第12章　谈判的最佳实践

EssentialsofNegotiationPart04:SummaryandBestPracticesChapter12:BestPracticesinNegotiation©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.TenBestPracticesforNegotiatorsBeprepared.Diagnosethefundamentalstructureofthenegotiation.IdentifyandworktheBATNA.Bewillingtowalkaway.Masterthekeyparadoxes.Claimingvs.creatingvalue.Stickingtoyourprinciplesvs.goingwiththeflow.Stickingtoyourstrategyvs.pursuingoptions.Beingtoohonestvs.beingtooclosed.Beingtootrustingvs.beingtoodistrusting.Remembertheintangibles.ActivelymanagecoalitionsSavorandprotectyourreputation.Rememberthatrationalityandfairnessarerelative.Continuetolearnfromyourexperience.2BePreparedPreparationcannotbeoveremphasizedandleadstoseveraladvantages.UnderstandingyourowninterestsandBATNA.Analyzingtheotherparty’sofferseffectivelyandefficiently.Understandingthenuancesoftheconcession-makingprocess.Allowingyoutheabilitytoachieveyour

negotiationgoals.Preparationshouldoccurbeforethenegotiationbegins.Understandyourown

goalsandinterestsandarticulatethemskillfully.Understandtheotherparty’scommunicationandneeds.Goodpreparationmeanssettinghighbutachievableoutcomeaspirations.Planyouropeningstatementsandpositionscarefully.Over-planningisnotagooduseofpreparationtime.Preparebyunderstandingyourownstrengthsand

weaknesses,yourneedsandinterests,thesituation,andtheotherpartythenadjustpromptlyandeffectivelyasthenegotiationproceeds.3DiagnosetheFundamentalStructureoftheNegotiationAssesswhetheryouareinadistributiveoranintegrativenegotiation.Chooseyourstrategiesandtacticsaccordingly,asusingmismatchedstrategiesandtacticsleadstosuboptimaloutcomes.Thisleavesmoneyandopportunityonthenegotiatingtable.Remember,negotiationsconsistofablendofintegrativeanddistributiveelementsandphases.Becarefulwhentransitioningbetweenphasesasmisstepscanleadtoconfusionorimpasse.Attimes,accommodation,avoidance,andcompromisemaybeappropriatestrategies.4IdentifyandWorktheBATNAThebestalternativetoanegotiated

agreement(BATNA)isespeciallyimportantasthisislikelytheoutcomeshouldagreementnotbereached.KnowwhatyourBATNAisrelativetoapossibleagreementandconsciouslyworktoimprovetheBATNA,andimprovethedeal.WithoutastrongBATNAyoumayfinditdifficulttoachieveagoodagreement.Theotherpartymaytrytopushyouaggressively,andyoumaybeforcedtoacceptanunsatisfyingagreement.Youneedtobeawareoftheother’sBATNAandidentify

howitcomparestowhatyouareoffering.Monitorittoretainyourcompetitive

advantage.RemindtheothernegotiatorhowyourofferrelatestotheirBATNA.Subtlysuggesttheother’sBATNAmaynotbeasstrongastheythink.5BeWillingtoWalkAwayThegoalofnegotiationisavaluedoutcome,notjust‘anagreement’Strongnegotiatorsarewillingtowalkawayifthefollowinghappens.Noagreementisbetterthanapooragreement.Whentheprocessissooffensivethat

thedealisn’tworththework.Whentheydon’ttrusttheotherpartytofollowthrough.Negotiatorscanfocusonanagreementandlosesightoftherealgoal,whichisagoodoutcome.Compareprogresswithtargetssetinplanning.ComparewithyourwalkawaypointandBATNA.Continuetocompareprogressandbewillingtowalkaway.EvenwithoutagoodBATNA,youshouldhaveaclearwalkawaypointinmindwhereyouwillhaltnegotiations.6MastertheKeyParadoxesofNegotiationNegotiationembodiesasetofparadoxesandstrongnegotiatorsstriveforbalancewhenfacingthesechallenges.Claimingvalueversuscreatingvalue.Stickingbyyourprinciplesversusbeingresilientenoughtogowiththeflow.Stickingwithyourstrategyversusopportunisticpursuitofnewoptions.Beingtoohonestandopenversusbeingtooclosedandopaque.Beingtootrustingversusbeingtoodistrusting.Thereisanaturaltensioninchoosingoneofthealternativesinaparadox.Thebestapproachistoattempttostrikeabalance.7ClaimingValueversusCreatingValueAllnegotiationshaveavalue-claiming

