商務(wù)英語談判 negotiation Principles.-sl

LectureTwo

PrinciplesofBusinessNegotiation2021/5/914CsinNegotiationThecontextofthe4Csinwhichnegotiationtakesplace.談判要明確的四點背景內(nèi)容Commoninterests(談判者追求的目標)Conflictinginterests（要談的內(nèi)容）Compromise（取舍點）Criteriaorobjectives（明確目標及實現(xiàn)的準則）2021/5/92NegotiationenvironmentThecompositionofinternationalnegotiationenvironment:會影響談判的戰(zhàn)略和策略1.Politicalsystem2.Economicalsystem3.Socialsystem4.Culturalsystem2021/5/93SomeBasicNegotiationPrinciplesPrincipleofwillingness(premiseofnegotiation)EqualityPrinciple(foundationofnegotiation)PrincipleofMutualBenefits(aimorgoalofnegotiation)4.PrincipleforCommoninterests(keyofnegotiation)5.Principleforefficiency(guaranteeofnegotiation)Principleoflegality(foundationofnegotiation)2021/5/94EqualityPrinciple:1)Itmeansbothpartiesareequalinlawstatus.Theyhaveequalrightsandobligation.Theydobusinessoutoftheirownneedsandtheyareinformedofeachothertoenjoymutualbenefits.2)Whenonepartytakesmuchlessthanisgiven,theotherpartywillfeelreluctanttocontinuenegotiating.Henceeitherpartyshouldbewellpreparedforthenegotiationandreadytosatisfyeachother’sneedsonanequalbasis.2021/5/95PrincipleofCollaborativeNegotiation(CN)ThesixguidelinesforCNAcknowledgetheconcernsoftheothersideandfocusoninterestsratherthanpositions.Encouragejointfactfinding.

3.Offercontingentcommitmentstominimizeimpactsiftheydooccur,andpromisetocompensateknowablebutunintendedimpacts.

2021/5/964.Acceptresponsibility,admitmistakes,andsharepower.

5.Actinatrustworthyfashionatalltimes.

6.Focusonbuildinglong-termrelationships

Thecollabrativenegotiationfocusesoninterestsratherthanpositions,placevalueonrelationship.2021/5/97PrincipledNegotiation

(Itisparticularlyorientedtocollaborativenegotiations.)

Fourkeywordsarefocused:People&problemsInterestsorpositionOptionsformutualgainsCriteria:insistonusingobjectivecriteria(continuedformoredetails)2021/5/98SeparatethepeoplefromtheproblemPeopleproblemsareoftencausedbyinaccurateperceptions,inappropriateemotionsandpoorcommunication.Threetechniquesarerecommended:EstablishanaccurateperceptionCultivateappropriateemotionStriveforbettercommunication2021/5/991)Establishanaccurateperception.﹡Conflict,veryoften,isnotcausedbywhathappens,butbyhowpeopleperceivewhathappens.﹡Increasethecapabilityofeachpartytoseetheotherside’spointofviewbyreversingroles.﹡Avoidblamingtheotherpartyforyourproblem2021/5/9102)Cultivateappropriateemotion.﹡Youremotionaffectsthatoftheotherparty.﹡Recognizeandunderstandemotionsofbothparties.﹡Makeemotionsexplicitandlegitimate﹡Allowtheotherpartytoletoffsteam.﹡Staycalmwiththeotherparty’semotionaloutbursts.2021/5/9113)Striveforbettercommunication.﹡Beanactivelistenerandacknowledgewhatisbeingsaid.﹡Speaktobeunderstood.﹡Avoidbeingjudgmentalordebatingtheotherpartyasanopponent.﹡Avoidcriticismthatmayhurttheotherparty’sfeelings.2021/5/912﹡Discusstheproblemsbeforeproposingasolution.﹡Beconcretebutflexible.﹡Behardontheproblembutsoftonthepeople.2021/5/9132.FocusoninterestsinsteadofpositionsMethods:Identifytheself-interestsDiscussinterestswiththeotherparty2021/5/9141)Identifytheself-interests.﹡Respectyourcounterpartsashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.2)Discussinterestswiththeotherparty﹡Giveyourinterestsavividdescription.Bespecific.﹡Demonstrateyourunderstandingoftheotherparty’sinterestsandacknowledgethemaspartoftheoverallproblemthatyouaretryingtosolve.2021/5/9153.InventoptionsformutualgainsThebrainstormingofoptionspriortodecision-makingisacriticalpieceforthesuccessofthecollaborativenegotiationprocess.Theabilitytoinventoptionsisoneofthemostusefulassetsanegotiatorcanhave.1)Separatetheactofinventingoptionsfromtheactofjudgingthem2)Developasmanyoptionsaspossiblebeforechoosingone3)Searchformutualgains4)Findwaystohelpmaketheotherparty’sdecisioneasy2021/5/9161)Separatetheactofinventingoptionsfromtheactofjudgingthem﹡Beforebrainstorm﹡During﹡After2021/5/9172)Developasmanyoptionsaspossiblebeforechoosingone﹡Lookattheproblemthroughtheeyesofdifferentexperts.﹡Changethescopeofaproposedagreement-breakdowntheproblemintosmallerunits.Agreementsmaybepartial,involvefewerparties,coverselectedsubjectmatters,orremainineffectforalimitedperiodoftime.2021/5/9183)Searchformutualgains﹡Sharedinterestsexistineverynegotiation;theyareopportunities,notgodsends;2021/5/9194)Findwaystohelpmaketheotherparty’sdecisioneasy

