《商務談判課件（英文）》Lecture 2

1、Lecture 2Choosing the Negotiation TeamIn more formal and complicated business negotiations, cases are not usually individually one to one but team to team. Therefore to choose a strong and effective and authoritative team is prerequisite to any successful negotiation. Before we start, lets have a te

2、st.ContentsWho qualifies as a negotiatorNegotiation Teams121.1 Desirable characteristics of a negotiatorIn real practice, the psychological quality of the negotiators plays a crucial role, particularly the personal characteristics and capabilities.It is highly desirable that a negotiator should have

3、 the following range of characteristics: Shrewdness KnowledgeConcentrationHumorAdaptabilityEightCharacteristicsExpressivityEnduranceGregariousness1.1.1 Shrewdness 機智敏捷 The successful negotiator must be capable of allowing the other side to see only what deserves the strategy best, and this requires

4、an ethical mixture of honesty and cunning. Forthrightness is a trait to avoid when selecting a negotiator. People who “wear their hearts on their sleeves” or insist on transparency in all dealings will make sorry negotiators in the global marketplace. Because of this, shrewdness ranks as the first f

5、or desirable characteristics. 周總理的妙語連珠1美國記者來到周總理的辦公室，恰巧總理桌子上有一支美國產的“派克筆”。記者得意的問：“總理閣下也喜歡我國的鋼筆嗎？”周總理聽了，不慌不忙地說：“這支鋼筆是一位朝鮮朋友送給我的，朋友告訴我這支筆是有背景的?！敝芸偫眍D了頓，將筆拿在手里說：“他告訴我，這是美軍在板門店投降簽字儀式上用過的，我覺得有紀念價值，就留下了貴國的筆?！泵绹浾叩哪樇t到了耳根。周總理的妙語連珠2美國記者不懷好意地問周總理：“總理閣下，為什么貴國把人走的路叫馬路呢？”周總理聽出其話中有刺，于是妙趣橫生地說：“我們走的是馬克思主義之路，簡稱馬路?！泵绹?/p>

6、者不死心，繼續(xù)追問：“總理閣下，在我們美國，大家都昂首走路，為什么你們中國人低著頭走路呢？”總理說：“你們美國人走的是下坡路，當然是仰著頭；而中國走的是上坡路，當然是低著頭。” 1.1.2 Knowledge in a “T” structure 知識全面A vertical extent of your own product.The negotiator must have technical knowledge of the product and of the market, technical knowledge of financial issues which will conc

7、ern him during the negotiation. The negotiator also should grasp one or two languages and know the strategy and tactics in negotiation.A horizontal knowledge of the environmentPolicy and regulationsInternational trade customsLaw of the foreign countriesCulture and customs of foreign countriesGeograp

8、hy某公司在泰國承包一個工程項目，由于不了解施工期是泰國的雨季，運過去的輪胎式機械在泥濘的施工場地根本無法施展身手，只得重新組織履帶式機械。因為耽擱了采購、報關、運輸?shù)臅r間，以至延誤了工期，造成對方提出索賠。交響樂 三文魚1.1.3 Adaptability 適應能力 Negotiations seldom do completely according to plan, nor will they always change in preconceived patterns. The negotiator must be able to respond quickly and decisiv

9、ely to unforeseen developments. Negotiations are concerned with each side getting the other to change positions. Having an inflexible strategy and limited tactics will almost instantly bring negotiations to an unproductive close. Thus the negotiator must be highly adaptable.1.1.4 Endurance 具有耐力 Whil

10、e negotiation is primarily a mental activity, it can be physically demanding. The negotiator must be available for all sessions and the typical eight-hour days will be rare. Add in travel fatigue, climatic changes, jet lag, foreign food, late-night socializing, and work stress; you have the makings

11、of burnout. So physical fitness and endurance are highly desirable.談判者之間的持久交鋒，不僅是智力、技能和勢力的比試，更是一場意志、耐心和毅力的較量。如果談判者沒有堅忍不拔、忍耐持久的恒心和泰然自若的精神，是難以適應的。一位著名的談判手曾這樣說過：“永遠不輕易放棄，直到對方至少說了七次不?！?.1.5 Gregariousness 擅長交際 Negotiation is by nature a social process. Many countries have little in the way of commercial

