谈判与冲突的解决方案

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,*,*,NEGOTIATIONANDCONFLICTRESOLUTION,谈判与冲,突,突的解决,1,NEGOTIATIONANDCONFLICTRESOLUTION,谈判与冲,突,突的解决,Negotiationskills are criticalto success in todays globalizedworkenvironment. Theories,strategies,andethicsunderlying negotiationand persuasionincontemporaryorganizations and societies.Emphasizestheknowledge and skillneededforeffective negotiationandpersuasion.Also covers theories and practicesofconflictresolution in organizations,strategiesforanalyzing andaddressingconflicts,andskills for diagnosing and intervening inconflictsituations.,谈判技巧,是,是当今全,球,球工作环,境,境成功的,关,关键。在,临,临时组织,和,和社区中,，,，理论，,战略和伦,理,理是谈判,和,和说服力,的,的基础。,为,为了有效,地,地谈判和,说,说服，强,调,调知识和,技能也涵,盖,盖和组织,解,解决冲突,的,的理论与,实,实践，分,析,析与论述,冲,冲突的战,略,略，以及,在冲突环,境,境下诊断,和,和介入的,技,技巧。,2,NEGOTIATIONANDCONFLICTRESOLUTION,谈判与冲,突,突的解决,NegotiationFundamentalsPart I,谈判基础,第,第,I,部分,NegotiationSubprocessesPart II,谈判阶段,第,第,II,部分,NegotiationContextsPart III,谈判过程,第,第,III,部分,NegotiationRemediesPart IV,谈判补救,第,第,IV,部分,3,“,N,EGOTIATION,” A,S,A,N,E,XECUTIVE,T,OOL,“,“,谈判”是,一,一种执行,工,工具,4,NegotiationFundamentals,谈判基础,PartI,第,I,部分,Chapter1,第1章,TheNature of Negotiation,谈判的性,质,质,5,WhenisNegotiationNeeded?,什么时候,需,需要谈判,？,？,Situation wheretwoor morepartiesmustmake adecisionabout,their interdependentgoals and objectives.,双方或多,方,方对相互,依,依赖的目,标,标和目的,作,作出决策,的,的情景,Thepartiesarecommitted topeaceful meansforresolving theirdispute.,双方承诺,以,以和平的,方,方法解决,他,他们的分,歧,歧,There isnoclear orestablishedmethodor procedureformakingthe,decision.,对于决策,没,没有明确,的,的或现成,的,的方法或,程,程序,6,Whenis,“,“Negotiation,”,” Or,“,“Bargaining” Used,?什么,时,时候使用,“,“谈判”,或,或“讨价,还,还价”？,WhatisBargaining?,什么是讨,价,价还价？,“,Haggle”overprice,对价格争,论,论不休,WhatisNegotiation?,什么是谈,判,判？,More,“,“formal,”,” process that occurs when parties are trying tofind,a mutually acceptable solution to acomplexconflict.,双方对复,杂,杂的冲突,试,试图寻找,共,共同的可,接,接受的解,决,决方法时,所,所,采取的更,“,“正规”,的,的方式,7,Characteristicsof a,“,“Negotiation” Or “Bargaining” Situation,“,“,谈判”或,“,“讨价还,价,价”的特,征,征,Interpersonal orIntergroupprocess,人际或群,组,组之间的,过,过程,ConflictofInterestbetweentwoormoreparties,双方或多,方,方利益的,冲,冲突,Partiesnegotiate because they thinkthey can use some formof influencetogeta betterdeal than by simplytakingwhattheother sideoffers,双方谈判,因,因为他们,认,认为他们,利,利用一些,形,形式的影,响,响比另一,方,方给予能,够,够达成更,好,好的交易,Partiesprefer to searchforagreement rather than “fight”,各方愿意,达,达成协议,而,而不是“,争,争斗”,Whenwenegotiate, WE EXPECTGIVE AND TAKE!,谈判时，,我们期望,给,给予和得,到,到！