国际商务谈判 Chapter 2 Proper Behaviors in International Business Negotiations.ppt

1、Chapter 2 Proper Behaviors in International Business Negotiations,Chapter 2 Proper Behaviors in International Business Negotiations 第二章 国际商务谈判中的正确行为举止 Assumptions假定 Listening听 Talking说 Inquiring问 Observing观察,Introduction,This chapter tells you how to behave properly during negotiation. One always ma

2、kes assumptions before negotiation and tries to guess others assumptions. But assumptions may be true or false, in which case they need to be verified. In order to verify the assumptions, you should gather enough information from others, so that listening, talking, inquiring, and observing become ve

3、ry important for a successful negotiation. The following sections discuss how to be an active listener, how to talk in effective negotiating language, how to ask and answer questions, how to find valuable information from your opponents body language and how to get rid of your inappropriate body lan

4、guage.,2.1 Assumptions,2.1.1 The concepts of assumptions Assumptions are a vital part of negotiations. In entering a negotiation, a man is severely handicapped unless he reviews his own assumptions-and anticipates the assumptions of the other party. The negotiator must never forget that what his or

5、her assumptions are only a guess or a probability. It is necessary for us to reexamine our supercargo of assumptions. Some are wrong and must be discarded. Others need to be modified. Still others remain valid.,2.1.2 The types of hidden assumptions,Making three categories of hidden assumption can pr

6、ove useful in negotiation: The first category includes the assumptions we make about the extensional world, the physical world which exists outside the mind of a human being. Secondly, it includes our intensional world. For example, the world which exists within the mind of each of us. Thirdly, it a

7、lso involves the other persons intensional world.,Sometimes we go so far as to make assumptions about what a person is going to say before he has had a chance to say it. We interrupt, present our version of what he is about to say, and never give ourselves the opportunity of hearing what he might ha

8、ve said. Thus we deprive ourselves of valuable information.,2.2 Listening,Aside from asking questions and making statements, one must also recognize the needs of the opposer. One method is listening carefully to the words uttered by the opposer. Paying attention to phrasing, choice of expressions, m

9、annerisms of speech, and tone of voice being used. All these elements give clues to the needs behind the statements an opposer makes.,The barrier of listening Studies show that the average person remembers only about half of what he or she hears immediately after the speaker stops talking, no matter

10、 how carefully the listener has paid attention.,simple rules at the same time that will actually help you maximize the benefit you get from what the other person is saying,First of all, if you find the subject dull and would normally go off on a mental tangent, recognize that you are trapped into li

11、stening anyway and force yourself to tune in for any new knowledge that you can perhaps sift out. On the other hand, the subject may not be boring, but rather difficult and hard to comprehend, perhaps because it is too technical or detailed. Do not allow your mind to wander only because distractions

12、 are more fun than the topic under discussion. Try to develop an interest and grasp the meaning of the broad things being said.,Second, we tend to dismiss statements if they come from people we consider unimportant. Withhold judgment until your comprehension of the speakers proposal is complete. The

13、 good listener will hear out the other person before passing judgment and framing rebuttals.,Third, do not turn yourself off simply because the speakers delivery is poor or unintelligible. The speaker may still know a lot more about the subject than it appears. Make every effort to understand what i

14、s being said. If necessary, interrupt and ask the speaker to repeat something. This person will appreciate your interest in not wanting to miss anything.,One of the problems every listener has is the ability to think at the rate of about 400 words a minute-almost four times faster than the average s

15、peaker talks. Do not let your mind drift. Instead, anticipate the speakers next point and give thought to what you hear while waiting for the next idea.,When taking notes, get down the concepts and principles. If you have time, write down the facts, but do not let them overwhelm you to the degree th

16、at you are missing important points. Not only does note-taking force you to listen carefully, but it also psychologically throws the speaker off the balance when he or she sees you nodding and furiously writing away and having a record of all the facts and basically everything said. A further benefi

17、t of note taking is that you have the perfect excuse to avoid eye contact if you are afraid to reveal your reactions to someones proposals.,Active listening,In order to be a good listener, you must bear in mind that conversation or negotiation between individuals can proceed at various levels of mea

18、nings. A persons conversation or statement has several levels of meaning. For example, the opposers statement on one level is the message that he or she seems to be trying to communicate. On a second level, it may be the message that we can infer from the way he or she speaks and the words being use

19、d. On a third level, it may convey a meaning to us because it is linked with his or her manner of approach to the subject.,Listening is as much a persuasive technique as speaking. A successful listener must keep an open mind and strive to be free from bias and preconceived notions. There is no one m