12、 contract law, and the success of the deal in such circumstances is based upon trust and friendship.The “relationship” will play a huge role in finalizing a contract. A competent negotiator is gregarious. Just as many deals are made across the dinner table as are made across the conference table. Th

13、e ability to hold a good, off-business-topic conversation with a counterpart, even in translation, will only advance the negotiators position.1.1.6 Concentration 全神貫注 Time zone changes, language problems, and legal wranglings can all be major distractions from the goals set forth in the strategy. Th

14、e potential for “l(fā)osing track” is enormous. Because of this, the ability to concentrate on those issues at the heart of the negotiation is an asset the negotiator cannot afford to be without. Counterparts will often attempt to put as many points as possible “on the table” in an effort to cloud the m

15、ain issue. The negotiator must be able to maintain the teams (and his own) focus at all times. 1.1.7 Expressivity 表達能力 Good negotiators must be practiced listeners as well as articulate speakers. Everything about themfrom their demeanor, their clothes and their body language, to how they handle subo

16、rdinateswill be inspected critically. A negotiator must also have a keen sense of what is motivating his counterpart in order to communicate the proper image. Can I pray when I smoke?Can I smoke when I pray?1.1.8 Sense of humor 幽默感 Negotiating can be a very stressful affair, and there will be moment

17、s when it hardly seems worth the effort. A negotiator must be equipped with a highly developed sense of humor in order to weather persistent storms like the negotiating delays, logistical problems, absurd social settings and the discomforts of travel. Viewing such problems with a humorous eye can he

18、lp keeping negotiations on track.周總理的妙語連珠3周總理在中南海勤政殿設宴招待外賓。桌面上的菜花樣繁多，風味獨特，大家贊不絕口。最后是一道湯菜，湯里有冬筍、蘑菇、荸薺等，都被精心雕刻成各種圖案，色香味俱全。當時，冬筍片是按照民族圖案刻的，在湯里一翻身恰巧變成了法西斯的標志。外賓見了，臉色馬上變了，齊刷刷看向周總理?？偫硖┤蛔匀粽泻舸蠹艺f：“來，大家一起消滅法西斯，把它吃掉。”氣氛馬上就熱烈起來了，那道菜被吃得精光。Shrewdness KnowledgeConcentrationHumorAdaptabilityEightCharacteristicsExpr

19、essivityEnduranceGregariousnessLate Stages1.2 Age range of negotiator3mid-career phase2Early Stages1have experienceEnergy remainedsearch for satisfaction from workmuch higher tolerancesuccess at work is not the outstanding criterionincreasing commitmentto domestic and social goalscompetitive attitud

20、esidealismgain experienceestablish ones own positionThe precise ages for this mid-career phase vary from individual to individual, but for most people, it lasts maybe a decade within the age range of 33 to 50. 1.3 Chief negotiator Think outside the box要求：筆不離紙，畫四條連續(xù)的直線，將九個點連接起來，筆尖只能經過每個點一次。A puzzle如果

21、只畫一條直線通過這所有的九個點呢？用刷子畫！AnswerConclusionA good CN must “think outside the box” to anticipate what the opposition will do and be ready to apply countermeasures.Sometimes, the CN will be surprised by what the opposition does. This should not be a cause for panic. The best negotiators are able to maintai

22、n decorum and often find creative ways to bring the negotiation back around to their teams stated goal.1.3.1 The chief negotiator (CN) 主談人 He is in general responsible for the whole negotiation team. He is the chief speaker as well. He is the key person to a successful negotiation result. He is in c

23、harge of unifying the strategy, tactics and overall style to be used by a particular company. 1.3.2 Requirements for a chief negotiator 1. He must exercise a high degree of self-control and keep the team on track under trying circumstances. Once the strategy and tactics have been determined, team di

24、scipline demands that all decisions concerning changes must have the CN as the focal point. While strategic consensus is important, delegation of responsibility is of little value. 2. He should be able to use the specialization of each member to its maximum advantages. He must have sufficient inform

25、ation to supply the specialist and must know where to use a specialist.That is to say he must be able to manage the fact-finding and the handling of employees.3. He must have the ability to handle pressure from a variety of directions.Headquarters, clients, team members, family, negotiating counterp

26、arts, and government officials will all demand attention. The CN must be a decision maker who can keep everyone satisfied without being distracted from the pre-established priorities. Dealing with these responsibilities within a foreign environment, and possibly in a foreign language, is not a job f

