谈判与冲突管理.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,#,NEGOTIATION AND CONFLICT RESOLUTION,谈判与冲突的解决,Negotiation skills are critical to success in todays globalized work environment.Theories,strategies,and ethics underlying negotiation and persuasion in contemporary organizations and societies.Emphasizes the knowledge and skill needed for effective negotiation and persuasion.Also covers theories and practices of conflict resolution in organizations,strategies for analyzing and addressing conflicts,and skills for diagnosing and intervening in conflict situations.,谈判技巧是当今全球工作环境成功的关键。在临时组织和社区中，理论，,战略和伦理是谈判和说服力的基础。为了有效地谈判和说服，强调知识和,技能也涵盖和组织解决冲突的理论与实践，分析与论述冲突的战略，以及,在冲突环境下诊断和介入的技巧。,NEGOTIATION AND CONFLICT RESOLUTION,谈判与冲突的解决,Negotiation Fundamentals Part I,谈判基础第,I,部分,Negotiation Subprocesses Part II,谈判阶段第,I,I,部分,Negotiation Contexts Part III,谈判过程第,III,部分,Negotiation Remedies Part IV,谈判补救第,IV,部分,“,N,EGOTIATION,”A,S,A,N,E,XECUTIVE,T,OOL“,谈判”是一种执行工具,Negotiation Fundamentals,谈判基础,Part I,第,I,部分,Chapter 1,第1章,The Nature of Negotiation,谈判的性质,When is Negotiation Needed?,什么时候需要谈判？,Situation where two or more parties must make a decision about,their interdependent goals and objectives.,双方或多方对相互依赖的目标和目的作出决策的情景,The parties are committed to peaceful means for resolving their dispute.,双方承诺以和平的方法解决他们的分歧,There is no clear or established method or procedure for making the,decision.,对于决策没有明确的或现成的方法或程序,When is“Negotiation”Or“Bargaining”Used,?什么时候使用“谈判”或“讨价还价”？,What is Bargaining?,什么是讨价还价？,“,Haggle”over price,对价格争论不休,What is Negotiation?,什么是谈判？,More“formal”process that occurs when parties are trying to find,a mutually acceptable solution to a complex conflict.,双方对复杂的冲突试图寻找共同的可接受的解决方法时所,采取的更“正规”的方式,Characteristics of a“Negotiation”Or“Bargaining”Situation“,谈判”或“讨价还价”的特征,Interpersonal or Intergroup process,人际或群组之间的过程,Conflict of Interest between two or more parties,双方或多方利益的冲突,Parties negotiate because they think they can use some form of influence to get a better deal than by simply taking what the other side offers,双方谈判因为他们认为他们利用一些形式的影响比另一方给予能够达成更好的交易,Parties prefer to search for agreement rather than“fight”,各方愿意达成协议而不是“争斗”,When we negotiate,WE EXPECT GIVE AND TAKE!,谈判时，,我们期望给予和得到！,Tangibles(price)v.Intangibles(Need to look“good”,desire to“book”more business,save“face”,setting precedent for future,etc.),有形的（价格）与无形的（需要看得好些，期望“记录”更多商务活动，不丢“面子”，为未来创先例。等）,NEGOTIATION AND CONFLICT RESOLUTION,谈判与冲突的解决,Interdependence,相互依赖,Mutual Adjustment,共同调整,Conflict,冲突,Divergent Needs,Ideas,Interests,or Persons,不同的需要，意愿，利益或人,Working toward same goal,为了共同的目标工作,LEVELS OF CONFLICT,冲突的层次,Interpersonal,个人内部,Intragroup,组织内部,Intergroup,组织之间,DESTRUCTIVE NATURE/IMAGEOF CONFLICT?,冲突的破坏性本质/形象,Competitive Processes,竞争过程,Misperception and Bias,误解和偏见,Emotionality,激动,Decreased Communication,减少沟通,Blurred Issues,污损问题,Rigid Commitments,刻板的承诺,Magnified Differences,夸大差异,Escalation of the Conflict,冲突升级,B,ENEFITS,O,F,C,ONFLICT,冲突的好处,Creates organizational awareness and thus able to