《国际商务谈判》罗伊列维奇原版课件第十二章

CHAPTER12,ManagingNegotiationMismatches,Introduction:,Inthischapter,webeginbydiscussionhowtomanagethesocialcontractandshadownegotiation.Next,weturntoadiscussionofhowtorespondtotheotherpartysharddistributiontactics,whichisfollowedbyadiscussionoftheoptionsavailabletonegotiatorswhoarefacedwithanotherpartywhoismorepowerful.Wethendiscusspossibletacticstousewithgenerallydifficultnegotiators,examinehowtorespondtoultimatums,andconcludethechapterwithadiscussofhowtomanagedifficultconversations.,Thetitles:,ManagingtheShadowNegotiationandSocialContractRespondingtotheOtherSidesHardDistributiveTacticsRespondingWhentheOtherSideHasMorePowerTheSpecialProblemsofHandingUltimatumsRespondingWhentheOtherSideIsBeingDifficult,1ManagingtheShadowNegotiationandSocialContract,Theshadownegotiationoccursinparallelwiththesubstantivenegotiationandisconcernedwithhowthenegotiationwillproceed.Whowillhaveinfluenceandpower?Whatisacceptablebehavior?Whoisincludedorexcludedfromthediscussion?Frequentlythesemattersarenotdecidedintheopenbutoccur“intheshadows”.Theresultofthisongoingshadownegotiationisasocialcontractregardinghowthenegotiationwillproceed,whohasinfluenceandpower,andwhattheboundariesofthenegotiationare.,KolbandWilliams(2001)suggestthatnegotiatorsignoreshadownegotiationsattheirperilbecausetheunaddressedshadownegotiationcanleadtonegotiationsthatare“blockedorstalledunderminedbyhiddenassumptions,unrealisticexpectations,orpersonalhistories”.Theyidentifythreestrategicleversavailabletohelppeoplenavigatetheshadownegotiation:powermoves,processmoves,andappreciatemoves,powermovesPowermovearedesignedtobringreluctantbargainersbacktothetable.Therearethreekindsofpowermoves:incentives,pressuretactics,andtheuseofallies.ProcessmovesProcessmovesaredesignedtoalterthenegotiationprocessitselfthroughadjustmentstotheagenda,sequencing,decisionrules,andthelike.,AppreciatemovesAppreciatemovesaredesignedtobreakcyclesofcontentiousnessthatmayhaveledtodeterioratingcommunication,acrimony,orevensilence.,2RespondingtotheOtherSidesHardDistributiveTactics,Byhardtacticswemeanthedistributivetacticsthattheotherpartyusesinanegotiationtoputpressureonnegotiatorstodosomethingthatisnotintheirbestinterest.Asapartymanaginganegotiationmismatch,youcanrespondtothesetacticsinthefollowingways:Callthemonit,Ignorethem,Respondinkind,Offertochangetomoreproductivemethods.,3RespondingWhentheOtherSideHasMorePower,Whendealingwithapartywithmorepower,negotiatorshaveatleastfouralternative.Theycan:ProtectthemselvesCultivatetheirbestalternativetoanegotiatedagreement(BATNA)Formulatea“tripwirealertsystem”Correctthepowerimbalance,4TheSpecialProblemsofHandingUltimatums,Anultimatumsisanattempt“toinducecomplianceorforceconcessionsfromapresumablyrecalcitrantopponent”.Ultimatumstypicallyhavethreecomponents:(1)ademand(2)anattempttocreateasenseofurgency(3)athreatofpunishmentifcompliancedosenotoccurRobinson(1995)hasdevelopedonepossibleresponsetoultimatums,whichhecallsthe“farpointgambit”.Thesuccessoftheresponsehangsontheabilitytosay“yes,but”toanultimatum.,Robinsonadvisethatthefarpointgambitonlybeusedwhenallthreeofthefollowingconditionsexist:Whentheinitiatorisperceivedasbehavingunethicallyandignoresappealstoreason.Whentherespondentistrulyinterestedinthebasicbutneedsmoretimetoconsiderit.Whenthereareissuecentraltothedealthatgenuinelyneedclarification.,5RespondingWhentheOtherSideIsBeingDifficult,Whentheothersidepresentsapatternofcleardifficultbehavior,twopossibilitiesexist:intheonehand,itispossiblethatthenegotiatordoesnotknowanyotherwaytonegotiate,butmightberesponsivetosuggestionsforchanginghisorherbehavior.Ontheotherhand,itmaybethattheotherpartyhasadifficultpersonalityandherbehaviorisconsistentwithinandoutsidethenegotiationcontext.Ury(1991),suggestabroadbasedapproachthatmaybeusedwithanyotherpartywhoisbeingdifficult.,UrysBreakthroughApproach:step1:DontreactGotothebalconystep2:DisarmthemSteptotheirsidestep3:ChangethegameDontreject,Reframestep4:MakeiteasytosayyesBuildthemagoldenbridgestep5:MakeithardtosaynoBringthemtotheirsense,nottheirknees.,Respondingtodifficultpeople:Itispossibletocopewithinvariablydifficultpeoplecontendingwiththeirbehavioronequalbehavioraltermasopposedtogivingintothem,acceptingtheirbehavior,orgettingthemtochangetheirvalues,beliefs,orattitudes.Inshort,negotiatorsmusteffectivelycounterbalancethepotentialpowerthesebehaviorgivetothosewhousethem.,Havingconversationwithdifficultpeople:thereareatleastthreethingsthatpeoplecandooncetheyhaveanawarenessoftheirlikelyresponsetoanupcomingdifficultconversation:Theycanvisualizeintheirmindhowtheconversationwillunfold.ThepersoncanpracticetheupcomingdifficultconversationwithaneutralpartyThethirdpartythatcandoneduringpreparationistoconstructateamthathasawidevarietyofstrengthsandweaknesswhendealingwithdifficultothers.,Managingdifficultconversations:ClarityItmeanstouselanguagethatisaspreciseaspossiblewhen