27、or the faint of heart. 4. He should be technically astute with regard to both the companys products and modern day information technology. Most international businessmen now travel with laptop computers in order to compactly carry along the vast amount of data necessary for quick decision-making. Me

28、anwhile this can greatly reduce the number of personnel required to make presentations and/or assist in technical decisions. 5. The CN must be highly organized in order to effectively handle the vast number of problems that will inevitably arise. CN represents the company in image and practiceCN mus

29、t be able to select, motivate, and control a team operating under high-stress conditions. He also must be able to arrange and rearrange schedules. Every and any logistical detail can make the difference between success and failure.2.1 A single negotiator vs. team negotiation2.2 Size of a team2.3 Tea

30、m members2. Negotiation Teams2.1 A single negotiator vs. team negotiation AdvantagesDisadvantagesTo prevent the opposer from aiming at the weaker or creating disagreement among members;2. To prevent the weakening of stated positions through differences of opinion between team members. 3. To avoid ma

31、king on-the-spot decisions.It has a very high level requirement of the negotiator. 2. It place complete responsibility on one person;A single negotiatorAdvantagesDisadvantagesPeople with different technical backgrounds;It enables a pooling judgments and planning in advance;3.It presents the other si

32、de with a large opposition. 1. It is rather difficult to control.2. The weak member is very easy to pick out by the other party and they will attack individually. 3. Many members in a team will interfere with the negotiation efficiency. Team negotiation2.2 Size of a teamHow big should the team be? U

33、sually it just depends. In one sense, the size of a team should conform to the old saying about the size of committee“ the best number of people to have on a committee is one.”A big sized committee will have the problems of ensuring collaboration, the problems of ensuring communication between team

34、members and the problems of ensuring that each member has a satisfying element in the negotiation.So it is quite important to keep the negotiation team as small as possible. 2.2.1 The team should be as small as possibleFirstly, when your team must operate overseas, then youll have a lot of flight, g

35、round transport, meals, hotels, communication, conference centers, taxes, and cargo. It can make a trip for even a small team greatly expensive. Secondly, communication is a source of strength within the negotiation team. The CN must be able to seek the input of the team quickly, and large groups ar

36、e cumbersome. Thirdly, presenting a unified front is key. Keeping the team small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Bill Scott suggests that the number is probably four. The main reasons for this number include: Size of grou

37、p Control of team Range of expertise Changing membership2.2.2 Desirable size for a negotiation team A big group does not guarantee that everybody contributes and it will be too diffuse in the range of interests and ideas among the group members.Management principles suggest that the span of control

38、for any manager operating in such dramatic and changing circumstances as the conduct of a negotiation is about three or four people.A dozen or a score of different perspectives in a protracted negotiation.But within the scope of any one negotiation meeting, it will not be possible to take more than

39、three or four different perspectives.There is no need to keep the same team throughout.The production member might well be present for the first three or four meetings in a series, leaving a seat vacant for the next couple of meetings, and bringing in a lawyer for the final settlement. 2.3 Team memb

40、ersWhat should be looked for when a team is made up? Participants should never be chosen as a reward for other workplace achievements. This is a common temptation in international negotiations when the team must travel to some exciting or exotic location to do business. Being on the negotiating team

41、 is not a prize. Just because someone is the head of a department doesnt mean that they have the proper attributes to be included on the team. The leader must also be careful in team selection not to “ruffle the feathers 激怒” of the people who are not chosen to travel with the team. It is good to all

42、ow these people to participate in planning and research for the negotiation so that they can share in the prestige of being on the team even though they wont go on the trip itself. The leader must keep a sharp focus on who is needed and how they will contribute to the overall goal. There is no room

43、for dead weight.As J.E. Curry puts it, “Putting a team together is similar to assembling a jigsaw puzzle (拼圖游戲): theres no success unless all of the pieces fit .2.3.1 Several kinds of people that need to be avoidedThe first one is the negative person. People with a penchant for complaining and alway

44、s finding fault do not belong on a negotiating team. They will discourage the other members and sow seeds of discord. Especially in an international situation where conditions may not be ideal, no one wants to have to listen to a team member drone on about the heat or the cold or the unsuitable food

45、. It just brings everyone down.Second, avoid loose cannons. These are people who cant work under the leadership of others or within the confines of the set guidelines of their role. Unanimity（全體一致）and single-mindedness（忠貞,專心）are the keys to successful negotiations. Again, this kind of person may pro