﹡Yoursuccessinanegotiationdependsupontheotherparty’smakingadecisionyouwant;therefore,youshoulddowhatyoucantomakethatdecisionaneasyone.2021/5/9204.Insistonusingobjectivecriteria(suchasstandardsindependentofwillsofanyparty;legitimateandpractical;acceptabletoallparties)Theyarestandardsorprincipleswhichthepartiesbelieveinandwhicharenotunderthecontrolofanysingleparty,suchasmarketvalue,scientificjudgment,moralstandards,tradition,courseofdealing,aflipofcoin,ect.Frameeachissueasajointsearchforobjectivecriteria:oneexampleJointlydiscusswhichstandardsaremostappropriateandhowtheyshouldbeappliedNeveryieldtopressure,onlytoprinciple2021/5/9211)Frameeachissueasajointsearchforobjectivecriteria:﹡“Look,youwantahighpriceandIwantalowone.Let’sfigureoutwhatafairpricewouldbe.”﹡Ifthesellerstartsbygivingaposition,suchas“thepriceis＄80,000”,askforthetheorybehindthatprice.Treattheproblemasthoughthesellertooislookingforafairprice.2021/5/922合作原則談判法一對事不對人二

著眼于利益而非立場三

制定雙贏方案四

引入客觀評判標準2021/5/923合作式談判合作原則談判法即著名的哈佛原則談判法，它的主要代表人物是羅杰·費希爾和威廉·尤里。合作原則談判法的核心和精神實質(zhì)是通過強調(diào)各方的利益和價值，而非討價還價本身，以及通過提出尋求各方各有所獲的方案來取得談判的成功。合作原則談判法由以下四個部分組成：對待談判對手：對事不對人；對待各方利益：著眼于利益而非立場；對待利益獲?。褐贫p贏方案；對待評判標準：引入客觀評判標準

。2021/5/924一、對事不對人談判氣氛是決定談判各方關(guān)系的一個重要因素。合作原則談判法對談判存在的幾類問題提出如下解決方法：發(fā)展移情法(1)從對方的立場看待問題；(2)避免因自己的問題而責(zé)備對方；(3)協(xié)助對方參與到解決問題中去。2021/5/925一、對事不對人正確看待情緒(1)允許對方發(fā)火；(2)恰當(dāng)看待情緒的爆發(fā)。加強溝通(1)注意傾聽并總結(jié)聽到的情況；(2)避免給對方打分并將對方當(dāng)做辯論的對手；(3)不嚴厲指責(zé)對方的錯誤。

2021/5/926二、著眼于利益而非立場找到各方的共同利益是取得雙贏結(jié)果的一個關(guān)鍵點。為幫助各方做到著眼于利益而非立場，可以從以兩個方面著手：明確利益(1)探尋妨礙我方的對方利益；(2)從不同的角度審視對方的不同利益；(3)透過對方的立場看到對方的人性需求。討論利益(1)總結(jié)并接受對方的利益；(2)在提出解決方案前表達自己的見解或提出問題；(3)在解決問題時盡量不追究過去的矛盾而應(yīng)朝前看。2021/5/927三、制定雙贏方案

