原则式谈判Principled Negotiation

1、原则式谈判principled negotiation4由哈佛大学罗杰费舍尔（Roger Fisher）和威廉 尤里（William Ury）提出，是一种基于双赢、聚焦利益的合作式谈判方法。又称为“双赢式谈判”或“合作式谈判”。这种谈判主要有四个原则：原则一：人与问题分离原则一：人与问题分离4将要解决的问题与牵涉到的人分开，不受相关人员立场、态度和情绪影响： 1、理解对手对问题的认知 换位思考， 站在对方的立场看待问题 挑战对方对问题的认识。 提出符合对方价值标准而非对方认知的建议 2、观察情绪 承认情绪的客观存在和合情合理； 不受对方情绪的影响，将情绪解读为针对问题3、有效沟通认真倾听并提问

2、发言让对方理解自己原则二：聚焦利益而非立场原则二：聚焦利益而非立场4立场是对方提出的要求。4利益是对方提出该要求的内在原因。聚焦利益而非立场原则要点： 1、任何问题的背后都存在多重利益，谈判应聚焦于找到这些利益。 2、解决办法并不一定要求以共同利益为基础（橙子与橙皮） 例：埃以戴维营协议 古巴导弹危机 3、确定利益所在：对双方利益了解的越清楚，越容易找到持久和双方都满意的解决办法。原则三：寻找满足双方利益的原则三：寻找满足双方利益的解决办法解决办法1、在确定何种选择最佳之前，找到尽量多的各种选择。2、否则，好的办法可能永远也没有机会被讨论，因为人们会忙于争吵第一个办法。原则四、找到客观标准原则

3、四、找到客观标准 选择一个或多个好的方案 (记住你可以有多个方案),有赖于对双方都认可的解决问题的公平标准的确定 。这种客观标准来自于： 1、各方已经找到的利益，尤其是共同的利益。2、将问题置于客观标准的框架内，唯标准是从，屈服于标准而非压力。Personal Barriers to Effective Negotiation4In the best situations, people still have difficulty when dealing with conflict. We are human. But there are three things that are very

4、 destructive to a collaborative negotiation process. It is important for us to consider the extent to which these factors - defensiveness, hidden agendas, and negative influence tactics - may derail our process.Defensiveness4The kinds of behaviors that can cause defensiveness are: criticizing someon

5、e acting indifferent toward someone being contemptuous of someone or acting superior to them ignoring them condescending to themDefensive Reactions: counter-attack stonewalling, or avoiding discussion becoming passive aggressive becoming less open with information listening less to the other assumin

6、g the worst about everyone involvedHidden Agendas4Hidden agendas are desires for outcomes or actions that you want to keep from the group. Your actions are motivated by these agendas, but you dont want others to know that. Hidden agendas are often caused by a concern about ones image or ones role or

7、 power in the group.Negative Influence Tactics talking over someone else dominating the conversation or holding the floor semantic boxing (arguing over terms rather than the issue) being overly ambiguous withdrawing from the conversation being very pessimistic threatening othersPre-Negotiation Prepa

8、ration4Describe the Problem you define? they define? assumptions?4Identify Interests your interests? their interests? assumptions?Negotiation4clarify the problem4explore interests4brainstorm4establish criteria4select optionsClarify the Problem your description their description if your descriptions

9、are not the same? commonalities? if not, importance to the parties? logical reason to address one issue first? Construct an agenda for dealing with multiple issues.Explore Interests Present Interests State interests clearly Clarify interests Summarize Interests Draw Attention to Common InterestsInvent Options for Mutual Gain (Brainstorm) Present the idea of brainstorming (generate ideas without evaluation) Generate Ideas Clarify Ideas Summarize Options Generated Get Agreement on the List of OptionsEstablish Criteria Explicitly State Criteria Clarify Criteria P