stage,andmanyalsohaveavalue-creation

stage.Theskillsandstrategiesappropriatetoeachstagearequitedifferent.Ingeneralterms,distributiveskillsareusefulinthevalue-claimingstageandintegrativeskillsareusefulinvaluecreation.Typically,thevaluecreationstageprecedesthevalueclaimingstage.Achallengeistobalanceemphasisonthetwostagesandthetransitionbetweenthem.Onewaytomanagethetransitionistopubliclylabelit.Managingthisparadoxwilllikelyrequireanoveremphasisondiscussingthevaluecreationdynamicsearlyintheprocess.8StickingbyYourPrinciplesversusBeingResilientEnoughtoGowiththeFlowNegotiationpaceandflowcanchange,oftencreatingasecondparadox.Effectivenegotiationrequiresflexiblethinking.Ontheotherhand,youshouldnoteasilyabandonyourcoreprinciples.Effectivenegotiatorsarethoughtfulaboutthedistinctionbetween:Issuesofprinciplewherefirmnessisessential,Andissueswherecompromiseisaroutetoanacceptableoutcome.9StickingwithYourStrategyversusOpportunisticallyPursuingNewOptionsNewinformationfrequentlycomestolightduringanegotiation.Managetheparadoxbetweenstickingwithyourpreparedstrategyandpursuinganewopportunitythatarisesduringtheprocess.Thisisachallengingparadoxbecausenew“opportunities”maybeTrojanhorsesharboringunpleasantsurprises.Thechallengefornegotiatorsistodistinguishphantomopportunitiesfromrealones—itcomeswithexperience.Strongpreparationiscriticaltobeingabletomanagethe“stay-with-the-current-strategyversusopportunismparadox.Wellpreparednegotiatorswhounderstandthecircumstancesarewellpositionedtomakethisjudgmentandlistentoyourintuition.Ifadealdoesn’tfeelright,itisprobablynotaviableoption.10BeingTooHonestandOpenversusBeingTooClosedandOpaqueThedilemmaofhonesty:

HowopenandhonestshouldIbe?Negotiatorswhoarecompletelyopenriskbeingtakenadvantageof.Negotiatorswhoareclosedgainanegativereputationusinganineffectivestrategy.Thechallengeisdecidinghowmuchinformationtorevealorconceal.Rememberthatnegotiationisanongoingprocess.Positiveprogressbuildstrustandcomfortrevealinginformation.Remember,someinformationthatshouldprobablynotberevealed.Suchasyourbottomlineinadistributivenegotiation.11BeingTooTrustingversusBeingTooDistrustingThedilemmaoftrust:HowmuchcanItrustwhattheotherpartytellsme?Ifyoubelieveeverythingtheotherpartytellsyou,youarevulnerable.Ontheotherhand,ifyoubelievenothing,thereisnoagreement.Rememberthatnegotiationisaprocessthatevolvesovertime.Buildtrustbybeinghonestandsharinginformationwiththeotherside.Thismayleadtoreciprocaltrustandcredibledisclosurebytheother.Moreover,thereareindividualdifferencesintrust.Somenegotiatorsaremoretrustingthanothers.Thereisnorightorwrongapproachtomanagingthisdilemma.Strongnegotiatorsareawareandconsciouslymonitorhowtheyaremanagingthischallenge.12RemembertheIntangiblesIntangiblesfrequentlyaffectnegotiationinanegative

way,andoftenoperateoutsideofawareness.Thebestwayto

identifytheexistenceofintangiblefactorsistotrytoseewhatisnottransparentlythere.Oftennegotiatorsdo

notlearnwhatintangiblefactorsareinfluencingtheothernegotiatorunlesstheotherchooses

todisclosethem.Thereareatleasttwomorewaystodiscoverintangiblesthatmightbeaffectingtheother.Onewayistoaskquestions.Asecondwayistotakeanobserverorlistenerwith

youtothenegotiation.Rememberthatintangiblesinfluenceyourownbehavior.13ActivelyManageCoalitions--ThoseagainstYou,forYou,andUnknownStrongnegotiatorsworktocaptureastrong,supportivecoalition.Ifthisisnotpossible,negotiatorsneedtoworktopreventtheotherpartyfromcapturingaloosecoalitionfortheirownpurposes.Recognizewhencoalitionsarealigned

againstyouandworkconsciouslytocountertheirinfluence.Thismayinvolveadivide-and-conquerstrategy.Coalitionsoccurinmanyformalnegotiations,butalsohaveastronginfluenceinlessformalsettings.Managingcoalitionsisespeciallyimportantwhennegotiatorsneedtorelyonotherpeopletoimplementanagreement.Strong

negotiatorsneedtomonitorandmanagecoalitionsproactively.14SavorandProtectYourReputationStartingnegotiationswithapositivereputationisessential,andnegotiators

shouldbevigilantinprotectingtheirreputations.Considerthesecontrastingreputations:toughbutfairversustoughanddevious.Negotiatorspreparedifferentlyforeachofthesecontrastingreputations.Youcanworktoshapeandenhance

yourreputationbyactinginaconsistentandfairmanner.Consistencygivestheotherpartyaclearsetofexpectationsabouthowyouwillbehave,leadingtoastablereputation.Fairnesssendsthemessagethatyouareprincipledandreasonable.Strongnegotiators

seekfeedbackaboutthewaytheyareperceivedanduse

thatinformationtostrengthentheircredibilityandtrustworthiness.15RememberThatRationalityandFairnessAreRelativePeopletendtoviewtheworldinaself-servingmanneranddefinethe“rational”thingtodoora“fair”outcomeinawaythatbenefitsthemselves.Beawareofthistendencyinboththemselvesandtheotherpartyanddothreethingstomanagetheseperceptionsproactively.Questionyourperceptionsandgroundtheminclearprinciples.Findexternalbenchmarks

andexamplesthatsuggestfairoutcomes.Illuminatedefinitionsof

fairnessandreachconsensusonwhich

standardsoffairnessapplyinagivensituation.Reasonablepeoplecandisagree,theoutcomenegotiatorscanachieveis:Ac