cope,使组织能够意识到，并能够妥善处理,Conflict“promises”change!,冲突“许诺”变革,Makes people stronger-know they will survive the conflict!,使人们清楚地知道他们处于冲突之中,Heightens morale,加强伦理道德,What are you willing to“fight for”,你想为什么而“斗争”,Enhances personal development,强调个人发展,Stimulating and“fun”,刺激与“愉悦”,CONFLICT,冲突,Difficult to Resolve v.Easy to Resolve,不容易解决与容易解决,Figure 1.2（,表格1.2）,Dual Concerns Model,双重影响模式,Figure 1.3（,表格1.3）,STRATEGY OF CONFLICT MANAGEMENT,冲突管理战略,Contending(Competing or Dominating),斗争（竞争或控制）,Yielding(Accommodating or Obliging),屈从（调停或履行）,Inaction(Avoidance),迟钝（回避）,Problem SolvingCollaborating or Integrating),解决问题（合作或整合）,Compromising,许诺,Figure 1.4（,表格1.4）,STRATEGY OF CONFLICT MANAGEMENT,冲突管理的战略,Third Party Intervention,第三方干涉,“,Boss”,老板,“,Mediator”,中介,“,Conflict Management System”,冲突管理系统,Negotiation Fundamentals,谈判基础,Part I,第,I,部分,Chapter 2,第2章,Negotiation:,谈判,Framing,Strategizing,and Planning,框架，战略与规划,Framing the Problem-The Process of Defining Whats Important,问题结构-确定重点的过程,Why Frames Are Critical to Understanding Strategy,为什么结构是理解战略的关键,Major Approaches to Understanding Frames-,理解结构的主要方法,Frames As a Set of Rules,结构是一系列规则,Frames As Categories of Experience,结构作为经验的分类,Chinese Negotiation Frames,中国人谈判的框架,Box 2.2,表2.2,Five Concepts of Chinese Culture,中国文化的五种理念,Social Linkage,社会联系,Harmony,融洽,Roles,作用,Reciprocal obligations,相互的义务,Face,脸面,Goals-The Objectives That Drive a Negotiation Strategy,目标-驱动谈判战略的目的,Simultaneous Development of Goals and Frames,同时开发目标与结构,Direct Effects of Goals on Choice of Strategy-,在战略选择上目标的直接影响,Wishes are not goals,希望不是目标,Our goals are often linked to others goals,我们的目标经常与其他目标相连接,There are limits/boundaries to what goals can be,目标有限/无限,Effective goals must be specific,必须有特定的有效目标,Strategy-The Overall Plan To Achieve Ones Goals,战略-实现一个目标的总体规划Strategy,Tactics,or Planning,战略，战术，或规划,Strategic Options-Vehicles for Achieving Goals Figure 2.2,战略选项-实现目标的媒介 表格2.2,Alternative Situational Strategies,情景战略的备选方案,Avoidance:The Nonengagement Strategy,回避：非进入战略,Active-Engagement Strategies:Competition,Collaboration,and Accommodation,主动-进入战略：竞争，合作和和解,Strategy-The Overall Plan To Achieve Ones Goals,战略-实现一个目标的总体规划,Table 2.2,Competitive(Distributive Bargaining),竞争（分散性讨价还价）,Collaboration(Integrative Negotiation),合作（整合谈判）,Accommodative Negotiation,和解谈判,Understanding The Flow Of Negotiations:Stages&Phases,了解谈判的流程：层次与阶段,Phase Models of Negotiation,谈判的阶段模式,How the interaction changes over time,如何随时影响变化,How the interaction structures,over time,relate to inputs and outcomes,如何随时影响结构，相关的投入与产出,How the tactics/interventions affect the negotiations,战术/干涉如何影响谈判,Table 2.3,表2.3,Getting Ready to Implement the Strategy:The Planning Process-1,准备实施战略：计划过程-1,The Need for Planning-Do your“homework”!,计划的需要-做“家庭作业”！