国际商务谈判精要（原书第7版） 教案 罗伊 第1-6章　谈判的本质 -感知、认知与情感

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Chapter1

TheNatureofNegotiation

Overview

Everyonenegotiates,almostdaily.Negotiationsoccurforseveralreasons:(1)toagreeonhowtoshareordividealimitedresource,suchasland,ormoney,ortime;(2)tocreatesomethingnewthatneitherpartycoulddoonhisorherown,or(3)toresolveaproblemordisputebetweentheparties.Afterreadingthisbook,youshouldbepreparedtorecognizenegotiationsituations;understandhownegotiationworks;knowhowtoplan,implement,andcompletesuccessfulnegotiations;and,mostimportantly,beabletomaximizeyourresults.

LearningObjectives

Understandthedefinitionofnegotiation,thekeyelementsofanegotiationprocess,andthedistincttypesofnegotiation.

Explorehowpeopleusenegotiationtomanagedifferentsituationsofinterdependence–thatis,thattheydependoneachotherforachievingtheirgoals.

Considerhownegotiationfitswithinthebroaderperspectiveofprocessesformanagingconflict.

Gainanoverviewoftheorganizationofthisbookandthecontentsofitschapters.

ChapterOutline

I. AFewWordsaboutStyleandApproach

Formostpeople,bargainingandnegotiationmeanthesamething;however,wewillbequitedistinctiveinthewayweusethetwowords.

Bargaining:describesthecompetitivewin-losesituations(haggling).

Negotiation:referstowin-winsituations(tofindmutuallyacceptablesolutions).

Manypeopleassumethatthe“heartofnegotiation”isthegive-and-takeprocessusedtoreachanagreement.

Give-and-takeisextremelyimportant,butnegotiationisaverycomplexsocialprocess,wheremanyofthemostimportantfactorsthatshapethenegotiationoccurbeforethenegotiation,orshapethecontextaroundthenegotiation.

Theauthor’sinsightsaredrawnfromthreesources.

Personalexperience.

Media–television,radio,newspaper,magazine,andInternet.

Socialscienceresearch.

JoeandSueCarter

Anillustrativetaleofnegotiation.

CharacteristicsofaNegotiationSituation

Negotiationisaprocessbywhichtwoormorepartiesattempttoresolvetheiropposinginterests.Negotiationisoneofseveralmechanismsbywhichpeoplecanresolveconflicts.Negotiationsituationshavefundamentallythesamecharacteristics.

Therearetwoormoreparties.

Negotiationisaprocessbetweenindividuals,withingroups,andbetweengroupsororganizations.

Thereisaconflictofneedsanddesiresbetweentwoormoreparties.

Whatonewantsisnotnecessarilywhattheotheronewants,andthepartiesmustsearchforawaytoresolvetheconflict.

Thepartiesnegotiatebychoice!

Wenegotiatebecausewethinkwecanimproveouroutcomeorresult,comparedwithnotnegotiatingorsimplyacceptingwhattheothersideoffers.

Itisastrategypursuedbychoice;seldomarewerequiredtonegotiate.

Therearetimestonegotiateandtimesnottonegotiate.

Whennegotiating,agive-and-takeisexpected.

Toreachanagreement,bothsideswillmodifytheiropeningstatementtofindamiddleground;theycompromise.

Trulycreativenegotiationsmaynotrequirecompromise;instead,thepartiesmayinventasolutionthatmeetstheobjectivesofallparties.

Thepartiesprefertonegotiateandsearchforagreementratherthantofightopenly,haveonesidedominateandtheothercapitulate,permanentlybreakoffcontact,ortaketheirdisputetoahigherauthoritytoresolveit.

Negotiationoccurswhenthepartiesprefertoinventtheirownsolutionforresolvingtheconflict,whenthereisnofixedorestablishedsetofrulesorproceduresforhowtoresolvetheconflict,orwhentheychoosetobypassthoserules.

Successfulnegotiationinvolvesthemanagementoftangiblesandalsotheresolutionofintangibles.

Tangiblefactors:thepriceorthetermsofagreement.

