assembled for some negotiations, the real interaction takes place between the two chief negotiators. The chief negotiator is responsible for unifying the strategy, tactics and overall style to be used by a particular company. He must exercise a high degree of self-control and keep the team on track under trying circumstances. Not everyone is cut out to be a negotiator, and the demands for international work re more stringent than for domestic work. Negotiators must possess a wide variety of technical, social, communicative, and ethical skills. The job demands not only mental acuity but also a high degree of sympathy with the party on the other side of the negotiating table. There are many reasons to keep the negotiation team as small as possible. And once a team is assembled, it should be used for both overseas and domestic negotiations related to international business.About the styles of the negotiations I got these as follows. Each negotiator and every negotiating team must choose a style that will best serve their goal. The same style will not work in every situation, nor will every situation permit every style. Negotiators and teams must be flexible, able to change style as easily as they change locale. The same style will not work in every situation, nor will every situation permit every style. Negotiators and teams must be flexible, able to change style as easily as they change locale. The same research skills that have been focused outward should now be turned inward, as honest and thorough self-assessment will permit the most appropriate choice of both personal and team styles.Teams must make a conscious effort to maintain a unified front. This can be accomplished through a variety of styles, with specific choices being based on member talent, cultural background, and personality type. A single style can be maintained throughout a single negotiation or turned on and off when required. Though the preservation of unity is the main concern when making a stylistic choice, that unity will flow from member compatibility. When preparing strategy for negotiations, choose the talent first and let those choices dictate the teams eventual style. Also keep in mind that while unity is paramount, the appearance of disunity can be used to accomplish the teams goal as well. Much of the effectiveness of any style will be the impression created upon the opposition. About the strategies and tactics in a negotiation I got these as follows. Once a strategy has been chosen, tactics must be devised to assure that the goals are attained. While many strategy categories can also be used as tactics, they differ in that the latter is usually a temporary measure devised to achieve a specific result. As an example, a negotiator may choose a Pragmatic strategy to acquire 26 percent of a software joint venture but rely on daily tactics that are Technical, Legalistic and Financial in nature.Tactical analysis of counterparts is also very important in choosing ones own maneuvers, and its at the heart of proactive negotiating. Even sellers in the weakest position should avoid having a tactical array thats 100percent reactive. As is true in almost all commercial endeavors, how something is accomplished has a great deal of influence on how much is accomplished. In highly publicized negotiations, the means may actually dictate the ends.During the negotiation, sellers and buyers have the same motive-profit-but opposing means of achieving it. The same can be said of companies looking for capital and those looking to invest. Each side needs the other, although the degree of need varies from project to project. First impressions are a big part of society and business a whole, and theyre even more significant in international business. Starting off“on the wrong foot” seriously damage negotiations before theyve even started. It does not take long to create a good impression and even less time to create a bad one. The following tips can spell the difference between a negotiation success and a lengthy, expensive failure.Cultural biases can be both a weapon to avoid and a shield to hide behind. The dividing line between weapon and shield is that between unfavorable and favorable stereotypes. Negotiators must learn to use their counterparts biases to achieve the most favorable result.At the end of the negotiation, the difference between a successful negotiator and a failure is the ability to close a deal when it has reached its maximum level of distributing “enough”among all participants. Its not that unusual for one side to achieve all of its goals relatively early in the discussions. In other cases, experienced negotiators will“front load”the agenda with their main needs so that they dont waste time on lengthy discussions that end in deadlock. Visitors with travel budget concerns do this quite often. In either case, closing the deal at this early stage leaves counterparts with many unresolved issues and may reveal the closers true motives. Because of this, the deal is best closed when the agenda has been exhausted.How Much Do I Know about International Business Negotiation? With the advent of economic globalization, international economic and trading contacts are continuously increasing and negotiation has become an essential part of business activities. International business negotiation is not only communication and cooperation in economic field, but also exchanges and communication between different cultures. Corporations and units are faced with more and more business negotiations after our accession to the WTO.International business negotiation is actions and process performed by the parties who strive for reaching consensus through information exchange and consultation in order to meet respective needs. The main negotiation parties belong to two or more countries or regions. The negotiators represented the interests of different countries or regions. At the same time, international business negotiation is cross cultural. Negotiators from different countries or regions possess different cultural backgrounds, values, ways of thinking, behaviors, communication modes, languages and customs, which will directly determine whether the international business negotiation is successful.What characteristics do we need to be one of eligible members of international negotiation? According to the text book, shrewdness heads the list for desirable characteristics. Patience is an indispensable attribute. Because negotiations are concerned with each sides getting the other to change positions, the negotiator must be highly adaptable. Besides, Physical fitness, endurance, and a reasonably abstemious nature are highly desirable, and bankable, attributes in a negotiator. In addition, A competent negotiator is gregarious by disposition and excels in social settings. Just as many deals are mad across the dinner table as are made across the conference table. The ability to hold a good, off-business-topic conversation with a counterpart, even in translation, will only advance the negotiators position. Concessions must be extracted from adversaries but theyre given by friends. International business can make substantial demands on its practitioners. International business can make substantial demands on its practitioners. Time zone changes, language problems, and legal wrangling can all be major distractions from the goals set for the in the strategy. So, the negotiator must be able to maintain the teams(and his own) focus at all times. People who can communicate their ideas or understand those put for the by counterparts are of little use around the negotiating table. Good negotiator must be practiced listeners as well as articulate speakers. Finally, Negotiating can be a very stressful affair, and there will be moments when it hardly seems worth the effort, A good negotiator must be equipped with a highly developed sense of humor in order to weather persistent storms.Though those characteristics above are decrypted as chief negotiators necessary qualities in our textbook. I think these characteristics are also demanded by every negotiator if he want to be a successful one. Of course, these characteristics cannot represent all demands for negotiators. Professor Yao told us the most important thing to be an international negotiator in his idea is the English level. Many people overlook this point. But it is really the most fundamental point. If you cant speak English fluently with others, you cant be an eligible international negotiator even if you possess all of these characteristics above. Besides, the knowledge of international business and finance is also needed. The skills and abilities of language and communication are all at the service of business activities. As an international business negotiator, one should also realize the influence of cultural differences on the negotiation and the differences on ways of thinking, negotiating methods and style. One should also overcome the cultural barrier in international business negotiation and take relevant countermeasures.How do we cultivate ourselves to possess these abilities and characteristics? Personally, the first and most important thing is keeping learning even if we have leave college. Keep reading books and remember English words are basic step to improve ourselves. Then, create more chances for ourselves to communicate with those who have abundant knowledge and experience. Learn from your predecessors and overcome those shortcomings. Mastering the ability and characteristics of international negotiation need accumulation of time and experience. We should apply the theory into practice consisten