,Tangibles (price) v.Intangibles(Need to look “good,”,”, desire to,“,“book”morebusiness, save,“,“face”,settingprecedent for future, etc.),有形的（,价,价格）与,无,无形的（,需,需要看得,好,好些，期,望,望“记录,”,”更多商,务,务活动，,不,不丢“面,子,子”，为,未,未来创先,例,例。等）,8,NEGOTIATIONANDCONFLICTRESOLUTION,谈判与冲,突,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,要，意愿,，,，利益或,人,人,Workingtoward samegoal,为了共同的,目,目标工作,9,LEVELS OFCONFLICT,冲突的层次,Interpersonal,个人内部,Intragroup,组织内部,Intergroup,组织之间,10,DESTRUCTIVE NATURE/IMAGEOF CONFLICT?,冲突的破坏,性,性本质/形,象,象,Competitive Processes,竞争过程,Misperception and Bias,误解和偏见,Emotionality,激动,DecreasedCommunication,减少沟通,Blurred Issues,污损问题,RigidCommitments,刻板的承诺,MagnifiedDifferences,夸大差异,Escalationof the Conflict,冲突升级,11,B,ENEFITS,O,F,C,ONFLICT,冲突的好处,Creates organizational awareness and thus able tocope,使组织能够,意,意识到，并,能,能够妥善处,理,理,Conflict “promises”change!,冲突“许诺,”,”变革,Makespeople stronger-know they will survivetheconflict!,使人们清楚,地,地知道他们,处,处于冲突之,中,中,Heightensmorale,加强伦理道,德,德,Whatare you willingto “fightfor”,你想为什么,而,而“斗争”,Enhances personal development,强调个人发,展,展,Stimulating and,“,“fun,”,”,刺激与“愉,悦,悦”,12,CONFLICT,冲突,Difficultto Resolvev. Easy to Resolve,不容易解决,与,与容易解决,DualConcerns Model,双重影响模,式,式,13,STRATEGY OF CONFLICTMANAGEMENT,冲突管理战,略,略,Contending(Competing orDominating),斗争（竞争,或,或控制）,Yielding (Accommodating or Obliging),屈从（调停,或,或履行）,Inaction (Avoidance),迟钝（回避,）,）,Problem Solving(Collaboratingor Integrating),解决问题（,合,合作或整合,）,）,Compromising,许诺,14,STRATEGY OF CONFLICTMANAGEMENT,冲突管理的,战,战略,ThirdParty Intervention,第三方干涉,“,Boss”,老板,“,Mediator”,中介,“,Conflict ManagementSystem”,冲突管理系,统,统,15,Negotiation Fundamentals,谈判基础,PartI,第,I,部分,Chapter 2,第2章,Negotiation:,谈判,Framing, Strategizing, and Planning,框架，战略,与,与规划,16,Framing the Problem-TheProcess ofDefiningWhat,s Important,问题结构- 确定重,点,点的过程,Why FramesAreCritical to UnderstandingStrategy,为什么结构,是,是理解战略,的,的关键,MajorApproaches toUnderstanding Frames-,理解结构的,主,主要方法,Frames Asa Setof Rules,结构是一系,列,列规则,Frames AsCategoriesof Experience,结构作为经,验,验的分类,17,Chinese NegotiationFrames,中国人谈判,的,的框架,Box 2.2,表2.2,FiveConcepts of ChineseCulture,中国文化的,五,五种理念,Social Linkage,社会联系,Harmony,融洽,Roles,作用,Reciprocalobligations,相互的义务,Face,脸面,18,Goals-TheObjectives That Drive aNegotiation Strategy,目标 -,驱,驱动谈判战,略,略的目的,Simultaneous Developmentof Goals and Frames,同时开发目,标,标与结构,DirectEffectsofGoalsonChoiceofStrategy-,在战略,选,选择上,目,目标的,直,直接影,响,响,Wishesare notgoals,希望不,是,是目标,Ourgoalsare often linkedtoothers