Intangiblefactors:Theunderlyingpsychologicalmotivationsthatmaydirectlyorindirectlyinfluencethepartiesduringanegotiation.Theyhaveanenormousinfluenceonnegotiationprocessesandoutcomes,soitiscrucialfornegotiatorstounderstandhowtheyaffectdecisionmakingandtangibleoutcomes.Examplesofintangiblefactorsinclude:

Theneedto“win”oravoidlosing.

Theneedtolook“good”tothoseyou’rerepresenting.

Theneedtodefendanimportantprincipleorprecedentinanegotiation.

Theneedtoappear“fair”or“honorable”ortoprotectone’sreputation;or

Theneedtomaintainagoodrelationshipwiththeotherparty.

Intangiblesareoftenrootedinpersonalvaluesandemotions.

Intangiblesbecomeamajorprobleminnegotiationwhennegotiatorsfailtounderstandhowtheyareaffectingdecisionmakingorwhentheydominatenegotiationsonthetangibles.SeeBox1.2andincludedhere.

Therearetimeswhentheurgetowinoverwhelmslogic.Thereareseveralkeyfactorsthatmyplayintothissituation.

Rivalry

Timepressure

Thespotlight–oranaudience

Thepresenceofattorneys

Interdependence

Workinginterdependentlyallowspartiestoachieveapossibleoutcomethatisbetterthantheycouldachievebyworkingontheirown.

Mostrelationshipsbetweenpartiesmaybecharacterizedinoneofthreeways:independent,dependent,orinterdependent.

Independentpartiesareabletomeettheirownneedswithouttheassistanceofothers.

Dependentpartiesmustrelyonothersforwhattheyneed;thedependentpartymustacceptandaccommodatetothatprovider’swhimsandidiosyncrasies.

Whenthepartiesdependoneachothertoachievetheirownpreferredoutcometheyareinterdependent;theyarecharacterizedbyinterlockinggoals.

A. TypesofInterdependenceAffectOutcomes

Theinterdependenceofpeople’sgoals,andthestructureofthesituationinwhichtheyaregoingtonegotiate,stronglyshapesnegotiationprocessesandoutcomes.

Zero-sum,ordistributive:Competitivesituationwherethereisonlyonewinner.

Theindividualsaresolinkedtogetherthatthereisanegativecorrelationbetweentheirgoalattainments.

Tothedegreethatonepersonachievestheirgoal,theother’sgoalattainmentisblocked.

Inamutual-gainssituation,alsoknownasanon-zero-sumorintegrativesituation,thereisapositivecorrelationbetweenthegoalattainmentsofbothparties.

Tothedegreethatonepersonachievestheirgoal,theother’sgoalsarenotnecessarilyblocked,andmayinfactbesignificantlyenhanced.

AlternativesShapeInterdependence

Evaluatinginterdependencealsodependsheavilyonthedesirabilityofalternativestoworkingtogether.

BATNA:BestAlternativetoaNegotiatedAgreement.

Whetheryoushouldorshouldnotagreeonsomethinginanegotiationdependsupontheattractivenessofyourbestavailablealternatives.

NegotiatorsneedtounderstandtheirBATNA,aswellastheotherparties’.

Thevalueofaperson’sBATNAisalwaysrelativetothepossiblesettlementsavailableinthecurrentnegotiation.

ABATNAmayofferindependencefrom,dependenceon,orinterdependencewithsomeoneelse.

Rememberthateverypossibleinterdependencyhasanalternative;negotiatorscanalwayssay“no”andwalkaway,althoughthealternativemightnotbeaverygoodone.

V. MutualAdjustment

Whenpartiesareinterdependent,theyhavetofindawaytoresolvetheirdifferences.Mutualadjustmentcontinuesthroughoutthenegotiationasbothpartiesacttoinfluencetheother.Notethatnegotiationisaprocessthattransformsovertime,andmutualadjustmentisoneofthekeycausesofthechangesthatoccurduringanegotiation.

A. MutualAdjustmentandConcessionMaking

Negotiationsoftenbeginwithstatementsofopeningpositions.

