国际商务谈判.doc

1. Why negotiation occurs?(3)(1) to agree on how to share or divide a limited resource, such as land, property, time(2) to create sth new that neither party could do on his or her own(3) to resolve a problem or dispute between the parties2. Levels of conflict (4)(1) intrapersonal or intrapsychic conflict内心冲突 (2) interpersonal conflict人际冲突(3) intragroup conflict组内冲突 (4) intergroup conflict组织间冲突73. Tactics for closing a deal(1) provide alternatives (2) assume the close (3) split the difference (4) exploding offers (5) sweeteners好处4. dealing with Typical hardball tactics（good cop/bad cop lowball/highball bogey）(1)ignore them (2)discuss them (3)respond in kind (4)co-opt the other party指派5. Explore different ways to logroll互相捧场(1) explore differences in risk preference (2)explore differences in expectations (3)time preferences6. the types of循环协议 the agreement circumplex(1) compromise (2) logroll (3) modify (4) expand (5) bridge (6) cost cutting superordinate compensate7. The types of goals common goal shared goal joint goal8. Cognitive Biases in Negotiation Irrational Escalation of Commitment. Mythical Fixed-Pie Belief.Anchoring and Adjustment Issue Framing and RiskAvailability of Information. The Winners Curse . Overconfidence. The Law of Small Numbers . self-serving biases. Endowment EffectIgnoring Others Cognitions . Reactive Devaluation. 9. Types of Frames (1) Substantivewhat the conflict about. (2) Outcomea partys predisposition to achieving a specific result or outcome. (3) Aspirationa predisposition toward satisfying a broader set of interest or needs. (4) Process how the parties will go about resolving their dispute. (5) Identify how the parties define “who they are”. (6) Characterizationhow the parties define the other parties. (7) Loss-gainhow the parties define the risk or reward10. Distinction between moods and emotions characteristics: specificity, intensity, duration(持续)11In order to understand negotiation better, there are 3 notesuse of language use of nonverbal communication selection of a communication channel. 12. What is included in social accounts? explanations of mitigating circumstances explanations of exonerating circumstances reframing explanation13. What are the techniques to improve communicationthe use of questions listening role reversal14. Types of power expert power reward power coercive power legitimate power referent power informational power personal power position-based power relationship-based power contextual power15. When you are less powerful, how to deal never do an all-or-nothing deal make the other party smaller make yourself bigger build momentum through doing deals in sequence use the power of competition to leverage power constrain yourself good information is always a source of power ask lots of questions to gain more information do what you can to manage the process16. Resource control(1) Money (2) Supplies (3) Human capital (4) Time (5) Equipment (6) Critical services(7) Interpersonal support17. Four theories of ethics end-result ethics duty ethics social contract ethics personalistic ethics18. HowCanNegotiatorsDealwiththeOtherPartysUseofDeception?Askingprobingquestions Forcetheotherpartytolieorbackoff “Call”thetacticDiscusswhatyouseeandoffertohelptheotherpartychangetomorehonestbehaviorsRespondinkind Ignorethetacticphrasequestionsindifferentways testtheotherparty19. Why the distributive bargaining might never end? 195 parties may defer negotiations over tough issues in order to star on the right foot attempting to anticipate the future and negotiate everything up front is often impossible issues on which parties truly disagree may never go away20. Whyreputationisimportant? Reputations are perceived and highly subjective in nature. An individual can have a number of different, even conflicting, reputations because shy act quite differently in different situations. Reputations are shaped by past behavior.Reputations are also influenced by an individuals personal characteristics and accomplishments. Reputations develop over time; once developed, they are hard to change. Others reputations can shape emotional states as well as their expectations. Negative reputations are difficult to “repair”.21. What the chair can do to help? Move the group toward selecting one or more of the options. Shape and draft the tentative agreement. Discuss whatever implementation and follow-up or next steps need to occur. Thank the group for their participation, their hard work, and their efforts. Organize and facilitate the postmortem. 22. Environmental context political legal pluralism international economics foreign government control and bureaucracy instability ideology culture external stakeholders23. Hofstedes model of cultural dimensions individualism/collectivism power distance career success/quality of life uncertainty avoidance 24. Schwartzs 10 cultural values (2 bipolar) openness to change/conservatism self-transcendence/self-enhancement三. 名词解释1. Conflict: and includes “the perceived divergence of interest, or a belief that the parties current aspirations cannot be achieved simultaneously.” Conflict results from “the interaction of interdependent people who perceived incompatible goals and interference from each other in achieving those goals.”2. Perception: Many things influence how a person understands and assigns meaning to messages and events, including the perceivers current state of mind, role, and comprehension of earlier communications. 3. Power: There 2 perspectives on power: power over (distributive bargaining): power used to dominate and control the other. Power with (integrative negotiation): power used to work together with the other. 4. Reputation: Your reputation is how other people remember their past experience with you. Is a “perceptual identity, reflective of the combination of salient personal characteristics and accomplishments, demonstrated behavior and intended images preserved over time, as observed directly and/or as reported from secondary sources.”5. Multiparty negotiation: We define a multiparty negotiation as one in which more than 2 parties are working together to achieve a collective objective. 6. Negotiation: a form of decision making in which two or more parties talk with one another in an effort to resolve their opposing interests7. Ethics: are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards. 8. Frame: is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.Framing: About focusing, shaping, and organizing the world around us - making sense of a complex reality and defining it in terms that are meaningful to us.9. Trust: an individuals belief in and willingness to act in the words, actions and decisions of another.四. 