goals,我们的,目,目标经,常,常与其,他,他目标,相,相连接,Therearelimits/boundariestowhatgoalscanbe,目标有,限,限/无,限,限,Effectivegoalsmustbespecific,必须有,特,特定的,有,有效目,标,标,19,Strategy-The OverallPlanToAchieve Ones Goals,战略- 实,现,现一个,目,目标的,总,总体规,划,划,Strategy,Tactics,orPlanning,战略，,战,战术，,或,或规划,StrategicOptions-Vehiclesfor AchievingGoalsFigure 2.2,战略选,项,项 -,实,实现,目,目标的,媒,媒介,AlternativeSituationalStrategies,情景战,略,略的备,选,选方案,Avoidance:TheNonengagementStrategy,回避：,非,非进入,战,战略,Active-EngagementStrategies:Competition,Collaboration, andAccommodation,主动-,进,进入战,略,略：竞,争,争，合,作,作和和,解,解,20,Strategy-The OverallPlanToAchieve Ones Goals,战略- 实,现,现一个,目,目标的,总,总体规,划,划,Table2.2,Competitive(Distributive Bargaining),竞争（,分,分散性,讨,讨价还,价,价）,Collaboration (IntegrativeNegotiation),合作（,整,整合谈,判,判）,Accommodative Negotiation,和解谈,判,判,21,Understanding TheFlow Of Negotiations:Stages& Phases,了解谈,判,判的流,程,程：层,次,次与阶,段,段,PhaseModelsofNegotiation,谈判的,阶,阶段模,式,式,Howthe interaction changesovertime,如何随,时,时影响,变,变化,Howthe interaction structures, overtime,relate to inputsandoutcomes,如何随,时,时影响,结,结构，,相,相关的,投,投入与,产,产出,Howthe tactics/interventionsaffectthe negotiations,战术/,干,干涉如,何,何影响,谈,谈判,22,Getting Ready to ImplementtheStrategy:The Planning Process-1,准备实,施,施战略,：,：计划,过,过程-1,TheNeedforPlanning-Do your,“,“homework”!,计划的,需,需要- 做,“,“家庭,作,作业”,！,！,DefiningtheIssues,确定问,题,题,Assembling Issues& Defining theBargaining Mix,集中问,题,题并确,定,定讨价,还,还价组,合,合,Definingyour Interests-Why do we “want”it?,确定利,益,益 -,我,我们,为,为什么,“,“要”,它,它,Consulting withOthers,有其他,人,人咨询,Constituencies,选区,Otherside,其他方,面,面,23,GettingReadytoImplementtheStrategy:ThePlanningProcess-2,准备,实,实施,战,战略,：,：计,划,划过,程,程-2,TheNeedforPlanning-Doyour,“,“homework,”,”,计划,的,的需,要,要-,做,做“,家,家庭,作,作业,”,”,AssessingtheOthersPriorities,评估,其,其他,优,优先,选,选项,KnowingyourLimits,了解,你,你的,限,限度,SettingTargets,设定,目,目标,Wheretostart-Optimistic,Realistic,orPessimistic,从哪,里,里开,始,始-,乐,乐观,，,，实,际,际或,悲,悲观,Anticipationof,“,“Packaging,”,”amongIssues/Objectives,对问,题,题/,目,目标,“,“整,体,体”,的,的预,期,期,UnderstandingofTrade-Offsand,“,“Throwaways”,了解,补,补偿,和,和“,放,放弃,”,”,24,GettingReadytoImplementtheStrategy:ThePlanningProcess-3,准备,实,实施,战,战略,：,：计,划,划过,程,程-3,TheNeedforPlanning-Doyour,“,“homework,”,”!,计划,的,的需,要,要-,做,做“,家,家庭,作,作业,”,”！