国际商务谈判精要（原书第7版） 课件 第1章　谈判的本质

EssentialsofNegotiationPart01:FundamentalsofNegotiationChapter01:TheNatureofNegotiation©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.StyleandApproachBargainingandnegotiationarenotthesame.Bargainingdescribescompetitivewin-losesituations.Negotiationreferstowin-winsituations.Give-and-takeisimportant,butfactorsshapingthenegotiationoccurbeforethenegotiation,orshapethecontextaroundthenegotiation.Theauthor’sinsightsaredrawnfromthreesources.Personalexperience.Media–television,radio,newspapers,magazines,andtheInternet.Socialscienceresearch.CharacteristicsofaNegotiationSituationTherearetwoormoreparties.Betweenindividuals,groups,ororganizations,orwithingroups.Thereisaconflictofneedsanddesiresbetweenparties.Eachsidesearchesforconflictresolution.Thepartiesnegotiatebychoice.Therearetimestonotengageinnegotiation.Agive-and-takeisexpected.Bothsidescompromise.Partiesprefertonegotiate.Ratherthanfightopenly,dominate,orbreakcontact.Negotiatorsmustmanagetangiblesandresolveintangibles.Tangiblesincludethepriceortermsoftheagreement.Intangiblesareunderlyingmotivations.Theneedto“win.”Theneedtomaintainagoodrelationship.InterdependenceWorkinginterdependentlyallowspartiestoachieveapossibleoutcomethatisbetterthantheycouldachievebyworkingontheirown.Relationshipsbetweenpartiesmaybecharacterizedinoneofthreeways.Independentpartiesareabletomeettheirown

needswithouttheassistanceofothers.Dependentpartiesmustrelyonothersforwhattheyneed;theymustacceptandaccommodatetothatprovider’swhimsandidiosyncrasies.Whentheparties

dependoneachothertoachievetheirownoutcometheyareinterdependent;characterizedbyinterlockinggoals.TypesofInterdependenceAffectOutcomesTheinterdependenceofpeople’sgoals,andthestructureofthesituation,stronglyshapesnegotiationprocessesandoutcomes.Zero-sum,ordistributive:Competitive–thereisonlyonewinner.Theindividualsaresolinkedtogetherthatthereisanegativecorrelationbetweentheirgoalattainments.Tothedegreethatonepersonachievestheirgoal,theother’sgoalattainmentisblocked.Inamutual-gainssituation,alsoknownasanon-zero-sumorintegrativesituation,thereisapositivecorrelationbetweenthegoalattainmentsofbothparties.Tothedegreethatonepersonachievestheirgoal,theother’sgoalsarenotnecessarilyblocked,andmayinfactbeenhanced.AlternativesShapeInterdependenceEvaluatinginterdependencealsodependsheavilyonthedesirabilityofalternativestoworkingtogether.BATNA:BestAlternativetoaNegotiatedAgreement.Whetheryoushouldorshouldnotagreeonsomethinginanegotiationdependsupontheattractivenessofyourbestavailablealternatives.NegotiatorsmustunderstandtheirownBATNA,andtheotherparties’.Thevalueofaperson’sBATNAisalwaysrelativetothepossiblesettlementsavailableinthecurrentnegotiation.ABATNAmayofferindependencefrom,dependenceon,orinterdependencewithsomeoneelse.Everypossibleinterdependencyhasanalternative–negotiatorscanwalkaway.MutualAdjustmentandConcessionMakingNegotiationisaprocessthattransformsovertime,andmutualadjustmentisoneofthekeycausesofthechangesthatoccurduringanegotiation.Negotiationsoftenbeginwithstatementsofopeningpositions.Eachpartystatesitsmostpreferredsettlementproposal.Iftheproposalisn’treadilyaccepted,negotiatorsbegintodefendtheirowninitialproposalsandcritiquetheothers’proposals.Eachparty’srejoinderusuallysuggestsalterationstotheotherparty’sproposalandperhapsachangeintheirownposition.Whenonepartyagreestomakeachange,aconcessionhasbeenmade.Whenaconcessionismade,thebargainingrange–therangeofpossibleagreementsbetweenthetwoparty’sminimallyacceptablesettlements–isfurtherconstrained.TwoDilemmasinMutualAdjustmentThedilemmaofhonestyconcernshowmuchtruthtotelltheother.Tellingtheotherpartyeverythingmaygivethemtheopportunitytotakeadvantage.Nottellingtheotherpersonanythingmayleadtostalemate.Thedilemmaoftrustishowmuchtobelievewhattheothertellsyou.Ifyoubelieveeverythingtheotherpartysays,thentheycouldtakeadvantageofyou.Ifyoubelievenothingtheysay,youwillhavedifficultyinreachinganagreement.OutcomesandProcessesConcessionsaregreatlyaidedbytrustandabelief.Twoeffortshelptocreatesuchtrustandbeliefs–oneisbasedonperceptionsofoutcomesandtheotheronperceptionsoftheprocess.Outcomeperceptionscanbeshapedbymanaginghowthereceiverviewstheproposedresult.Enhanceperceptionsofthecredibilityoftheprocessbysignalingfairnessandreciprocityinproposalsandconcessions.ValueClaimingandValueCreationThestructureoftheinterdependenceshapesthestrategiesandtacticsnegotiatorsemploy.Negotiatorsusewin-losestrategiesindistributivesituations.Indistributivebargaining,thenegotiator