,Defining the Issues,确定问题,Assembling Issues&Defining the Bargaining Mix,集中问题并确定讨价还价组合,Defining your Interests-Why do we“want”it?,确定利益-我们为什么“要”它,Consulting with Others,有其他人咨询,Constituencies,选区,Other side,其他方面,Getting Ready to Implement the Strategy:The Planning Process-2,准备实施战略：计划过程-2,The Need for Planning-Do your“homework”,计划的需要-做“家庭作业”,Assessing the Others Priorities,评估其他优先选项,Knowing your Limits,了解你的限度,Setting Targets,设定目标,Where to start-Optimistic,Realistic,or Pessimistic,从哪里开始-乐观，实际或悲观,Anticipation of“Packaging”among Issues/Objectives,对问题/目标“整体”的预期,Understanding of Trade-Offs and“Throwaways”,了解补偿和“放弃”,Getting Ready to Implement the Strategy:The Planning Process-3,准备实施战略：计划过程-3,The Need for Planning-Do your“homework”!,计划的需要-做“家庭作业”！,Developing Supporting Argument-Research,-,Box 2.4,支持论据-调研,Analyzing the Other Party-Box 2.5,分析对方-表2.5,Resources,Interests,Needs,资源，利益，需求,Objectives,目标,Reputation&Style,信誉与风格,Other Partys Alternatives,对方备选方案,Other Partys Authority,对方授权,Other Partys Strategy&Tactics,对方的战略与战术,Negotiation Fundamentals,谈判基础,Part I,第1部分,Chapter 3,第3章,Strategy and Tactics of Distributive Bargaining,分散性讨价还价的战略与战术,The Distributive Bargaining Situation,分散性讨价还价的情景,The Role of Alternatives to a Negotiated Agreement,谈判协议备选方案的作用,Settlement Point,解决点,Bargaining Mix,讨价还价组合,Fundamental Strategies,基础战略,Discovering the Other Partys Resistance PointTHE BUYERS ACTIONS,发现对方抵制点-买方的行为,Making extreme offers to find“resistance point?”,做最大报价寻找“抵制点”,Provides Buyer the largest part of settlement range,提供买方最大部分的设定范围,Influence the“value,”the item is“overpriced?”,影响“价值”，“价格过高”吗,May lower resistance and thus enlarges bargaining range,降低抵制点以增大讨价还价范围,Each point is too far apart,“Seller accept lower price?”,每一点差距很大，“卖主接受较低的价格吗？”,Without“overlapping settlement range,”one of the parties needs to“move”,没有达到“预期设定范围”，一方需“让步”,“,This settlement”is the best that is possible!“,这一设定是最可行的！”,Fundamental Strategies,基础战略,Influencing the Other Partys Resistance Point,影响对方抵制点,Impact of estimate/perception of cost of delay or aborting negotiations,延迟或结束谈判的成本对估计/感觉的影响,Who needs settlement quick?,谁需要快速达成结果,Satisfactory alternatives available to Buyer and/or Seller?,对买主和/或卖主满意的备选方案,Point varies directly with value other party attaches to outcome,抵制点直接与对方希望达到目标的结果的不同而变化,Point is more modest as value of outcome is reduced,作为产出的价值降低，抵制点更实际,Other partys point varies inversely with the perceived value you have/attach to the outcome,对方抵制点随着你所希望达到目标的结果的不同而变化,Lower expectations and other party moves to more modest level,期望值越低，对方就越靠近实际的水平,Tactical Tasks,战术任务,Assess Outcome Values&Costs of Termination,评估产出价值与终止成本,Indirect/Direct Assessment,间接/直接评估,For example,how do you ascertain rent/price for Real Estate?,举例，你如何确定租赁/价格的实际评估？,Labor rates/negotiations?Auto/Commercial prices?-Comparables?,劳动率/谈判？汽车/产品价格？-可比吗？,Need to obtain information,e.g.internet,library,and telephone if unable to obtain from the other party,需要获得信息，如：如果不能从其他方面获得就使用因特网，图书馆，和电话。,For example,in Intl negotiations one may cultivate sources of info,messages are“intercepted”,codes are broken,etc.,举例，在国际谈判中，一方会寻找信息来源，信息可“截取”，密码破译,Tactical Tasks,战术任务,Manage Other Partys Impressions,控制对方印象,Screening Activities-,筛选活动,Say/do little-“Silence is Golden”,少说/做-“沉默是金”,Stonewalling,拖延,Clues of disappointment/boredom or probing could indicate interest,失望/厌烦的暗示或探察能够显示兴趣,Merely factfinding?,仅仅是查找事实吗？