,DevelopingSupportingArgument-Research,-,Box2.4,支持,论,论据-,调,调,研,研,AnalyzingtheOtherParty-Box2.5,分析,对,对方,Resources,Interests,Needs,资源,，,，利,益,益，,需,需求,Objectives,目标,Reputation&Style,信誉,与,与风,格,格,OtherPartysAlternatives,对方,备,备选,方,方案,OtherPartysAuthority,对方,授,授权,OtherPartysStrategy&Tactics,对方,的,的战,略,略与,战,战术,25,NegotiationFundamentals,谈判,基,基础,PartI,第1,部,部分,Chapter3,第3,章,章,StrategyandTacticsofDistributiveBargaining,分散,性,性讨,价,价还,价,价的,战,战略,与,与战,术,术,26,TheDistributiveBargainingSituation,分散,性,性讨,价,价还,价,价的,情,情景,TheRoleofAlternativestoaNegotiatedAgreement,谈判,协,协议,备,备选,方,方案,的,的作,用,用,SettlementPoint,解决,点,点,BargainingMix,讨价,还,还价,组,组合,27,FundamentalStrategies,基础,战,战略,DiscoveringtheOtherPartysResistancePointTHEBUYER,SACTIONS,发现,对,对方,抵,抵制,点,点-,买,买方,的,的行,为,为,Makingextremeofferstofind,“,“resistancepoint?,”,”,做最,大,大报,价,价寻,找,找“,抵,抵制,点,点”,ProvidesBuyerthelargestpartofsettlementrange,提供,买,买方,最,最大,部,部分,的,的设,定,定范,围,围,Influencethe,“,“value,”theitemis,“,“overpriced?”,影响,“,“价,值,值”,，,，“,价,价格,过,过高,”,”吗,Maylowerresistanceandthusenlargesbargainingrange,降低,抵,抵制,点,点以,增,增大,讨,讨价,还,还价,范,范围,Eachpointistoofarapart,“,“Selleracceptlowerprice?,”,”,每一,点,点差,距,距很,大,大，,“,“卖,主,主接,受,受较,低,低的,价,价格,吗,吗？,”,”,Without,“,“overlappingsettlementrange,”,”oneofthepartiesneedsto,“,“move”,没有,达,达到,“,“预,期,期设,定,定范,围,围”,，,，一,方,方需,“,“让,步,步”,“,Thissettlement”isthebestthatispossible!,“,“,这一,设,设定,是,是最,可,可行,的,的！,”,”,28,FundamentalStrategies,基础,战,战略,InfluencingtheOtherPartysResistancePoint,影响,对,对方,抵,抵制,点,点,Impactofestimate/perceptionofcostofdelayorabortingnegotiations,延迟,或,或结,束,束谈,判,判的,成,成本,对,对估,计,计/,感,感觉,的,的影,响,响,Whoneedssettlementquick?,谁需,要,要快,速,速达,成,成结,果,果,SatisfactoryalternativesavailabletoBuyerand/orSeller?,对买,主,主和/或,卖,卖主,满,满意,的,的备,选,选方,案,案,Pointvariesdirectlywithvalueotherpartyattachestooutcome,抵制,点,点直,接,接与,对,对方,希,希望,达,达到,目,目标,的,的结,果,果的,不,不同,而,而变,化,化,Pointismoremodestasvalueofoutcomeisreduced,作为,产,产出,的,的价,值,值降,低,低，,抵,抵制,点,点更,实,实际,Otherpartyspointvariesinverselywiththeperceivedvalueyouhave/attachtotheoutcome,对方,抵,抵制,点,点随,着,着你,所,所希,望,望达,到,到目,标,标的,结,结果,的,的不,同,同而,变,变化,Lowerexpectationsandotherpartymovestomoremodestlevel,期望,值,值越,低,低，,对,对方,就,就越,靠,靠近,实,实际,的,的水,平,平,29,TacticalTasks,战术任务,Assess Outcome Values &Costs ofTermination,评估产出,价,价值与终,止,止成本,Indirect/DirectAssessment,间接/直,接,接评估,Forexample,howdoyouascertain rent/priceforReal Estate?,举例，你,如,如何确定,租,租赁/价,格,格的实际,评,评估？,Labor rates/negotiations? Auto/Commercial prices?-Comparables?,劳动率/,谈,谈判？汽,车,车/产品,价,价格？-,可,可比吗？,Needtoobtain information,e.g.internet, library, and telephoneifunableto obtain from the otherparty,需要获得,信,信息，如,：,：如果不,能,能从其他,方,方面获得,就,就使用因,特,特网，图,书,书馆，和,电,电话。,Forexample,inIntl negotiations one may cultivatesourcesofinfo, messages are “intercepted”, codesarebroken,etc.,举例，在,国,国际谈判,中,中，一方,会,会寻找信,息,息来源，,信,信息可“,截,截取”，,密,密码破译,30,TacticalTasks,战术任务,Manage OtherPartysImpressions,控制对方,印,印象,Screening Activities-,筛选活动,Say/do little-“Silenceis Golden”,少说/做- “,沉,沉默是金,”,”,Stonewalling,拖延,Clues ofdisappointment/boredomor probing couldindicate interest,失望/厌,烦,烦的暗示,或,或探察能,够,够显示兴,趣,趣,Merely factfinding?,仅仅是查,找,找事实吗,？