國際商務(wù)談判Chapter 預(yù)習復(fù)習

1、Chapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators c

2、an achieve their objectives; without them, results occur more by chance than by negotiator effort.Regrettably, systematic planning is not something that most negotiators do willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many plannin

3、g is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planning is one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy d

4、evelopment, starting with defining the negotiators goals and objectives then moves to developing a strategy to address the issues and achieve ones goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.L

5、earning Objectives1. Goals The focus that drives a negotiation strategy.2. Strategy The overall plan to achieve ones goals.3. Getting ready to implement the strategy: The planning process.I. Goals The Focus That Drives a Negotiation StrategyA. Direct effects of goals on choice of strategy 1. There a

6、re four important aspects to understand about how goals affect negotiations: a. Wishes are not goals, especially in negotiation.b. Goals are often linked to the other partys goals.c. There are boundaries or limits to what goals can be.d. Effective goals must be concrete, specific and measurable. If

7、they are not, then it will be hard to:(1) Communicate to the other party what we want(2) Understand what the other party wants(3) Determine whether an offer on the table satisfies our goals.2. Goals can be tangible or procedural.3. The criteria used to determine goals depend on your specific objecti

8、ves and your priorities among multiple objectives.B. Indirect effects of goals on choice of strategy1. Short-term thinking affects our choice of strategy; in developing and framing our goals, we may ignore the present or future relationship with the other party in a concern for achieving a substanti

9、ve outcome only.2. Negotiation goals that are complex or difficult to define may require a substantial change in the other partys attitude. In most cases, progress will be made incrementally, and may depend on establishing a relationship with the other party.II. Strategy The Overall Plan to Achieve

10、Ones GoalsA. Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective or immediacy.2. Tactics are short-term, adaptive moves designed to enact or pursue broad strategies, which in turn provide stability, continuity, and direction for tactical behaviors.

11、3. Tactics are subordinate to strategy: they are structured, directed, and driven by strategic considerations.B. Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2. Unilaterally pursued strategies can be wholly one-sid

12、ed and intentionally ignorant of any information about the other negotiator.3. Unilateral strategies should evolve into ones that fully consider the impact of the others strategy on ones own.C. The dual concerns model as a vehicle for describing negotiation strategies. This model proposes that indiv

13、iduals have two levels of related concerns: a concern for their own outcomes, and a level of concern for the others outcomes.1. Alternative situational strategiesa. There are at least four different types of strategies when assessing the relative importance and priority of the negotiators substantiv

14、e outcome versus the relational outcome: competitive, collaboration, accommodation, and avoidance2. The nonengagement strategy: Avoidancea. There are many reasons why negotiators may choose not to negotiate:(1) If one is able to meet ones needs without negotiating at all, it may make sense to use an

15、 avoidance strategy(2) It simply may not be worth the time and effort to negotiate (although there are sometimes reasons to negotiate in such situations(3) The decision to negotiate is closely related to the desirability of available alternatives the outcomes that can be achieved if negotiations don

16、t work out3. Active-engagement strategies: Competition, collaboration, and accommodationa. Competition is distributive win-lose bargaining.b. Collaboration is integrative or win-win negotiation.c. Accommodation is as much a win-lose strategy as competition, although it has a decidedly different imag

17、e it involves an imbalance of outcomes, but in the opposite direction. (“I lose, you win” as opposed to “I win, you lose.”)d. There are drawbacks to these strategies if applied blindly, thoughtlessly or inflexibly:(1) Distributive strategies tend to create “we-they” or “superiority-inferiority” patt

18、erns, which may result in a distortion of the other sides contributions, as well as their values, needs and positions.(2) If a negotiator pursues an integrative strategy without regard to the others strategy, then the other may manipulate and exploit the collaborator and take advantage of the good f

19、aith and goodwill being demonstrated.(3) Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.III. Understanding the Flow of Negotiations: Stages and PhasesA.Phase models of negotiation:1.Initiation2.Problem solving3.ResolutionB.Greenhal

20、gh (2001) suggests that there are seven key steps to an ideal negotiation process:1.Preparation: deciding what is important, defining goals, thinking ahead how to work together with the other party.2.Relationship building: getting to know the other party, understanding how you and the other are simi

21、lar and different, and building commitment toward achieving a mutually beneficial set of outcomes.3.Information gathering: learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to

22、 reach agreement with the other side.4.Information using: at this stage, negotiators assemble the case they want to make for their preferred outcomes and settlement, one that will maximize the negotiators own needs.5.Bidding: the process of making moves from ones initial, ideal position to the actua

23、l outcome.6.Closing the deal: the objective here is to build commitment to the agreement achieved in the previous phase.7.Implementing the agreement: determining who needs to do what once hands are shaken and the documents signed.IV. Getting Ready to Implement the Strategy: The Planning ProcessA. De