在談判中，人們極易陷入對自己的立場討價還價之中原因有兩個：1、由于談判的內(nèi)容屬于非輸即贏類型的；2、人們往往把問題的解決方法限制在很窄的范圍內(nèi)?？偟恼f來，阻止人們尋求建設(shè)性替代方案的原因有以下三個：1、認為分配方案保持一成不變。2、是只尋求一種答案。3、是在提出方案時只考慮滿足自己利益和需要的解決辦法。2021/5/928三、制定雙贏方案針對以上問題，原則談判法可總結(jié)如下：診斷。(1)放棄對方利益的滿足一定是以我方的付出為代價的觀念(2)鼓勵各方共同解決問題；(3)在對方未做好充分準備之前不預(yù)先鎖定在一種方案上。提出創(chuàng)建性方案。(1)將提出方案和評價方案分開；(2)在確定最終解決方案之前先提出幾個可供選擇的方案；(3)尋求各方的共同利益和互補利益；(4)尋求使對方容易接受的方案。2021/5/929四、引入客觀評判標準

在判斷一個標準是否屬于客觀標準時應(yīng)從以下幾個方面考慮：客觀標準應(yīng)當(dāng)獨立于所有各方的主觀意志之外，因而它可以不受任何一方的感情影響?？陀^標準應(yīng)當(dāng)具有合法性并且切合實際?？陀^標準應(yīng)當(dāng)具有科學(xué)性和權(quán)威性。下面的幾個步驟是對第四部分的總結(jié)：尋求不同的客觀標準；探討不同客觀標準的可行之處；尋求公正的處理程序。2021/5/930四、引入客觀評判標準

某種方法是成功還是失敗，根據(jù)羅杰·費希爾和威廉·尤里的觀點可以從以下三個方面做出判斷：一項可能達成的協(xié)議應(yīng)當(dāng)最大限度地滿足各方的合法利益，解決他們之間的沖突，同時保護公眾的利益不受損害。協(xié)議應(yīng)當(dāng)是高效的。協(xié)議應(yīng)當(dāng)改善，或至少不傷害各方的關(guān)系。

2021/5/931PrincipleofInterestDistributionWhilethetraditionalcompetitiveapproachtonegotiationtriestomaximizeoneparty’sgainovertheotherparty’sloss,thecollaborativeapproachfocusesonpartieswithdiversinterestsworkingtogethertoachievemutuallysatisfyingoutcomes.InterestRealization2021/5/932Differentlevelsofinterests:PersonalinterestsOrganizationalinterestsNationalinterests﹡Innegotiationatthedomesticlevel,therearetwotypesofinterestsinvolved:personalandorganizational;attheinternationallevel,therearethree:personalandorganizationalandnational.2021/5/933Personal&Organizational﹡Personalinterestsareinlinewiththoseoftheorganization-----thenegotiatorwilltryhisbesttopushforthemostattractivedealfortheorganization.﹡Ifnot,theorganizationthereforesuffersloss.2021/5/934Personal&National﹡Whilepersonalinterestsseemeasiertobeinlinewithorganizationalinterests,nationalonessoundsremoteandindirectlyconnectedwithpersonalones.tryhisbesttodefendtheinterestsofcountry.2021/5/935Organizational&National﹡Byrequestingassistancefromthegovernment,organizationscanstillhavestronginfluenceongovernment’sdecision-making.﹡Organization,ontheotherhand,payingunderattentiontotheirowninterestsatthenegotiatingtablewillundermineorjeopardizenationalinterests.2021/5/936Whenthereisaconflictbetweenthem,theorganizationalinterestsmustbesubordinatetothenationalinterests.2021/5/937利益分配法則任何在國內(nèi)舉行的談判都至少涉及兩個層次的利益,有時是三個層次的利益：即個人利益、集體利益和國家利益。這三層利益如何融合、協(xié)調(diào)和平衡對談判結(jié)果常常起著決定性的作用。一、個人利益與集體利益按照美國心理學(xué)家馬斯洛的觀點，人類的需要可以劃分為五個層次：2021/5/938利益分配法則2021/5/939二、個人利益與集體和國家利益二、個人利益與集體和國家利益