,？,31,TacticalTasks,战术任务,Manage OtherPartysImpressions,控制对方,印,印象,Direct Action toAlter Impressions,直接活动,以,以改变印,象,象,Logicalarguments,逻辑论据,“,If you werein my shoes,here isthewaythese factswouldlookinlight oftheproposal you presented.”,“,如果我是,你,你的话，,这,这是你所,展,展示的建,议,议,”,Selective presentations,i.e. revealfacts onlynecessary tosupport your view,有选择性,的,的展示，,如,如：仅在,有,有必要支,持,持你的观,点,点时展示,事,事实,Displayemotional reactions,显示情感,反,反应,32,TacticalTasks,战术任务,Modify OtherPartysPerceptions,改变对方,感,感觉,Makedemandsmore attractivetoother, i.e.explaintheimport of theirpositioninlogicalterms.,给对方提,出,出更有吸,引,引力的要,求,求，如：,逻,逻辑性地,解,解释他们,立,立场的重,要,要性,Manipulate the Actual Costsof Delay/Termination,控制延迟/终止的,实,实际成本,Disruptive Action-IncreasedCost,破坏活动- 增,加,加成本,Alliancewith Outsiders,与外界联,盟,盟,ScheduleManipulation,控制安排,33,Positions TakenDuring Negotiation,谈判过程,中,中所采用,的,的地位,OpeningOffer,开放报价,Whatshouldit be? Too high?Too Low?,应是什么,样,样的报价,？,？太高？,太,太低？,The,“,“Dance”“,跳舞”,Extreme?Gets higher settlements?,极限？得,到,到较高的,解,解决方法,？,？,Advantages:Gives roomformovement, sendsmessage,优势：有,移,移动的空,间,间，传递,信,信息,Disadvantages:Rejected, conveys “attitude”oftoughness,劣势：拒,绝,绝，转变,成,成粗暴的,“,“态度”,Mayneedalternatives ifextreme!,如果是极,限,限，需备,选,选方案,34,Positions TakenDuring Negotiation,谈判过程,中,中所采用,的,的地位,OpeningStance/Attitude,开放姿态/态度,Cooperative?,合作？,Fight for everything?,为任何事,都,都争斗？,Moderate, make concessions,有节制，,作,作出让步,“,Lets bereasonable”,“,“,让其合理,”,”,“,Titfortat”,“,“,针锋相对,”,”,Other partymaymirror yourstance/attitude,对方会以,你,你的姿态/态度为,鉴,鉴,35,PositionsTakenDuring Negotiation,谈判过程中,所,所采用的地,位,位,Initial Concessions,初始让步,Initial offer and counterofferdefine the bargaining range,初始报价和,反,反报价确定,了,了讨价还价,的,的范围,If unacceptable, askforanother offer,如果不接受,，,，寻求另外,的,的报价,Usedfor communications,用于沟通,Whatmovement/concessionis made?,做了什么变,化,化/让步,For example, firm/small position reflects that one,“,“wants most ofthebargainingrange”,举例，强硬,的,的/小的地,位,位显示出一,方,方“希望范,围,围的大部分,”,36,PositionsTakenDuring Negotiation,谈判过程中,所,所采用的地,位,位,Roleof Concessions,让步的作用,People expect the dance!,人们希望跳,舞,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 andlearn from theexchange?,灵活以及从,交,交换中吸取,教,教训吗？