,Tactical Tasks,战术任务,Manage Other Partys Impressions,控制对方印象,Direct Action to Alter Impressions,直接活动以改变印象,Logical arguments,逻辑论据,“,If you were in my shoes,here is the way these facts would look in light of the proposal you presented.”,“,如果我是你的话，这是你所展示的建议,”,Selective presentations,i.e.reveal facts only necessary to support your view,有选择性的展示，如：仅在有必要支持你的观点时展示事实,Display emotional reactions,显示情感反应,Tactical Tasks,战术任务,Modify Other Partys Perceptions,改变对方感觉,Make demands more attractive to other,i.e.explain the import of their position in logical terms.,给对方提出更有吸引力的要求，如：逻辑性地解释他们立场的重要性,Manipulate the Actual Costs of Delay/Termination,控制延迟/终止的实际成本,Disruptive Action-Increased Cost,破坏活动-增加成本,Alliance with Outsiders,与外界联盟,Schedule Manipulation,控制安排,Positions Taken During Negotiation,谈判过程中所采用的地位,Opening Offer,开放报价,What should it be?Too high?Too Low?,应是什么样的报价？太高？太低？,The“Dance”“,跳舞”,Extreme?Gets higher settlements?,极限？得到较高的解决方法？,Advantages:Gives room for movement,sends message,优势：有移动的空间，传递信息,Disadvantages:Rejected,conveys“attitude”of toughness,劣势：拒绝，转变成粗暴的“态度”,May need alternatives if extreme!如果是极限，需备选方案,Positions Taken During Negotiation,谈判过程中所采用的地位,Opening Stance/Attitude,开放姿态/态度,Cooperative?,合作？,Fight for everything?,为任何事都争斗？,Moderate,make concessions,有节制，作出让步,“,Lets be reasonable”“,让其合理”,“,Tit for tat”“,针锋相对”,Other party may mirror your stance/attitude,对方会以你的姿态/态度为鉴,Positions Taken During Negotiation,谈判过程中所采用的地位,Initial Concessions,初始让步,Initial offer and counteroffer define the bargaining range,初始报价和反报价确定了讨价还价的范围,If unacceptable,ask for another offer,如果不接受，寻求另外的报价,Used for communications,用于沟通,What movement/concession is made?,做了什么变化/让步,For example,firm/small position reflects that one“wants most of the bargaining range”,举例，强硬的/小的地位显示出一方“希望范围的大部分,”,Positions Taken During Negotiation,谈判过程中所采用的地位,Role of Concessions,让步的作用,People expect the dance!,人们希望跳舞！,How large?,多大的让步？,Cooperative v.Combative,合作与争斗,Fairness returns fairness?,公平合理吗？,Firmness“shortens”the negotiations?,强硬“缩短”谈判？,Flexibility and learn from the exchange?,灵活以及从交换中吸取教训吗？,Positions Taken During Negotiation,谈判过程中所采用的地位,Pattern of Concession Making,作出让步的模式,“,If you give A,Ill give B”“,如果你给我,A,，我将给你,B,”,“No take it or leave it”usually resented,“,没有取舍”-通常不满,Progression shows people feel better,进步显示人们感觉良好,Opening goes to show where you will end up!,开放说明你将如何结束,Major concession calls for return offer/similar weight&somewhat comparable magnitude,主要让步需要报价的回应/类似的权重和可比的量,Positions Taken During Negotiation,谈判过程中所采用的地位,Final Offer,最终报价,Send a message,传输信息,“,This is all I can do”“,这是我所能够做的”,“,This is as far as I can go”“,这是尽我所能”,Make it substantial concession,作出实际的让步,“,I went to the boss and got a special deal just for you”,“,我去找我老板为你所得到的特殊交易”,Commitment,承诺,Tactical Consideration in Using Commitments,战术考虑使用承诺,“,Pledge regarding the future course of action”,“,对未来行动的保证”,Establishing a Commitment,建立一个承诺,Must have