Eachpartystatesitsmostpreferredsettlementproposal.

Iftheproposalisn’treadilyacceptedbytheother,negotiatorsbegintodefendtheirowninitialproposalsandcritiquetheothers’proposals.

Eachparty’srejoinderusuallysuggestsalterationstotheotherparty’sproposalandperhapsachangeintheirownposition.

Whenonepartyagreestomakeachangeintheirposition,aconcessionhasbeenmade.

Concessionsrestricttherangeofoptionswithinwhichasolutionoragreementwillbereached.

Whenapartymakesaconcession,thebargainingrange–therangeofpossibleagreementsbetweenthetwoparty’sminimallyacceptablesettlements–isfurtherconstrained.

B. TwoDilemmasinMutualAdjustment

Decidinghowtouseconcessionsassignalstotheothersideandattemptingtoreadthesignalsintheother’sconcessionsarenoteasytasks,especiallywhenthereislittletrustbetweennegotiators.Twoofthedilemmasthatallnegotiatorsfacearethedilemmaofhonesty,andthedilemmaoftrust.

Thedilemmaofhonestyconcernshowmuchofthetruthtotelltheotherparty.

Tellingtheotherpartyeverythingaboutyoursituationmaygivethatpersontheopportunitytotakeadvantageofyou.

Nottellingtheotherpersonanythingaboutyourneedsanddesiresmayleadtoastalemate.

Thedilemmaoftrustishowmuchnegotiatorsshouldbelievewhattheotherpartytellsthem.

Ifyoubelieveeverythingtheotherpartysays,thentheycouldtakeadvantageofyou.

Ifyoubelievenothingtheysay,thenyouwillhaveagreatdealofdifficultyinreachinganagreement.

Thesearchforanoptimalsolutionthroughtheprocessesofgivinginformationandmakingconcessionsisgreatlyaidedbytrustandabeliefthatyou’rebeingtreatedhonestlyandfairly.Twoeffortsinnegotiationhelptocreatesuchtrustandbeliefs–oneisbasedonperceptionsofoutcomesandtheotheronperceptionsoftheprocess.

Outcomeperceptionscanbeshapedbymanaginghowthereceiverviewstheproposedresult.

Perceptionsofthetrustworthinessandcredibilityoftheprocesscanbeenhancedbyconveyingimagesthatsignalfairnessandreciprocityinproposalsandconcessions.

Whenpeoplemakeaconcession,theytrusttheotherpartyandprocessfarmoreifaconcessionisreturned.

Thepatternofgive-and-takeisessentialtojointproblemsolvinginmostinterdependentrelationships.

Satisfactionwithnegotiationisasmuchdeterminedbytheprocessthroughwhichanagreementisreachedaswiththeactualoutcomeobtained.

ValueClaimingandValueCreation

Earlier,weidentifiedtwotypesofinterdependentsituations–zero-sumandnon-zero-sum.

Zero-sum,ordistributivesituationsareonesinwhichtherecanbeonlyonewinnerorwherethepartiesareattemptingtogetthelargershareorpieceofafixedresource.

Incontrast,non-zero-sum,orintegrativeormutualgainssituationsareonesinwhichmanypeoplecanachievetheirgoalsandobjectives.

Thestructureoftheinterdependenceshapesthestrategiesandtacticsnegotiatorsemploy.

Indistributivesituations,negotiatorsemploywin-losestrategiesandtactics.

Thisapproachtonegotiation–calleddistributivebargaining–acceptsthefactthattherecanonlybeonewinnergiventhesituationandpursuesacourseofactiontobethewinner.

Thepurposethistypeofnegotiationistoclaimvalue—todowhateverisnecessarytoclaimtherewardorgainthelargestpiecepossible.

Incontrast,inintegrativesituationsthenegotiatorsshouldemploywin-winstrategiesandtactics.

Thisapproachtonegotiation–calledintegrativenegotiation–attemptstofindsolutionssobothpartiescandowellandachievetheirgoals.