,37,PositionsTakenDuring Negotiation,谈判过程中,所,所采用的地,位,位,Pattern ofConcession Making,作出让步的,模,模式,“,If you give A,IllgiveB”“,如果你给我,A,，我将给你,B,”,“No take it orleaveit”usually resented,“,没有取舍”- 通常不,满,满,Progression shows peoplefeelbetter,进步显示人,们,们感觉良好,Opening goes toshowwhere youwillendup!,开放说明你,将,将如何结束,Majorconcession calls for return offer/similar weight& somewhatcomparable magnitude,主要让步需,要,要报价的回,应,应/类似的,权,权重和可比,的,的量,38,PositionsTakenDuring Negotiation,谈判过程中,所,所采用的地,位,位,FinalOffer,最终报价,Senda message,传输信息,“,Thisis all I can do,”,”“,这是我所能,够,够做的”,“,Thisis asfaras Ican go”“,这是尽我所,能,能”,Makeit substantialconcession,作出实际的,让,让步,“,I went tothe boss and got a special deal just foryou,”,”,“,我去找我老,板,板为你所得,到,到的特殊交,易,易”,39,Commitment,承诺,Tactical Consideration inUsing Commitments,战术考虑使,用,用承诺,“,Pledge regarding thefuture courseof action”,“,对未来行动,的,的保证”,Establishing aCommitment,建立一个承,诺,诺,Musthavefinality,specificity andstatementof consequences.,必须对结果,有,有定局，特,性,性和说明,Public Pronouncement,对外公布,Linking with anOutside Base,与外界联系,Increase the Prominence of Demands,提高要求的,声,声望,Reinforcethe Threator Promise,强调许诺的,威,威胁,40,Commitment,承诺,PreventingtheOtherParty from Committing Prematurely,防止另一方,过,过早承诺,General strategy isto retainflexibility!,总的战略是,保,保持灵活性,Timeto develop,“,“commitments”,时间产生“,承,承诺”,Finding Ways toAbandon aCommittedPosition,寻找方法放,弃,弃受约束的,地,地位,Provide info,提供信息,Avoid,“,“embarrassing”environment-to both!,避免双方“,窘,窘迫”,41,Closing the Deal,结束生意,“,Winners Curse”,“,“,胜者曲线”,Accept offer too quick?,接受报价过,快,快？,Before making an offer ask, “Will Ibe happyif the offer isacceptedquickly?”,提出报价之,前,前问一问，,“,“如果接受,报,报价过快，,我,我会不会满,意,意？”,42,Closing the Deal,结束生意,Providealternatives,提供,备,备选,方,方案,Providechoices/solution,s,提供,选,选择/解,决,决方,法,法,Assumetheclose,假设,结,结束,Salespeopledoitallthetime!,销售,人,人员,随,随时,做,做！,Writeup,“,“order”,抬高,“,“报,价,价”,Splitthedifference,区分,差,差别,Partiesstartedwith,“,“fair,”,”offers!,各方,从,从“,合,合理,”,”的,报,报价,开,开始,43,ClosingtheDeal,结束,生,生意,Explodingoffers,破除,报,报价,Tightdeadline,紧密,的,的期,限,限,“,Stopconsideringalternatives”,“,“,不考,虑,虑备,选,选方,案,案”,Sweeteners,温柔,Linkage-,联系,“,Paymentamountversustimingofpayment”,“,支付,的,的数,量,量与,支,支付,的,的时,间,间”,“,IllgiveyouX,ifyouacceptmydeal,”,”,“,如果,你,你接,受,受我,的,的交,易,易，,我,我将,给,给你,X,”,44,HardballTactics,顽石,战,战术,DealingwithTypicalHardballTactics,处理,典,典型,的,的顽,石,石战,术,术,IgnoreThem,忽略,他,他们,DiscussThem,与他,们,们讨,论,论,Namethegame!,“,“I,dliketoavoidthatandnegotiatehowyounegotiate”,称其,为,为游,戏,戏“,我,我不,想,想像,你,你这,样,样谈,判,判”,RespondinKind-“TicforTac”,友善,回,回应,Co-OpttheOtherParty,与其,他,他人,合,合作,Befriendthemearlyandtherefore,“,“sidetrack,”,”tactic,起初,友,