国际商务谈判(第8章).ppt

InternationalBusinessNegotiation,PartIIIArts,Artsofnegotiation,Chapter8:PsychologicalfundamentalsChapter9:CommunicationskillsChapter10:Globalnegotiation,Chapter8Psychologicalfundamentals,Chapter8Psychologyofnegotiation,NegotiatingPowerPersonalityandNegotiationstylesPsychologicalfrustrationinanegotiationTraitsleadingtoasuccessfulnegotiation,NegotiatingPowerandRelatedFactors,MotivationDependenceSubstitutes,Motivation,Desiresandincentivesforgaininginterestsandstakes.Asmotivation,Aspower.Motivationcanbestimulatedby:Offeringinducementstotheotherpartyortotheotherssupporters;Demonstratingattractivenessoftheoptions;Gettingexternalthirdpartiestoendorseyourinducements;Placingatimelimitontheavailabilityofyouroffer.,Dependence,Aconstantandregularneedthatsomeonehasforsomethinginordertobeabletosurviveoroperateproperly.Adependenceontheotherparty,AspowerHowtoincreasetheothersdependenceonourselves?Reducing,delayingorwithholdingservicesorresourcesBlockingtheotherpartysabilitytoworkontheirownIsolatingtheotherpartyConvincingtheotherpartytogiveup,Substitutes,Alternativesonepartycanexploreinsteadofthethingsandmoveonepartytakestoreduceitsdependenceontheotherparty.Assubstitute,Aspower.Oneschancesofgainingsubstitutesincreaseinthecaseof:Havingalternativestoallowoperatingwithouttheotherparty;beingabletoabsorbtheescalatingcostofconflict;Beingabletouseexpertcounseltogainaccesstoalternatives.,InterpersonalConflictHandlingStyles:,PersonalityandNegotiationStyle,AvoidingStyleUnassertiveanduncooperativeForcingStyleAssertiveanduncooperativeAccommodatingStyleUnassertiveandcooperativeCollaboratingStyleAssertiveandcooperativeCompromisingStyleIntermediatelevelofassertiveandcooperativebehaviors,ACmodel,cooperativeness,Assertiveness,Low,High,High,compromising,Avoiding,Forcing,Collaborating,Accommodating,Med,Low,Med,PersonalstylesVSNegotiationmodes(I),PersonalstylesVSNegotiationmodes(II),PersonalstylesVSNegotiationmodes(III),PersonalstylesVSNegotiationmodes(IV),PersonalstylesVSNegotiationmodes(V),WhenShouldtheForcingStyleBeUsedtoHandleInterpersonalConflicts?,EmergenciesrequiringquickactionUnpopularactionsmustbetakenforlong-termorganizationaleffectivenessandsurvivalSelf-protectiveactionisneeded,WhenShouldtheCollaboratingStyleBeUsedtoHandleInterpersonalConflicts?,HighlevelofcooperationisneededSufficientparityexistsinpowerofconflictingpartiesPotentialformutualbenefits,especiallyoverlongrunSufficientorganizationalsupporttotakethetimeandenergyforcollaboration,WhenShouldtheCompromisingStyleBeUsedtoHandleInterpersonalConflicts?,Agreementenableseachpartytobebetteroff,oratleastnotworseoff,thanwithoutanagreementAchievingatotalwinwinagreementisnotpossibleConflictinggoalsblockagreementononepersonsproposal,WhenShouldtheAvoidingStyleBeUsedtoHandleInterpersonalConflicts?,TheissueisofminororpassingimportanceInsufficientinformationtoeffectivelydealwiththeconflictLowpowerrelativetotheotherpartyOtherscanmoreeffectivelyresolvetheconflict,WhenShouldtheAccommodatingStyleBeUsedtoHandleInterpersonalConflicts?,NeedtodefuseapotentiallyexplosiveemotionalconflictsituationShort-runneedtokeepharmonyandavoiddisruptionConflictisprimarilybasedonpersonalityandcannotbeeasilyresolved,PsychologicalFrustration,Astateofbeingdisappointed,anxious,nervous,defeated,andresentfulduetothefailureofachievingthegoal.Asenseofsubjectiveperspective,sometimesnotbeingdefeatedinfact.Causedby:Knowledge,experiences,ability,EQandIQ.Target,complexityofthecircumstances.,FrustrationInventory,Whohasexperiencedafrustration(problem,issue,scrape,misunderstanding,etc)inthelastmonth?Howdidyourespond?Whatwasyour“frustrationresponsivestrategy?”,ResponsiveOptionstoFrustration,AvoidanceCapitulationStubbornAttackingRestlessColdan