谈判与冲突管理)(3)

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,NEGOTIATIONS AND CONFLICT MANAGEMENT,XUELI WANG,SCHOOL OF ECONOMICS AND MANAGEMENT,TSINGHUA UNIVERSITY,Negotiation,Negotiation:an interpersonal decision-making process by which two or more people agree how to allocate scarce resources.,Why occur,to create something new that neither party could do on his or her own,to resolve a problem or dispute between the parties,Manager is negotiator,Dynamic nature of business,Interdependence,Competition,Information age,Diversity,Characteristics of negotiation,Two or more parties,conflict of interest between two or more parties,voluntary process and a strategy pursued by choice,no fixed or established set of rules or prefer to invent their own,give and take,both intangibles and tangibles are concerned,Nature of Negotiation-Interdependence,Mutual dependency(goal)and mutual adjustment(process),Actual structure of interdependence Vs.perceived interdependence,Dilemma in negotiation,dilemma of honesty,dilemma of trust,Building trust(efforts on the perception of the outcome and efforts on the process),The major sins of negotiation,Leaving money on the table,Settling for too little,Walking away from the table,Settling for terms that are worse than your alternative,Myths about negotiators,Good negotiators are born,Experience is a great teacher,Good negotiators take risks,Good negotiators rely on intuition,Some terms used in N&C,BATNA:(Best Alternative to a Negotiated Agreement)determines the point at which a negotiator is prepared to walk away from the negotiation table or your fall back position.,Position Vs Interest:a position is what you say you want or must have.While an interest is why you want what you want.Positional bargaining is usually distributive-and may be inefficient in the sense that value may be left on the table at the time of settlement because each party did not know what the other really wanted-but it may help one party gain more short-term profit.Interest-based bargaining adds integrative potential.,Some terms used in N&C,Reservation point:the point at which the BATNA becomes preferable to starting or continuing a negotiation.,Target point:your objective,Asking offer and counter offer:the start of the negotiation,Bargaining Range:the distance between the reservation points of the parties.,Preparation worksheet for negotiation,Self-assessment,Assessment of the other party,Assessment of the situation,Details in the handout worksheet,How to evaluate the negotiation,Relationship building,Constructive communication,Interest satisfied(including the other party and the third party),Solutions,Reasonable,BANTA(benchmark),COMMITMENT(understanding and feasible),Distributive Bargaining,When a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.,Target point and resistance point;asking price and initial offer;alternative outcome,Two tasks in distributive bargaining,Discover the other partys resistance point,influencing the other partys resistance point,will vary directly with his estimate of your cost of delay or aborting negotiations,will vary inversely with his cost of delay or aborting,will vary directly with the value the other party attaches to that outcome,will vary inversely with the perceived value the first party attaches to an outcome,Tactical tasks,To assess the other partys outcome values and the costs of terminating negotiation,to manage the other partys impression of the negotiators outcome values,to modify the other partys perception of his own outcome values,to manipulate the actual costs of delaying or aborting negotiations,plan disruptive action,alliance with outsiders,schedule manipulation,Positions during negotiation,Opening offer,opening stance,initial concessions,role of concessions,pattern of concession making,final offer,Commitment,Establishing a commitment,public pronouncement,link with an outside ally,increase the prominence of demands,reinforce the threat or promise,Commitment,Abandon a commitment,to indicate the conditions under which it applied have changed,to let the matter die silently,to restate the commitment in more general terms,to minimize any possible damage to his self-esteem or to constituent relationships,Closing the deal,Provide alternatives,assume the close,split the difference,exploding offers,sweeteners,Pie-slicing strategies,Know your BATNA,Research the other partys BATNA,set high aspirations,make the first offer,counteroffer immediately,avoid stating ranges,make bilateral concessions,use an objective-appearing rationale to support your offers,appeal to norms of fairness,do not fall for the“even split”ploy,Tactics to use in distributive bargaining,Delay,Silence and Bracketing,Limited Authority,The bottom line,No,Nibbling,Expectation and control,Auction,Concessions,Rationale,Message-sending,Deadlines,Hardball tactics,Good guy/bad guy,highball/lowball,bogey,the nibble,chicken,intimidation,aggressive behavior,s