20、ore competitive and hostile than negotiators who feel that their best arguments were ignored, misunderstood or dismissed.,2.3 Talking,Negotiation language Negotiations are almost always conducted on three basic levels of communication: the subconscious level, the emotional level and the level of rea

21、son and logic. Consistently high achievement in negotiation can be obtained by mastering all three levels of negotiation so that the negotiators position can be communicated in a manner that is simple, attractive, suggestive, enthusiastic, truthful, fair, logic and personal.,The most logical and sou

22、nd reasoning will be of little value if it is not communicated in simple and precise terms. You should set forth only the points needed to encourage the action you desire. You should be informative with regard to supporting details only to the extent necessary to make your offer clear. Some of the m

23、ost common and serious errors committed by negotiators involve their use of words and terms with broad or ambiguous meanings. Do not say something is large if you can give exact measurements. Sentences should also be simple, with the subject first, the verb next, and the object last.,Your presentati

24、on should be executed in an attractive manner that is pleasing, not offensive. It should be fair and consider the pros and cons, not suspicious. It should be cooperative and friendly, not argumentative or hostile. It should emphasize the positive, not the negative, stress the familiar, not the unkno

25、wn, and be democratic, not dictatorial. Your presentation should be understated, not exaggerated; It should progress by starting with easy issues, not the frustration and stalemate promoted by hard issues. It should be complimentary and encourage agreement, not offensive or demeaning, discouraging c

26、ooperation. It should reveal reward consequences, not punishment or a threatening outcome, and should entertain and be enthusiastic, keeping the other person glued to your thoughts,How to open and close,There are a number of approaches you can use to attract immediate attention: arouse curiosity by

27、asking a question related to your talk say something humorous start off with an interesting news item begin with a specific illustration or case, which tends to lend an air of seriousness and reality to your talk open with the impact of a profound quotation show a visual illustration of your main po

28、ints, which can be either a chart, picture or item related to your talk open with a simple explanation of how your topic affects the common interests of the listeners start off with a shocking statement casually comment on something that has just happened or been said at the meeting if it ties into

29、your presentation,Your closing statement can be the same as one with which you would end a memorandum, summarizing and briefly outlining the main points you cover. You can appeal for action. You can pay the listeners a sincere compliment by making reference to their organization, state or other aspe

30、ct of common interest. Do not throw out the standard compliment that sounds shallow and insincere, such as, “Youve been a great audience.” You can also leave them laughing when appropriate.,Several aspects to beware of Listeners unconsciously judge you by how you talk. Your speaking voice is one of

31、the first impressions people have of you, and that impression is often dominated by your voice quality.,A person may be characterized as friendly if his or her voice sounds warm and well modulated. Someone may be thought of as dull and uninteresting if the voice sounds flat and monotonous. Someone w

32、ho is too loud may appear bombastic. Someone who is too soft may be tagged as timid. Speaking too fast may convey impatience or anger. Speaking too slow may cause someone to be viewed as hesitant or fearful.,2.4 Inquiring,During negotiation, there will undoubtedly be times when you need to have more

33、 information before you can intelligently evaluate views advanced by the other person. The usual way to get information is to ask a question. Questions are windows to the mind. In an appropriate situation you should often ask your opponent, “What do you want from this negotiation? What do you expect

34、? What would you like to accomplish?” Through such straightforward probes, in addition to other information, You can succeed in finding out your opponents needs, what he is after, and then guide your future negotiation accordingly.,Questions appear to be able to be divided into five basic functions:

35、 Cause attention. Provide preparatory conditions for the operation of the others thinking. Example: “How are you?” Get information. Provide questioner with information. “How much is it?” Give information. Provide the other with information. “Did you know you could handle this?” Start thinking. Cause

36、 the others thinking to operate. “What would your suggestion be on this?” Bring to conclusion. Bring the others thinking to a conclusion. “Isnt it time to act?”,Having a reserve of functional questions ready at any time will permit you to direct the stream of conversation in any manner you want. You

37、 can make up several questions that will help guide your overall strategy. At the same time, under each individual tactic, have several questions ready for moment-to-moment guidance. Even when the opposer is doing most of the talking, you can safely permit this because with the use of a question you

38、 can always obtain conversational control.,How to deliver questions,Questions may raise anxiety in the minds of those who must answer them. They will immediately think, “What are they trying to find out?” or, “How can I avoid giving away information they shouldnt know about?” It is an established fa

39、ct that answers to direct questions are unreliable because people do not generally give truthful responses and do not always have the ability to give correct information, even when they think they do.,There are two ways to assure a high degree of reliability for answers to your questions. One way is

40、 to lay the foundation for asking them. By letting someone know why you want to ask the question, you reduce his or her anxiety level and consequent evasiveness. There will be less inhibition in giving the true facts that first come to mind. For instance, you are doomed before you start if you ask y