Thepurposeofthenegotiationistocreatevalue,orfindawayforallpartiestomeettheirgoalsandsharethereward.

Mostnegotiationsareacombinationofclaimingandcreatingvalue.Therearesignificantimplicationstothis:

Negotiatorsmustbeabletorecognizesituationsthatrequiremoreofoneapproachthantheother.

Generally,distributivebargainingismostappropriatewhentimeandresourcesarelimited,whentheotherislikelytobecompetitive,andwhenthereisnolikelihoodoffutureinteractionwiththeotherparty.

Mostothersituationsshouldbeapproachedwithanintegrativestrategy.

Negotiatorsmustbeversatileintheircomfortwithanduseofbothstrategicapproaches.

Notonlymustnegotiatorsbeabletorecognizewhichstrategyismostappropriate,buttheymustbeabletoemploybothapproacheswithequalversatility.

Negotiatorperceptionsofsituationstendtobebiasedtowardseeingproblemsasmoredistributive/competitivethantheyreallyare.

Accuratelyperceivingthenatureoftheinterdependencebetweenthepartiesiscriticalforsuccessfulnegotiation,thoughmostnegotiatorsfailtodoso.

Researchshowsthatpeoplearepronetoseveralsystematicbiasesinthewaytheyperceiveandjudgeinterdependentsituations.

MoreinChapter6aboutbiases,butfornow,thepredominantbiasisseeinginterdependentsituationsasmoredistributiveorcompetitivethantheyreallyare.

Asaresult,thereisatendencytoassumeanegotiationismorezero-sumthanitmaybeandtooverusedistributivestrategiesforsolvingtheproblem.

Asaconsequence,negotiatorsoftenleaveunclaimedvalueattheendoftheirnegotiationsbecausetheyfailedtorecognizeopportunitiesforcreatingvalue.

Successfulcoordinationofinterdependencehasthepotentialtoleadtosynergy,whichisthenotionthat“thewholeisgreaterthanthesumofitsparts.”

Valuemaybecreatedinnumerousways,andtheheartoftheprocessliesinexploitingthedifferencesbetweenthenegotiators.Thekeydifferencesinclude:

Differencesininterests.

Negotiatorsseldomvalueallitemsinanegotiationequally.

Findingcompatibilityindifferentinterestsisoftenthekeytounlockingthepuzzleofvaluecreation.

Differencesinjudgmentsaboutthefuture.

Peopledifferintheirevaluationofwhatsomethingisworthorthefuturevalueofanitem.

Howpartiesseethepresentandwhatispossiblethatneedstobecreated–oravoided–cancreateopportunitiesforthepartiestogettogether.

Differencesinrisktolerance.

Acompanywithacashflowproblemcanassumelessriskofexpandingitsoperationsthanonethatiscash-rich.

Differencestimepreference.

Onenegotiatorsmaywanttorealizegainsnow,whiletheothermaybehappytodefergainsintothefuture.

Differencesintimepreferenceshavethepotentialtocreatevalueinanegotiation.

Whilevalueisoftencreatedbyexploitingcommoninterests,differencescanalsoserveasabasisforcreatingvalue.Negotiatorsmustlearntomanageconflicteffectivelyinordertomanagetheirdifferenceswhilesearchingforwaystomaximizetheirjointvalue.

Conflict

Apotentialconsequenceofinterdependentrelationshipsisconflict.Conflictarises:

Whenthestronglydivergentneedsofthetwoparties.

Frommisperceptionsandmisunderstandings.

Whenthetwopartiesareworkingtowardthesamegoalandgenerallywantthesameoutcome.

Whenbothpartieswantverydifferentoutcomes.

Negotiationcanplayanimportantroleinresolvingconflicteffectively.

Definitions

Conflictmaybedefinedasasharpdisagreementoropposition,asofinterests,ideas,etc.,andincludestheperceiveddivergenceofinterestorabeliefthattheparties’currentaspirationscannotbeachievedsimultaneously.

Conflictresultsfromtheinteractionofinterdependentpeoplewhoperceivedincompatiblegoalsandinterferencefromeachotherinachievingthosegoals.