简答题1. How people communicate in negotiation?use of language语言: pay attention to the use of polarized language, the conveyance of verbal immediacy, the degree of language intensity, the degree of lexical diversity, the extent of a high-power language style. use of nonverbal communication 非语言: make eye contact(Changes of pupil, Movements of eyeball, Gazing), adjust body position(Ones body position indicates whether or not he is paying attention to the other party), nonverbally encourage or discourage what the other says.selection of a communication channel. 2. What are the special communication considerations at the close of negotiations? 结尾阶段应注意什么问题? As negotiators move toward a close with agreement in sight, negotiators must attend to 2 key aspects of communication and negotiation simultaneously: the avoidance of fatal mistakes and the achievement of satisfactory closure in a constructive manner. 3. Five different sources of power? 五种权力来源French and Raven indentified 5 major types: expert power, reward power, coercive power, legitimate power, referent power. Informational sources of power, personal sources of power, power based on position in an organization, relationship-based sources of power, and contextual sources of power. 4. Why use deceptive tactics? Motives and consequences 用欺骗策略的原因, 动机和结果. The power motive: The purpose of using ethically ambiguous negotiating tactics is to increase the negotiators power in the bargaining environment. Try to get more useful information as well as make full use of good information. Provide inaccurate information to others. Other motives to behave unethically: Negotiators are more likely to see ethically ambiguous tactics as appropriate if they anticipate that the others expected motivation would be more competitive五. 论述1. Integrative negotiation 整合式谈判, 特征, 人员要求. 特征: in integrative negotiation, negotiators can look for win-win solutions it is cooperative, collaborative, mutual gains, or problem solving resource distribution the goals of the parties in integrative negotiation are not mutually exclusive人员要求: focus on commonalties rather than differences. attempt to address needs and interests, not positions. commit to meeting the needs of all involved parties. exchange information and ideas. invent options for mutual gain. use objective criteria for standards of performance. 2. What should be done in planning?The foundation for success in negotiation is not in the game playing or the dramatics. The dominant force for success in negotiation is in the planning that takes place prior to the dialogue. Effective planning also requires hard work on the following points: defining the issues: this step itself usually begins with an analysis of what is to be discussed in the negotiation. assembling issues and defining the bargaining mix defining interests.defining resistance points. A resistance point is the place where you decide that you should absolutely stop the negotiation rather than continue, because any settlement beyond this point is not minimally acceptable. defining alternatives. BATNA. Alternatives are other agreements negotiators could achieve and still meet their needs. defining ones own objectives (targets) and opening bids (where to start). assessing constituents and the social context in which the negotiation will occur. analyzing the other party. planning the issue presentation and defense defining protocolwhere and when the negotiation will occur, who will be there, what the agenda will be, and so on.3. What is the influence of culture on negotiation: managerial perspectives?Cultural differences have been suggested to influence negotiation in 10 different waysdefinition of negotiation: the fundamental definition of negotiation, what is negotiable, and what occurs when we negotiate can differ greatly across cultures. negotiation opportunity: culture influences the way negotiators perceive an opportunity as distributive versus integrative. selection of negotiators: the criteria used to select who will participate in a negotiation is different across cultures. protocol拟定： cultures differ in the degree to which protocol, or the formality of the relations between the two negotiating parties, is munication: cultures influence how people communicate, both verbally and nonverbally.time sensitivity: cultures largely determine what time means and how it affects negotiations. risk propensity倾向: cultures vary in the extent to which they are willing to take risks. groups versus individuals: cultures differ according to whether they emphasize the individual or the group. nature of agreements: cultures has effect both on concluding agreements and on what form the negotiated agreement takes emotionalism: culture appears to influence the extent to which negotiators display emotions.4, the relationship between culture and negotiation Culture as learned behavior culture as shared value culture as dialectic culture in contextThe relationship between Business Negotiation and Culture Culture refers to the transmission through social relations with each other and thus be acceptable to all the behavioral characteristics and values. It includes knowledge, beliefs, art, morality, laws, customs and so on. In respect of international business negotiations, it is a means in different countries and regions, business parties, to meet their own needs, through information exchange and consultation towards the end, the needs of the various negotiating parties to be reconciled with each other, so close to each other to reach a consensus process. Culture not only affects cross-cultural negotiators negotiations, and the negotiating parties in the cultural inconsistencies also affect the negotiation process and the final result. Language, beliefs, habits, values, codes of conduct, ethical standards of the psychological as well as the negotiation has a great difference. These aspects are important factors affect the negotiations. When the two sides to conduct cross-cultural negotiations, both sides regard the culture of their own placed the negotiating table. In this process, culture often a subtle way to influence peoples attitude towards the negotiation and negotiation behavior. 六. 词义辨析1. Value claiming VS value creationValue claiming, to do whatever is necessary to claim the reward, gain the lions share, or gain the largest piece possible. It is the purpose of distributive bargaining (win-lose strategies and tactics). Value creation is to find a way for all parties to meet their objectives, either by identifying more resources or finding unique ways to share and coordinate the use of existing resources. It is the purpose of integrative negotiation (win-win strategies and tactics). 2. Strategy VS tacticsStrategy is the pattern of plan that integrates an organizations major targets, policies, and action sequences into a cohesive whole. One major difference is