友善,来,来采,用,用“,侧,侧面,回,回击,”,”的,战,战术,45,HardballTactics,顽石,战,战术,DealingwithTypicalHardballTactics,处理,典,典型,的,的顽,石,石战,术,术,Accommodation-Cooperative/Unassertive,和解-,合,合,作,作/,不,不过,分,分自,信,信,Competition-Assertive/Uncooperative,竞争-,过,过,分,分自,信,信/,不,不合,作,作,Tricks,骗局,Extremeoffers,极限,报,报价,Withholdconcession/info,抑制,让,让步/信,息,息,“,Stretching,”,”thefacts“,夸大,”,”事,实,实,Attacks,攻击,Threats,rudeness,hostility,rigidity,intolerancetointimidationandissuingultimatums,对威,吓,吓和,最,最后,通,通牒,的,的威,胁,胁，,粗,粗鲁,，,，敌,视,视，,刻,刻板,，,，不,容,容忍,46,HardballTactics,-1,顽石,战,战术,TypicalHardballTactics,典型,的,的顽,石,石战,术,术,Good/BadGuy,好/,坏,坏家,伙,伙,Highball/Lowball,高球/低,球,球,Bogey,可怕,的,的人,TheNibble,蚕食,47,HardballTactics,-2,顽石,战,战术,TypicalHardballTactics,典型,的,的顽,石,石战,术,术,Chicken,家禽,Intimidation,恐吓,AggressiveBehavior,激进,行,行为,Snow(Fog)Job,天花,乱,乱坠,的,的自,吹,吹,Other,其他,48,NegotiationFundamentals,谈判,基,基础,PartI,第,I,部分,Chapter4,第4,章,章,StrategyandTacticsofIntegrativeNegotiation,整合,谈,谈判,的,的战,略,略与,战,战术,49,Introduction,介绍,WhatMakesIntegrativeNegotiationDifferent?,什么,使,使整,合,合谈,判,判有,差,差异,？,？,Focuson,C,ommonalties,not,D,ifferences,集中,到,到共,同,同点,，,，而,非,非异,同,同点,AddressNeedsandInterests,notPositions,强调,需,需求,，,，兴,趣,趣，,而,而非,地,地位,Commitmentto Meeting theNeeds,承诺满足需,求,求,Exchange of Info & Ideas,交换信息与,想,想法,Inventionof OptionsforMutual Gain,创造共同获,得,得的选择,Use of Objective CriteriaforPerformance,对绩效目标,原,原则的使用,50,Overview of the Integrative NegotiationProcess,整合谈判过,程,程的总体看,法,法,Creating aFreeFlowof Information,创建自由的,信,信息流,Attemptingto Understandthe OtherNegotiator,s Real Need and,Objectives,试图理解谈,判,判对方实际,的,的需求与目,标,标,Emphasizing theCommonalties between theParties &Minimizing Differences,强调双方共,同,同点，减少,异,异同点,Searchingfor Solutions That Meet the Goals and Objectives of Both Sides,寻找满足双,方,方目的和目,标,标的解决方,法,法,51,Key StepsIn The Integrative NegotiationProcess,整合谈判过,程,程中的主要,步,步骤,Identify &Define the Problem,识别和确定,问,问题,Define Problemin Mutually Acceptable Way,以多种可接,受,受的方法识,别,别问题,KeepProblem Statement Clean &Simple,问题的描述,清,清晰，简练,StatetheProblem asGoal& Identify Obstacles,作为目标和,识,识别障碍来,描,描述问题,Depersonalize the Problem,与个人无关,的,的问题,Separate the ProblemfromSearch for Solutions,从研究解决,方,方法中区别,问,问题,52,Key StepsIn The Integrative NegotiationProcess,整合谈判过,程,程中的主要,步,步骤,UnderstandtheProblem Fully-,全面理解问,题,题,Identify Interests/Needs,识别利益/,需,需求,Not positions but the underlying concerns, needs,desires, or,fearsthatmotivatea negotiator totakea particular position.,不注重地位,，,，但基于关,注,注，需要，,愿,愿望，或担,心,心，激励谈,判,判者,承担一定的,地,地位。