LevelsofConflict

Onewaytounderstandconflictistodistinguishitbylevel.Fourlevelsofconflictarecommonlyidentified.

Intrapersonalorintrapsychicconflict.

Theseconflictsoccurwithinanindividual.

Sourcesofconflictcanincludeideas,thoughts,emotions,values,predispositions,ordrivesthatareinconflictwitheachother.

Interpersonalconflict.

Thisisconflictbetweenindividuals.

Conflictoccursbetweenco-workers,spouses,siblings,roommates,orneighbors.

Mostofthenegotiationtheoryinthisbookisdrawnfromstudiesofinterpersonalnegotiationanddirectlyaddressesthemanagementandresolutionofinterpersonalconflict.

Intragroupconflict.

Thisisconflictwithinagroup–amongteamandworkgroupmembersandwithinfamilies,classes,livingunits,andtribes.

Intergroupconflict.

Thisisconflictbetweenorganizations,ethnicgroups,warringnations,orfeudingfamiliesorwithinsplintered,fragmentedcommunities.

Negotiationsatthislevelarethemostcomplex.

FunctionsandDysfunctionsofConflict

Mostpeoplebelievethatconflict:

Isanindicationthatsomethingiswrong,broken,ordysfunctional?

Createslargelydestructiveconsequences.

Elementsthatcontributetoconflict’sdestructiveimageinclude:

Competitive,win-losegoals.

Misperceptionandbias.

Emotionality.

Decreasedcommunication.

Blurredissues.

Rigidcommitments.

Magnifieddifference,minimizedsimilarities.

Escalationoftheconflict.

Thesearetheprocessescommonlyassociatedwithescalating,polarizing,“intractable”conflict.However,conflicthasmanyproductiveaspects.Figure1.1outlinessomeoftheseproductiveaspects.(Includedinbulletsbelow)

Discussingconflictmakesmembersmoreawareandabletocopewithproblems.

Conflictpromisesorganizationalchangeandadaptation.

Conflictstrengthensrelationshipsandheightensmorale.

Conflictpromotesawarenessofselfandothers.

Conflictenhancespersonaldevelopment.

Conflictencouragespsychologicaldevelopment–ithelpspeoplebecomemoreaccurateandrealisticintheirself-appraisals.

Conflictcanbestimulatingandfun.

Conflictisnotsimplydestructiveorproductive;itisboth.Theobjectiveisnottoeliminateconflictbuttolearnhowtomanageittocontrolthedestructiveelementswhileenjoyingtheproductiveaspects.

Negotiationisastrategyforproductivelymanagingconflict.

FactorsThatMakeConflictEasyorDifficulttoManage

Figure1.2presentsaconflictdiagnosticmodel.(Includedinbulletsbelow)

Themodelofferssomeusefuldimensionsforanalyzinganydisputeanddetermininghoweasyordifficultitwillbetoresolve.

Conflictswithmoreofthecharacteristicsinthe“difficulttoresolve”columnwillbehardertosettle,whilethosethathavemorecharacteristicsinthe“easytoresolve”columnwillbesettledquicker.

Mattersdifficulttoresolveinclude:

Whentheissueinquestionisamatterof“principle”–values,ethics,orprecedentakeypartoftheissue

Whenthesizeofthestakes(magnitudeofwhatcanbewonorlost)islarge–therearebigconsequences

Whentheinterdependenceoftheparties(degreetowhichone’soutcomesdetermineother’soutcomes)iszero-sum–whatonewins,theotherloses

Whenthecontinuityofinteraction(willtheybeworkingtogetherinthefuture?)isasingletransaction–nopastorfuture

Whenthestructureoftheparties(howcohesive,andorganizedtheyareasagroup)isdisorganized–incohesive,weakleadership

Whentheinvolvementofthirdparties(canothersgetinvolvedtohelpresolvethedispute?)isthatthereisnoneutralthirdpartyavailable.

Whentheperceivedprogressoftheconflict(balanced–equalgainsandequalharm,orunbalanced–unequalgain,unequalharm)isunbalanced–onepartyfeelsmoreharmandwillwantrevengeandretributionwhereasthestrongerpartywantstomaintaincontrol.