finality,specificity and statement of consequences.,必须对结果有定局，特性和说明,Public Pronouncement,对外公布,Linking with an Outside Base,与外界联系,Increase the Prominence of Demands,提高要求的声望,Reinforce the Threat or Promise,强调许诺的威胁,Commitment,承诺,Preventing the Other Party from Committing Prematurely,防止另一方过早承诺,General strategy is to retain flexibility!,总的战略是保持灵活性,Time to develop“commitments”,时间产生“承诺”,Finding Ways to Abandon a Committed Position,寻找方法放弃受约束的地位,Provide info,提供信息,Avoid“embarrassing”environment-to both!,避免双方“窘迫”,Closing the Deal,结束生意,“,Winners Curse”“,胜者曲线”,Accept offer too quick?,接受报价过快？,Before making an offer ask,“Will I be happy if the offer is accepted quickly?”,提出报价之前问一问，“如果接受报价过快，我会不会满意？”,Closing the Deal,结束生意,Provide alternatives,提供备选方案,Provide choices/solution,s,提供选择/解决方法,Assume the close,假设结束,Salespeople do it all the time!,销售人员随时做！,Write up“order”,抬高“报价”,Split the difference,区分差别,Parties started with“fair”offers!,各方从“合理”的报价开始,Closing the Deal,结束生意,Exploding offers,破除报价,Tight deadline,紧密的期限,“,Stop considering alternatives”“,不考虑备选方案”,Sweeteners,温柔,Linkage-,联系,“,Payment amount versus timing of payment”,“,支付的数量与支付的时间”,“,Ill give you X,if you accept my deal”,“,如果你接受我的交易，我将给你,X,”,Hardball Tactics,顽石战术,Dealing with Typical Hardball Tactics,处理典型的顽石战术,Ignore Them,忽略他们,Discuss Them,与他们讨论,Name the game!“Id like to avoid that and negotiate how you negotiate”,称其为游戏“我不想像你这样谈判”,Respond in Kind-“Tic for Tac”,友善回应,Co-Opt the Other Party,与其他人合作,Befriend them early and therefore“sidetrack”tactic,起初友善来采用“侧面回击”的战术,Hardball Tactics,顽石战术,Dealing with Typical Hardball Tactics,处理典型的顽石战术,Accommodation-Cooperative/Unassertive,和解-合作/不过分自信,Competition-Assertive/Uncooperative,竞争-过分自信/不合作,Tricks,骗局,Extreme offers,极限报价,Withhold concession/info,抑制让步/信息,“,Stretching”the facts“,夸大”事实,Attacks,攻击,Threats,rudeness,hostility,rigidity,intolerance to intimidation and issuing ultimatums,对威吓和最后通牒的威胁，粗鲁，敌视，刻板，不容忍,Hardball Tactics,-1,顽石战术,Typical Hardball Tactics,典型的顽石战术,Good/Bad Guy,好/坏家伙,Highball/Lowball,高球/低球,Bogey,可怕的人,The Nibble,蚕食,Hardball Tactics,-2,顽石战术,Typical Hardball Tactics,典型的顽石战术,Chicken,家禽,Intimidation,恐吓,Aggressive Behavior,激进行为,Snow(Fog)Job,天花乱坠的自吹,Other,其他,Negotiation Fundamentals,谈判基础,Part I,第,I,部分,Chapter 4,第4章,Strategy and Tactics of Integrative Negotiation,整合谈判的战略与战术,Introduction,介绍,What Makes Integrative Negotiation Different?,什么使整合谈判有差异？,Focus on,C,ommonalties,not,D,ifferences,集中到共同点，而非异同点,Address Needs and Interests,not Positions,强调需求，兴趣，而非地位,Commitment to Meeting the Needs,承诺满足需求,Exchange of Info&Ideas,交换信息与想法,Invention of Options for Mutual Gain,创造共同获得的选择,Use of Objective Criteria for Performance,对绩效目标原则的使用,Overview of the Integrative Negotiation Process,整合谈判过程的总体看法,Creating a Free Flow of Information,创建自由的信息流,Attempting to Understand the Other Negotiators Real Need and,Objectives,试图理解谈判对方实际的需求与目标,Emphasizing the Commonalties between the Parties&Minimizing Differences,强调双方共同点，减少异同点,Searching for Solutions That Meet the Goals and Objectives of Both Sides,寻找满足双方目