個人利益由于和集體利益之間的內(nèi)在和直接的關(guān)聯(lián)比較容易取得一致，個人利益在多數(shù)情況下可以服從集體利益，但可能有時與國家利益不能形成一致。從個人利益的角度看，國家利益有時顯得遙遠，與個人利益之間關(guān)系比較間接，因此國家利益常常被視為是一個指導(dǎo)原則。

2021/5/940PrincipleofTrustinNegotiationThreetypesoftrustinprofessionalrelationships:Deterrence-basedtrust（威懾型信任）Knowledge-basedtrust（了解型信任）Identification-basedtrust（識別型信任）Question:Howtobuildtrustworthiness?2021/5/941Deterrence-basedtrust（威懾型信任）

Peopletrustorexpectthattheywillbepunishediftheydoordonotdosomethingbasedonconsistencywithpastbehavior.2021/5/942Knowledge-basedtrust（了解型信任）Peopletrustorexpectthattheotherpersonwillactinacertainwaybasedonwhattheyhavelearnedaboutthatperson.Predictabilityisbasedontheirunderstandingoftheotherperson’sactions,thoughtsandintents,notjusthispastbehavior.2021/5/943Identification-basedtrust（識別型信任）

Peopletrustorexpectthattheycanactonbehalfoftheotherpersonbecausetheysharetheinterests,valuesandconcernsoftheotherpersonverywell.Itinvolvessubstantialinternalizationoftheotherperson’sdesires,intentions,values,andsoon.2021/5/944TrustBuildingSixstrategiesforbuildingtrustworthiness:SpeaktheirlanguageManageyourreputationMakeadependenceafactorMakeunilateralconcessionsNameyourconcessionsExplainyourdemands2021/5/945Speaktheirlanguage

Ithelpsto:﹡Understandtechnicaltermsandlingo(行話，難懂的方言).﹡Catchthenuance（法語：細微的感情）andculturalimplicationsbehindwhat’sbeingsaid.﹡Learnhowtheothersideuseswordstoconveyideas.2021/5/946Manageyourreputation

﹡Makeyourreputationatoolinnegotiationbyprovidingreferencesfrommutuallytrustedthirdpartiesthatspeakforyourcharacterandcompetenceorbyofferingotherformsofevidenceofpastsuccesssuchasmediaortraderreports.2021/5/947Makeadependenceafactor﹡Trustbetweenpartieswillincreasewhenbothsidesbelievethattheyneedeachothertoachievetheirindividualgoals.﹡Startthetrust-buildingprocessbyhighlightingtheuniquebenefitsyoucanprovideandbyemphasizingthedamagethatmightresultfromanimpasse(僵局)﹡Anegotiatorwhosensedhehasnootherrecoursemaycometotrustevenhis“enemy”.2021/5/948Makeunilateralconcessions﹡Acarefullycrafted(詭計，手腕)unilateral（單方面）concessioncanworkwonderfullyfortrust。﹡Atrueunilateralconcessionrequiresnocommitmentorconcessionfromtheotherside.2021/5/949Nameyourconcessions﹡Negotiatorsaremotivatedtodiscountanddevalueeachother’sconcessionstorelievetheirobligationtoreciprocate(報答).﹡Unnoticedorunacknowledgedconcessionsmayleadtoconfusion,resentmentorunaccommodatingbehaviorbytheslightedparty.﹡Whenmakingasignificantconcession,makeitcleartotheotherpartyhowmuchyouhavegivenawayandwhatthesacrificemeanstoyou.2021/5/950Explainyourdemands

﹡Ithelpsavoidmisunderstandingofyourmotivesandintentionsfromtheotherparty.﹡Anofferthatisexplainedandjustifiedmaypreservetrustandenhanceitaswell.2021/5/951信任法則一、如何決定信任與被信任二、信任的效應(yīng)案例研究：新產(chǎn)品的市場調(diào)研

2021/5/952信任法則一、如何決定信任與被信任判斷一個人是否信任他人或者被他人信任的因素有三個：信息、影響和控制。個人如果向另一個人透露了他沒有必要透露的信息就表明他信任這個人。一個人如果受另一個人的影響則說明他信任這個人。一個人對別人表示信任時會下放權(quán)力并允許他人以自己的名義行事和做出決定。