Mattersthatfallintotheeasytoresolvecolumninclude:

Whentheissueinquestionisadivisibleissue–theissuecanbeeasilydividedintosmallerparts,pieces,orunits.

Whenthesizeofthestakesissmall–little,insignificantconsequences.

Whentheinterdependenceofthepartiesisapositivesum–bothbelievethatbothcandobetterthansimplydistributingcurrentoutcomes.

Whenthecontinuityofinteractionisalong-termrelationship–expectedinteractioninthefuture.

Whenthestructureofthepartiesisorganized–cohesive,strongleadership.

Wheninvolvementofthirdpartiesissuchthatatrusted,powerful,prestigiousthirdpartyisavailable.

Whentheperceivedprogressoftheconflictisbalanced–bothpartiessufferequalharmandequalgain;bothmaybemorewillingtocallita“draw.”

EffectiveConflictManagement

Thetwo-dimensionalframeworkisrepresentedasthedualconcernsmodel(Figure1.3).Themodelpostulatesthatindividualsinconflicthavetwoindependentlevelsofconcern:

Concernaboutyourownoutcomes–shownontheverticaldimensionofthefigure.

Concernabouttheother’soutcomes–shownontheverticaldimension.

Concernscanberepresentedatanypointfromnone(representingverylowconcern)tohigh(representingveryhighconcern).

Theverticaldimensionisreferredtoasthecooperativenessdimension,andthehorizontaldimensionastheassertivenessdimension.

Fivemajorstrategiesforconflictmanagementhavebeenidentifiedinthedualconcernsmodel:

Contending(alsocalledcompetingordominating).

Thisisthestrategyinthelowerright-handcorner.

Thesenegotiatorspursuetheirownoutcomesstronglyandshowlittleconcernforwhethertheotherpartyobtainstheirdesiredoutcomes.

Threats,punishment,intimidation,andunilateralactionareconsistentwithacontendingapproach.

Yielding(alsocalledaccommodatingorobliging).

Thisisthestrategyintheupperleft-handcorner.

Negotiatorsshowlittleinterestorconcerninwhethertheyattaintheirownoutcomes,butarequiteinterestedinwhethertheotherpartyattainstheiroutcomes.

Thisstrategy“letstheotherwin”andmayseemstrangebuthasadvantagesinsomesituations.

Inaction(alsocalledavoiding).

Thisisthestrategyinthelowerleft-handcorner.

Negotiatorsshowlittleinterestinwhethertheyattaintheirownoutcomes,aswellaslittleconcernaboutwhethertheotherpartyattainstheiroutcomes.

Inactionissynonymouswithwithdrawalorpassivity;thepartypreferstoretreat,besilent,ordonothing.

Problemsolving(alsocalledcollaboratingorintegrating).

Thisstrategyisintheupperright-handcorner.

Negotiatorsshowhighconcernforattainingtheirownoutcomesandhighconcernforwhethertheotherpartyattainstheiroutcomes.

Thetwopartiesactivelypursueapproachestomaximizetheirjointoutcomefromtheconflict.

Compromisingisthestrategylocatedinthemiddle.

Compromisingrepresentsamoderateefforttopursueone’sownoutcomesandamoderateefforttohelptheotherpartyachievetheiroutcomes.

Compromisingmaybeaviableapproachtoconflict,oritmayrepresentlazinessoracop-out.

Eachconflictmanagementstrategyhasitsowndistinctadvantagesanddisadvantagesandcanbemoreorlessappropriatetouse,giventhetypeofinterdependenceandconflictcontext.–SeeFigure1.4andsummarizedinthefollowingbullets.

Theintegratingconflictstyleisappropriateinthefollowingsituations.

Whenissuesarecomplex.

Synthesisofideasisneededtocomeupwithbettersolutions.

Commitmentisneededfromotherpartiesforsuccessfulimplementation.

Timeisavailableforproblemsolving.

Onepartyalonecannotsolvetheproblem.