41、our vendor, “How many of these machines has our competitor bought?” Instead you should say, “I respect your ability to analyze the needs of companies like mine. How many of these machines do you feel a company of our size should have?” This is a “nondirective question” that puts people at ease and a

42、llows them to express themselves with sincerity.,The second method of assuring the reliability of answers to your questions is through the use of the tactic called “bipolar questioning.” Basically, this technique asks the answerer to make a choice or express a preference between two diametrically op

43、posed features of the subject in question. Such questioning is indirect. The answer will shed light on how the person feels about the subject matter as a whole, even though the answer only has a connection with a feature of it. For instance, if a manufacturer is offering you the right to take on the

44、 distribution of a new product it has developed, you should ask: “Will it be socially acceptable to lower-class families or upper-class families?” or, “Would more of these be sold to teenagers or adults?” Getting answers to such questions before indicating the area of market introduction you have in

45、 mind will get you truthful and unbiased answers from the manufacturer.,Because uncertainty is one of the prime factors in making poor or bad deals, you must force yourself to ask questions that make you uncomfortable. Have the courage to pry into the other persons affairs if the facts you are looki

46、ng for are important to your decision. Have the courage to ask what may seem to be dumb questions. Have the courage to ask questions that you feel will be evaded. Evasion itself will give you information you need to know. Be quiet after you ask your question. Make silence your tool for encouraging t

47、he other person to talk more and more and more. Be persistent in following up your questions when they evade.,Several aspects to beware of,The use of questions is a powerful negotiation tool and must be employed with discretion and judgment. The question determines the direction in which the convers

48、ation, argument, or testimony will move. The proper use of the question can often command an ensuing negotiation.,the use of questions raises several problems. One may innocently touch some emotional chord with a question and arouse considerable antagonism. Experience shows that it is necessary to p

49、repare the ground before asking questions. It is good practice to explain the reason for asking a question wherever this is feasible. It avoids trouble and embarrassment. Another way of avoiding unnecessary or unpleasant emotional response is to avoid asking forcing questions like “What is your excu

50、se?” A nonforcing question, such as “How do you feel about the matter?” permits full and continuing discussion.,Effective responding,How do you counter questions? Always give yourself time to think. Never answer until you clearly understand what is being asked. Do not be embarrassed to answer a ques

51、tion with another question: “What do you mean by that?” Some questions do not even deserve answers, especially if they are antagonistic or rhetorical. Do not be afraid to give an excuse for ignorance based on incomplete knowledge or not being able to remember.,Probably most important of all, anticip

52、ate what questions will be asked so that you can plan ahead whether you are going to answer truthfully. It is easy to spot a false answer when the question catches the person by surprise. Even if the other person is barraging you with questions one after the other with lightning speed, do not hesita

53、te to slow him up with each question by giving background information you feel is necessary. For instance, “You have to understand the history of the problem, which began” or, “Im going to have given you the detailed procedure before we can even consider your question.”,There are some alternatives t

54、hat you may use on how to answer when questioned: Leaving the other person with the assumption that he has been answered Answering incompletely. Answering inaccurately. Leaving the other person without the desire to pursue the questioning process further.,2.5 Observing,Besides listening to your oppo

55、nent in an attempt to learn his or her desires and needs, you must also closely observe his or her gestures. For example, in a friendly conference, if one member suddenly sits back and folds his arms with some abruptness, you would know at once that trouble had arrived. Gestures are tremendously imp

56、ortant. They convey many shades of meaning, and have their psychological undertones and overtones. Therefore, observe the gestures of your opposer carefully and continuously to gain a clue to his thinking.,Facial expression,Eyes The mouth,Body language of upper limbs,Aside from facial gestures, what

57、 you do with your hands is the next most significant form of body language. Of all hand signals, the handshake is the most revealing and can give important clues to what someone really thinks of you. A firm handshake gives the impression of quiet confidence and says that this person is glad to meet

58、you. It also says that the individual is a nononsense person, confident and at ease. The weak handshake has no energy at all and suggests a certain lack of confidence and warmth.,Body language of lower limbs,The way a person sits is generally the way he or she feels. A person whose legs are crossed

59、and who, perhaps, is leaning away from you probably views you in a competitive manner. Studies show that most negotiations are not successfully completed until both negotiators have uncrossed their legs and moved closer toward each other. If crossed legs are also coupled with crossed arms, you have a difficult adversary. If the top crossed leg is moving up and down in a rhythmic motion, the other person is probably also bored with your ideas. Normally, a person who dislikes you or feels threatened by you will lean far back in the chair or may instead sit up