2021/5/953二、信任的效應(yīng)增進相互信任的途徑和方法：1、通過在對孩子的教育中、在職業(yè)培訓(xùn)中和談判中建立信任獎勵機制的方法來促進相互間的信任。2、通過彼此間在信任行為上的訓(xùn)練，逐漸地在人們的觀念上建立起對信任的信心，這些行為訓(xùn)練包閱讀案例研究“新產(chǎn)品的市場調(diào)研”，并回答問題：(1)你認為唐先生和田小姐開始談話時是在相互信任的氣氛中進行的嗎？(2)談話在什么時候向著相互理解的方向轉(zhuǎn)變？2021/5/954(3)你認為唐先生不向田小姐透露他需要的設(shè)備數(shù)量的確切數(shù)字合適嗎？(4)你認為在談話結(jié)束時雙方是否建立了友好關(guān)系？這對于他們今后的貿(mào)易往來是否重要？括信息提供、接受影響、自我控制、做出讓步等方面。3在談判中如果有不信任情緒存在，不要回避，而應(yīng)當(dāng)與對方開誠布公地討論引發(fā)不信任的原因是什么，因為不信任往往是由于相互間不理解和誤會造成的。加強溝通和了解是建立信任的基礎(chǔ)。2021/5/955PrinciplestomakeyouasmarternegotiatorGettheother-sidetocommitfirst

Actdumb,notsmartThinkinrealmoneytermsbuttalkfunnymoneyConcentrateontheissuesAlwayscongratulatetheotherside2021/5/956QuestionstothinkaboutWhatdoyouthinkarethemostimportantguidelinesfornegotiation?>>>Supposeyouaredoingbusinessinaforeigncountry,whatwillyouwishtoknowbeforeenteringuponanegotiation?>>>Ifyouhaveconflictinginterestswiththeothernegotiationparty,whatwillyoudotoachievemutualgains?>>>2021/5/957Question1Becooperative,notaggressive.Concentrateonissues,haveyouremotionincheckandnevergoforpersonalattack.Don’tjumptodecision.Knowyourpartners.Makesureyouknowyourinterestandtheotherparty’sinterestaswell.Don’tbargainoverpositions.Alwaysremembertoputyourselfintheirshoes.Becreativeinproblemsolving.Thereisalwaysanotheralternative.2021/5/958Question2Havesomeknowledgeofthecultural,social,economicandpoliticalcharacteristicsofthecountryyouaredoingbusinesswith.WhileinRome,doastheRomansdo.Forexample,AmericanpeoplearedirectandstraightindoingbusinesswhiletheAsianstendtotaketheirtimeandpreferextendedwarm-upbeforeenteringintonegotiation.2021/5/959Question3Besidesconflictinginterests,bothsideshavecommoninterest.Identifythoseinterestsandfindwaystoreconcilethem.Acknowledgetheirinterestsaspartoftheproblem.Cooperationandcompromiseareneededtosettleconflicts.Inventoptionsformutualgain.2021/5/960Someusefulexpressionstoremember

Ifyoustandfirm,there’snopointinfurtherdiscussions.Wemightaswellcallthewholedealoff.

要是你堅持的話，我們就沒有必要再談下去了。我們還不如取消這筆生意算了2.Wehavereceivedoffersmuchlowerthanyours.Sobusinessdependsverymuchonyourprice.

我們已收到了比你方報價低得多的報價。因此，這筆生意能否成交主要取決于你們的價格。2021/5/961Someusefulexpressionstoremember3.Isuggestwemeeteachotherhalfwaysothatthebusinesscanbeconcluded.

我建議我們大家折中一下，這樣就能做成生意了。4.Idon’tthinkIcanacceptitrightnow,asitisbeyondmynegotiatinglimit.

我想我現(xiàn)在沒法接受這一點，因為這超出了我的談判限度。5.Thesizeofourorderdependsonyourprice.Ifyourpriceisattractive,we’regoingtoplaceSlush-and-burnSlush-and-burnalargeorderwithyou.

我們定購的數(shù)量取決于你們的價格。要是你們的價格有吸引力的話，我們就下大訂單