国际商务谈判双语.pptx

CHAPTER 1INTRODUCTION LEARNING OBJECTIVES A.Improve your ability to negotiate successfully B.General strategy for successful negotiation C.Enlightened model of negotiation(fraternal twin model)Mind&Heart Rational vs.Intuitional The Nature of Negotiation Interdependence Negotiation Sandtraps The Nature of Negotiation Negotiation is something that everyonedoes,almost daily.Negotiations occur for one of two reasons:(1)To create something new that neither party could attain on his or her own(2)To resolve a problem or dispute between the partiesThe Nature of Negotiation Characteristics Common to All Negotiation Situations 1.There are two or more parties 2.There is a conflict of interest between them 3.Parties negotiate because they think they can get a better deal than by taking what the other side will give them.4.Parties prefer to search for agreement rather than:Fight openlyCapitulate Permanently break off contactTake their dispute to a third partyThe Nature of Negotiation 5.Parties expect give and take.They expect both sides will modify or give in somewhat on their opening statements,requests,or demands 6.Successful negotiation involves:-The resolving of tangibles(e.g.,the price or the terms of agreement)-The resolution of intangibles(the underlying psychological motivations)InterdependenceIn negotiation,both parties need each other This mutual dependency is called interdependence Interdependent goals are an important aspect of negotiation:Win-lose:I win,you lose Win-win:Opportunities for both parties to gain One potential consequence of interdependent relationships is value creation The other potential consequence of interdependent relationships is conflict Value Creation Synergy:the notion the the whole is greater than the sum of its parts.Negotiators should be aware that potential differences can be used to reach agreement It is also possible to create value through shared interests and through scale(task too big for one party to accomplish alone)Conflict May be defined as a:sharp disagreement and includes the perceived divergence of interest,or a belief that the parties current aspirations cannot be achieved simultaneouslyLevels of Conflict Intrapersonal or Intrapsychic Conflict Conflict that occurs within an individual We want an ice cream cone badly,but we know that ice cream is very fattening Interpersonal Conflict Conflict is between individual people Conflict between bosses and subordinates,spouses,siblings,roommates etc.Levels of ConflictIntragroup ConflictWithin-group negotiationAmong team and committee members and within families,classes etc.Intergroup ConflictConflict can occur within groups and among groups simultaneously Conflict between unions and management,warring nations,feuding families,or communityaction groups and government authoritiesThese negotiations are the most complexSome of the Functions and Benefits of ConflictDiscussing conflict makes organizational members more aware and able to cope with problemsIt promises organizational change and adaptation.It strengthens relationships and heightens moraleIt promotes awareness of self and others It encourages personal and psychological developmentIt can be stimulating and funFive Major Strategies for Conflict Management:1Contending Actors pursue own outcomes strongly,show little concern for other party obtaining their desired outcomes2 Yielding Actors show little interest in whether they attain own outcomes,are quite interested in whether the other party attains their outcomes3 Inaction Actors show little interest in whether they attain own outcomes,little concern about whether the other party obtains their outcomesFive Major Strategies for Conflict Management:4 Problem solving Actors show high concern in obtaining own outcomes,as well as high concern for the other party obtaining their outcomes5 Compromising Actors show moderate concern in obtaining own outcomes,as well as moderate concern for the other party obtaining their outcomesThe Dual Concerns ModelThe Sandtraps of NegotiationLeaving money on the table(“lose-lose”negotiation)Settling for too little(the“winners curse”)Walking away from the tableSettling for terms worse than your alternative(the“agreement bias”)Debunking Negotiation MythsO Myth 1:Negotiations are fixed-sumO Myth 2:You need to be either tough or softO Myth 3:Good negotiators are bornO Myth 4:Experience is a great teacherO Myth 5:Good negotiators take risksO Myth 6:Good negotiators rely on intuition WHY ARE PEOPLE INEFFECTIVE NEGOTIATORS?A.Faulty feedback1.Confirmation bias2.EgocentrismB.Satisfying(when people settle for something less than they otherwise could have)C.Self-reinforcing incompetence讨论讨论我们何时不该进行谈判？我们何时不该进行谈判？E