46、ve valuable at the planning and strategizing stage but they should never be allowed at the actual negotiation table.Third, avoid people with obvious biases.International trade is not only international, but cross-cultural. If a team member is racist, sexist, or harbors any other form of bigotry, it

47、can only serve to complicate the negotiating process. Many times, these people are unaware of how obvious their abhorrent views are to the opposition. The success of a deal should not be jeopardized because a team member offends the sensibilities of the opposition.案例一中國談判小組赴中東某國進行一項工程承包談判。在閑聊中，中方負責商

48、務條款的成員無意中評論了中東盛行的伊斯蘭教，引起對方成員的不悅。當談及實質性問題時，對方較為激進的商務談判人員絲毫不讓步，并一再流露撤出談判的意圖。問題：（1）案例中溝通出現(xiàn)的障礙主要表現(xiàn)在什么方面？（2）這種障礙導致談判出現(xiàn)了什么局面？（3）應采取那些措施克服這一障礙？（4）從這一案例中，中方談判人員要吸取什么教訓？案例中溝通出現(xiàn)的主要障礙在中方負責商務條款的成員無意中評論了中東盛行的伊斯蘭教。這種障礙導致對方成員的不悅，不愿意與中方合作。應該為此向對方成員道歉中方談判人員在談判前應該了解對方的習俗及喜好，避免類似與此情況再次發(fā)生，正所謂知己知彼才能百戰(zhàn)百勝。Fourthly, not to

49、 choose people based solely on their individual strengthsIt must be remembered that this is a team negotiation. Every member must not only understand their role but must be able to work well with other personalities on the whole team. The best teams, many times, use their collective strength to outw

50、it the group of individual superstars the opposition may bring to the table. Personality conflicts, past experience, and cooperative skills must be taken into account when the leader chooses the team. Finally, people who are physically weak should not be considered for team inclusion.International t

51、rade and travel can be exhausting for even the fit person. Long hours of research and discussion will take their toll on the team members. Each member of the team must stay sharp and be alert during the negotiation. Furthermore, a team cannot afford to lose someone to illness in the middle of a nego

52、tiation.2.3.2 Men vs. women in negotiation teamMost negotiating teams are composed of men and women. It provides a positive appearance both internally and to the opposition that the negotiating company is also an inclusive and progressive organization. The leader must be acutely aware, however, of t

53、he different ways women and men carry out a negotiation. Several studies have revealed that: Personal IssuesFor women, control is developed through mutual empowerment (增強力量和信心), whereas men identify it with power or authority.Conflict begins with a competition of interests that men are more comforta

54、ble with. Men will attribute their success to themselves and failure to outside circumstances; women will attribute success to the circumstances and failure to themselves. Social IssuesWomen are more inclined to consensus-building and are more flexible, creative, and intuitive of the needs expressed

55、 in conversation.Women view the negotiation in a relational way with problems solved through dialogue and relationship building. When men fight, they do not see it as a threat to their relationship, whereas that is a fear for women who are in a disagreement. Physical IssuesWomens posture differences

56、 and use of body language in negotiation situations often suggest submissive(順從的) position.Brain size men have about 2 billion more cells; one theory is female brain halves are closer together and permit better communication between halves.Men have more testosterone oriented towards aggressive behav

57、ior; physical orientation; does not assist in the progress towards resolving conflict. Tactical IssuesWomen may be less comfortable with the tactic of silence in negotiating. Men use conversation to establish their status/separation while women use it to establish closeness/relationship.An interesti

58、ng investigation2.3.3 Roles of team membersPutting together a team requires each member to take a particular role. Certain personality types are suitable for these different roles. A good leader needs to build the team with people who can fit into each role and strengthen the overall team. Once team

59、 members know their roles, they must strictly adhere to them. Small teamsThe classic tactic with a two member team is the good cop/bad cop. One team member takes a very hostile approach to the negotiation. This is the bad cop. Nothing is ever good enough for him or her. The deal is unfair or the pri

60、ce is unsuitable or the delivery date is unworkable. When the opposition becomes frustrated with all the obstacles, the other team member tries to find an agreeable compromise through a friendly tone and a more reasonable approach. This is the good cop.Larger teamsLeaderThe leader should be the pers