acceptsthe‘onewinner’conceptandpursuesactiontobethewinner.Thepurposeofthistypeofnegotiationistoclaimvalue.Negotiatorsusewin-winstrategiesinintegrativesituations.Integrativenegotiation

attemptssolutionssobothpartiescanachievetheirgoals.Thepurposeofthenegotiationistocreatevalue.ImplicationsofClaimingandCreatingValueMostnegotiationsareacombinationofclaimingandcreatingvalue,andtherearesignificantimplicationstothis.Negotiatorsmustbeabletorecognizewhentousemoreofoneapproachthantheother.Negotiatorsmustbeversatileintheiruseofbothstrategicapproaches.Negotiatorperceptionstendtoseeproblemsasmoredistributivethantheyreallyare.Peopletendtooverusedistributivestrategies.Asaconsequence,negotiatorsoftenleaveunclaimedvalueonthenegotiationtable.Successfulcoordinationofinterdependencehasthepotentialtoleadtosynergy,whichisthenotionthat“thewholeisgreaterthanthesumofitsparts.”ValueCreationandNegotiatorDifferencesValuemaybecreatedinnumerousways,andtheheartoftheprocessliesinexploitingthedifferencesbetweenthenegotiators.Differencesininterests.Findingcompatibilityisoftenthekeytovaluecreation.Differencesinjudgmentsaboutthefuture.Peopledifferintheirperceptionoffuturevalueofanitem.Differencesinrisktolerance.Acompanywithacashflowproblemcanassumelittlerisk.Differencesintimepreference.Onenegotiatormaywanttorealizegainsnow,whiletheothermaybehappytodefergainsintothefuture.Conflict–DefinitionsConflictarises:Fromthestronglydivergentneedsofthetwoparties.Frommisperceptionsandmisunderstandings.Whenthetwopartiesareworkingtowardthesamegoalandgenerallywantthesameoutcome.Whenbothpartieswantverydifferentoutcomes.Conflict

isadisagreementoropposition,andincludesthebeliefthattheparties’currentneedscannotbeachievedsimultaneously.LevelsofConflictIntrapersonalorintrapsychicconflict.Conflictoccurswithinanindividual.Interpersonalconflict.Thisisconflictbetweenindividuals.Intragroupconflict.Thisisconflictwithinagroup.Intergroupconflict.Thisisconflictbetweenorganizations,ethnicgroups,warringnations,orfeudingfamiliesorwithinsplintered,fragmentedcommunities.Negotiationsatthislevelarethemostcomplex.FunctionsandDysfunctionsofConflictElementsthatcontributetoconflict’sdestructiveimage.Competitive,win-losegoals. Emotionality.Misperceptionandbias. Blurredissues.Decreasedcommunication. Rigidcommitments.Magnifieddifference,minimizedsimilarities. Conflictescalation.Conflict’sproductive

aspects.Discussionraisesawarenessandcopingability.Conflictleadstochangeandadaptation.Conflictstrengthensrelationshipsandmorale.Conflictpromotesawarenessofselfandothers.Conflictenhancespersonaldevelopment.Conflictencouragespsychologicaldevelopment.Conflictcanbestimulatingandfun.Theobjectiveisnottoeliminateconflictbuttolearnhowtomanageittocontrolthedestructiveelementswhileenjoyingtheproductiveaspects.Figure1.2:ConflictDiagnosticModelSource:ReprintedfromLeonardGreenhalgh,ManagingConflict,SloanManagementReview27,no.6(1986),pp.45–51.DimensionDifficulttoResolveEasytoResolveIssueinquestionMatterof“principle”DivisibleissueSizeofstakesLargeSmallInterdependence

ZerosumPositivesumContinuityofinteractionSingletransactionLong-termrelationshipPartystructureDisorganizedOrganized

ThirdpartiesNoneutralpartyavailablePowerfulthirdpartyavailableConflictprogressUnbalancedBalancedFigure1.3:TheDualConcernsModelAccessthetextalternativeforthisimage.Source:ReprintedfromDeanG.Pruitt,JeffreyZ.Rubin,andSungH.Kim,SocialConflict:Escalation,Stalemate,andSettlement,2nded.(NewYork:TheMcGraw-HillCompanies,1994).EndofMainContent©McGraw-HillEducation.Allrightsreserved.Authorizedonlyforinstructoruseintheclassroom.NoreproductionorfurtherdistributionpermittedwithoutthepriorwrittenconsentofMcGraw-HillEducation.AccessibilityContent:TextAlternativesforImagesFigure1.3:TheDualConcernsModel–TextAlternativeThisisasimpleX,Yaxisgraphwithconcernaboutyourownoutcomesrepresentedonthehorizontaldimension,andconcernabouttheother’soutcomesrepresentedontheverticaldimension.Concernscanberepresentedata