Resourcespossessesbydifferentpartiesareneededtosolvetheircommonproblems.

Situationswhentheintegratingstyleisinappropriate.

Whenthetaskorproblemissimple

Immediatedecisionisrequired.

Otherpartiesareunconcernedaboutoutcome.

Otherpartiesdonothaveproblem-solvingskills.

Situationswhentheobligingconflictstyleisappropriate.

Whenyoubelieveyoumaybewrong.

Issueismoreimportanttotheotherparty.

Youarewillingtogiveupsomethinginexchangeforsomethingfromtheotherpartyinthefuture.

Youaredealingwithapositionofweakness.

Preservingrelationshipisimportant.

Situationswhentheobligingstyleisinappropriate.

Whenissueisimportanttoyou.

Youbelieveyouareright.

Theotherpartyiswrongorunethical.

Situationswhenthedominatingconflictstyleisappropriate.

Whentheissueistrivial.

Whenaspeedydecisionisneeded.

Unpopularcourseofactionisimplemented.

Necessarytoovercomeassertivesubordinates.

Unfavorabledecisionbytheotherpartymaybecostlytoyou.

Subordinateslackexpertisetomaketechnicaldecisions.

Issueisimportanttoyou.

Situationswhenthedominatingconflictstyleisinappropriate.

Whentheissueiscomplex.

Issueisnotimportanttoyou.

Bothpartiesareequallypowerful.

Decisiondoesnothavetobemadequickly.

Subordinatespossesshighdegreeofcompetence.

Situationswhentheavoidingconflictstyleisappropriate.

Whentheissueistrivial.

Potentialdysfunctionaleffectofconfrontingtheotherpartyoutweighsbenefitsofresolution.

Coolingoffperiodisneeded.

Situationswhentheavoidingconflictstyleisinappropriate.

Whentheissueisimportanttoyou.

Itisyourresponsibilitytomakedecision.

Partiesareunwillingtodefer;issuemustberesolved.

Promptattentionisneeded.

Situationswhenthecompromisingconflictstyleisappropriate.

Goalsofpartiesaremutuallyexclusive.

Partiesareequallypowerful.

Consensuscannotbereached.

Integratingordominatingstyleisnotsuccessful.

Temporarysolutiontoacomplexproblemisneeded.

Situationswhenthecompromisingconflictstyleisinappropriate.

Onepartyismorepowerful.

Problemiscomplexenoughtoneedaproblem-solvingapproach.

OverviewoftheChaptersinThisBook

Thebookisorganizedinto12chapters.

Thefirstfivechaptersaddressthe“fundamentalsofnegotiation.”

Inadditiontothisfirstoverviewchapter,Chapters2and3explorethebasicstrategyandtacticsofdistributivebargainingandintegrativenegotiation.

Chapter4exploreshowpartiescanplanandprepareanegotiationstrategyandeffectivelyanticipatetheirencounterwiththeothernegotiator.

Finally,inChapter5,wediscusswhetherthereare,orshouldbe,acceptedethicalstandardstoguidenegotiations.

Thenextthreechaptersexplorecriticalnegotiationsubprocesses.

InChapter6,wediscusshowanegotiator’sperceptions,cognitions,andemotionstendtoshape(andoftenbias)thewaythenegotiatorviewsandinterpretsbargaininginteraction.

Chapter7examinestheprocessesbywhichnegotiatorseffectivelycommunicatetheirowninterests,positions,andgoals,andmakesenseoftheotherparty’scommunications.

Chapter8focusesonpowerinnegotiation;thechapterbeginsbydefiningthenatureofpower,anddiscussingsomeofthedynamicsofusingitinnegotiation,followedbyanexplorationofthekeysourcesofpoweravailabletomostnegotiators.

Muchofthediscussionthusfarassumesthatthenegotiationpartiesdonotallhaveestablishedlong-termrelationships.

Chapter9looksatwaysthatestablishedrelationshipsimpactcurrentnegotiations,andconsidersthreemajorconcerns–reputations,trust,andfairness–thatareparticularlycriticaltoe