24、fining the issues 1. Usually begins with an analysis of what is to be discussed in the negotiation.2. The number of issues in a negotiation, along with the relationship between the negotiator and the other party, are often the primary determinant of whether one uses a distributive or integrative str

25、ategy.3. In any negotiation, a complete list of the issues at stake is best derived from the following sources:a. An analysis of all the possible issues that need to be decided.b. Previous experience in similar negotiations.c. Research conducted to gather information.d. Consultation with experts in

26、that industry.B. Assembling the issues and defining the bargaining mix1. The combination of lists from each side in a negotiation determines the bargaining mix.2. There are two steps a negotiator can use to prioritize the issues on an agenda:a. Determine which issues are most important and which are

27、 less important.b. Determine whether the issues are linked together or are separate.C. Defining Interests1. Interests may be:a. Substantive, that is, directly related to the focal issues under negotiation.b. Process-based, that is, related to how the negotiators behave as they negotiate.c. Relations

28、hip-based, that is, tied to the current or desired future relationship between the parties.2. Interests may also be based on intangibles of negotiation.D. Knowing limits and alternatives1. Good preparation requires that you establish two clear points: a. Resistance point the place where you decide t

29、hat you should absolutely stop the negotiation rather than continue. b. Alternatives other agreements negotiators could achieve and still meet their needs. Alternatives define whether the current outcome is better than another possibility.E. Setting targets and openings1. Two key points should be de

30、fined in this step:a. The specific target point where one realistically expects to achieve a settlementb. The asking price, representing the best deal one can hope to achieve.2. Target setting requires positive thinking about ones own objectives.3. Target setting often requires considering how to pa

31、ckage several issues and objectives.4. Target setting requires an understanding of trade-offs and throwaways.F. Assessing constituents and the social context of a negotiation1. When people negotiate in a professional context, there may be more than two parties.a. There may be more than two negotiato

32、rs at the table. Multiple parties often lead to the formation of coalitions.b. Negotiators also have constituents who will evaluate and critique them.c. Negotiation occurs in a context of rules a social system of laws, customs, common business practices, cultural norms, and political cross-pressures

33、.2. “Field analysis” can be used to assess all the key parties in a negotiation.a. Who is, or should be, on the team on my side of the field?b. Who is on the other side of the field? c. Who is on the sidelines and can affect the play of the game? Who are the negotiation equivalents of owners, manage

34、rs and strategists?d. Who is in the stands? Who is watching the game, is interested in it, but can only indirectly affect what happens?e. What is going on in the broader environment in which the negotiation takes place? f. What is common and acceptable practice in the ethical system in which the dea

35、l is being done?g. What is common and acceptable practice given the culture in which the negotiation is conducted?G. Analyzing the other party1. Learning the others issues, preferences, priorities, interests, alternatives and constraints is almost as important as determining ones own.2. Several key

36、pieces of background information will be of great importance, including:a. The other partys resources, issues, and bargaining mix investigate:(1) Other partys business history or previous negotiations.(2) Financial data.(3) Inventories.(4) Visit or speak with the other partys friends and peers.(5) Q

37、uestion past business partners.b. The other partys interests and needs.(1) Conduct a preliminary interview including a broad discussion of what the other party would like to achieve in the upcoming negotiations.(2) Anticipating the other partys interests.(3) Asking others who know or have negotiated

38、 with the other party.(4) Reading how the other party portrays him/herself in the media.c. The other partys limits (resistance point) and alternative(s).(1) Understanding the other partys limits and alternatives is important because it will provide information as to how far you can “push” them.d. Th

39、e other partys targets and openings.(1) Systematically gather information directly from the other party.e. Constituents, social structure, and authority to make an agreement.(1) The most direct impact of the broader social context is on the other negotiators ability to make binding agreements.(2) Th

40、e negotiator needs to know how the other partys organization makes decisions to support or ratify an agreement.f. Reputation and negotiation style.(1) A negotiators typical style (integrative or distributive approach) is an important determinant of how to approach the other party in the negotiation.

41、(2) Ones impression of the other partys reputation may be based on several factors:(i) How the other partys predecessors have negotiated with you in the past.(ii) How the other party has negotiated with you in the past, either in the same or in different contexts.(iii) How the other party has negoti

42、ated with others in the past.g. Likely strategy and tactics.(1) Information collected about issues, objectives, reputation, style, alternatives, and authority may indicate a great deal about what strategy the other party intends to pursue.H. Presenting issues to the other party1. What facts support

43、my point of view?2. Whom may I consult or talk with to help me elaborate or clarify the facts?3. Have these issues been negotiated before by others under similar circumstances?4. What is the other partys point of view likely to be?5. How can I develop and present the facts so they are most convincing?I. W