,Allows forinventivesolutionsto meet interests,允许创意性,的,的解决方法,以,以满足利益,“,Why”-Thatis the Question!“,为什么,”,”-,这,这是个,问,问题！,“,Whytheywant,what theywant?,”,”“,为什么,他,他们想,要,要，他,们,们想要,什,什么？,”,”,53,KeyStepsInThe Integrative Negotiation Process,整合谈,判,判过程,中,中的主,要,要步骤,TypesofInterests-,利益类,型,型,SubstantiveInterests,实际利,益,益,Tangibleones,有形的,EconomicandFinancial,经济和,金,金融,Process Interests,过程利,益,益,Arerelatedtotheway thedispute is settled,与争端,解,解决的,方,方法相,关,关,Example,“,“Theyneverlistentome,”,”,举例“,他,他们从,来,来不听,我,我的”,RelationshipInterests,关系利,益,益,Thepartiesvaluetherelationship to oneanother anddonotwanttodamageit,不想打,破,破双方,的,的价值,关,关系,InterestsinPrinciple,利益原,则,则,What is right,acceptable,fair,orethical,什么是,正,正确的,，,，可接,受,受的，,合,合理的,或,或合乎,道,道德的,54,KeyStepsInThe Integrative Negotiation Process,整合谈,判,判过程,中,中的主,要,要步骤,TypesofInterests-,利益类,型,型,Almostalways morethanone,总是比,一,一个多,Parties havedifferent interestsatstake,各方利,益,益不同,Interestscan be rootedinhumanneedsorvalues,利益基,于,于人类,的,的需求,或,或价值,Interestscan change,利益可,改,改变,Getting at Interests,获得利,益,益,Askingthe “Why?”,询问“,为,为什么,？,？”,Unified position versusgeneralizedsetofinterests,独特的,地,地位与,利,利益的,一,一般化,55,KeyStepsInThe Integrative Negotiation Process,整合谈,判,判过程,中,中的主,要,要步骤,GenerateAlternativeSolutions-(The creative part),创建备,选,选方案,的,的解决,方,方法（,有,有创意,的,的部分,）,）,InventingOptionsbyRedefining theProblem or ProblemSet,通过重,新,新确定,问,问题或,问,问题系,列,列进行,选,选项,Parties state specific underlyingneedsanddevelop alternativestosuccessfullymeetthem,各方陈,述,述特别,的,的潜在,的,的需求,，,，开发,可,可选方,案,案以成,功,功地满,足,足他们,56,KeyStepsInThe Integrative Negotiation Process,整合谈,判,判过程,中,中的主,要,要步骤,GenerateAlternativeSolutions-Techniques-1,创建备,选,选方案,的,的解决,方,方法- 技,术,术 -1,Expandthe Pie,将蛋糕,做,做大,Firstandleastcostly,首次与,最,最小成,本,本,Howcan bothpartiesgetwhatthey are,“,“demanding?”,双方如,何,何得到,他,他们的,“,“需要,”,”,Istherea resource shortage?,资源短,缺,缺吗？,Howcan additionalresources assistinreachinga solution?,额外的,资,资源如,何,何辅助,寻,寻求解,决,决方法,57,KeyStepsInThe Integrative Negotiation Process,整合谈,判,判过程,中,中的主,要,要步骤,GenerateAlternativeSolutions-Techniques-2,创建备,选,选方案,的,的解决,方,方法- 技,术,术 -2,Logrolling,相互捧,场,场,What issuesareofhigher/lower priority to me?Tootherparty?.,什么问,题,题对我,是,是较高/较低,优,优先选,择,择？对,另,另一方,怎,怎么样,？,？,Anyhighprioritytomematchlowtothe other?,对我方,有,有无高,优,优先选,择,择以适,应,应对方,低,低优先,选,选择？,More thanone issue in conflict-Unbundlelargeones!,冲突中,至,至少一,个,个问题-,杂,杂乱的,问,问题！,TrialandErrortofindthe,“,“right solution”,尝试和,错,错误寻,找,找“正,确,确的答,案,案”,TradeOffitems,互补项,目,目,What is inexpensive to me butvaluabletotheother