國際商務(wù)談判教案Chapter4(預(yù)習復(fù)習)

PAGEPAGE9/9國際商務(wù)談判教案Chapter4〔預(yù)習復(fù)習〕Chapter04-Negotiation:StrategyandChapter4Negotiation:StrategyandOverviewInthischapter,wediscusswhatnegotiatorsshoulddobeforenegotiations.Effectivestrategyandplanningarethemostcriticalprecursorsforachievingnegotiationobjectives.Witheffectiveplanningandtargetsetting,mostnegotiatorscanachievetheirobjectives;withoutthem,resultsoccurmorebychancethanbynegotiatoreffort.Regrettably,systematicplanningisnotsomethingthatmostnegotiatorsdowillingly.Althoughtimeconstraintsandworkpressuresmakeitdifficulttofindthetimetoplanadequately,formanyplanningissimplyboringandtedious,easilyputoffinfavorofgettingintothequickly.Itisclear,however,thatdevotinginsufficienttimetoplanningisoneweaknessthatmaycausenegotiatorstofail.Thediscussionofstrategyandplanningbeginsbyexploringtheprocessofstrategydevelopment,startingwithdefiningthenegotiatrsgoalsandobjectivesthenmovestodevelopingastrategytoaddresstheissuesandachievegoals.Finally,weaddressthetypicalstagesandphasesofanevolvingnegotiationandhowdifferentissuesandgoalswillaffecttheplanningprocess.LearningObjectives1.Goals–Thefocusthatdrivesanegotiationstrategy.2.Strategy–Theoverallplantoachieveone’sgoals.3.Gettingreadytoimplementthestrategy:Theplanningprocess.Goals–TheFocusThatDrivesaNegotiationStrategyDirecteffectsofgoalsonchoiceofstrategyTherearefourimportantaspectstounderstandabouthowgoalsaffectnegotiations:a.Wishesarenotgoals,especiallyinnegotiation.b.Goalsareoftenlinkedtotheotherparty’sgoals.c.Thereareboundariesorlimitstowhatgoalscanbe.d.Effectivegoalsmustbeconcrete,specificandmeasurable.Ifarenot,thenitwillbehardto:(1)Communicatetotheotherpartywhatwewant(2)Understandwhatotherpartywants(3)Determinewhetheranofferonthetablesatisfiesourgoals.Goalscanbetangibleorprocedural.4-1Chapter04-Negotiation:StrategyandPlanningThecriteriausedtodeterminegoalsdependonyourobjectivesandyourprioritiesamongmultipleobjectives.IndirecteffectsofgoalsonchoiceofstrategyShort-termthinkingaffectsourchoiceofstrategy;indevelopingandframingourgoals,wemayignorethepresentorfuturewiththeotherpartyinaconcernforachievingasubstantiveoutcomeonly.Negotiationgoalsthatarecomplexordifficulttodefinemayrequireasubstantialchangeintheotherparty’sattitude. Inmostcases,progresswillbemadeincrementally,andmaydependonestablishingarelationshipwiththeotherparty.Strategy–TheOverallPlantoAchieveOne’sGoalsStrategyversusTacticsAmajordifferencebetweenstrategyandtacticsisthatofperspectiveorimmediacy.Tacticsareshort-term,adaptivemovesdesignedtoenactorbroadstrategies,whichinturnprovidestability,continuity,anddirectionfortacticalbehaviors.3.Tacticsaresubordinatetostrategy:theyarestructured,directed,anddrivenbystrategicconsiderations.UnilateralversusbilateralapproachestostrategyAunilateralchoiceismadewithouttheactiveinvolvementofotherparty.Unilaterallypursuedstrategiescanbewhollyone-sidedandintentionallyignorantofanyinformationabouttheothernegotiator.Unilateralstrategiesshouldevolveintoonesthatfullytheimpactoftheother’sstrategyonone’sown.Thedualconcernsmodelasavehiclefordescribingnegotiationstrategies. Thismodelproposesthatindividualshavetwolevelsofrelatedconcerns:aconcernfortheirownoutcomes,andaleveloffortheother’soutcomes.AlternativesituationalstrategiesThereareatleastfourdifferenttypesofstrategieswhenassessingtherelativeimportanceandpriorityofthenegotiator’ssubstantiveoutcomeversustherelationaloutcome:competitive,collaboration,accommodation,avoidanceThenonengagementstrategy:AvoidanceTherearemanyreasonswhynegotiatorsmaychoosenottonegotiate:Ifoneisabletomeetoesneedswithoutnegotiatingatall,maymakesensetouseanavoidancestrategyItsimplymaynotbeworththetimeandefforttonegotiate(althoughtherearesometimesreasonstonegotiateinsuchsituations4-2Chapter04-Negotiation:StrategyandPlanningThedecisiontonegotiateiscloselyrelatedtotheofavailablealternatives–theoutcomesthatcanbeachievedifnegotiationstworkoutActive-engagementstrategies:Competition,collaboration,andaccommodationa.Competitionisdistributivewin-losebargaining.Collaborationisintegrativeorwin-winnegotiation.c.Accommodationisasmuchawin-losestrategyascompetition,althoughithasadecidedlydifferentimageitinvolvesanimbalanceofoutcomes,butintheoppositedirection. (“Ilose,youwin〞asopposedtoIwin,youlose.〞)d.Therearedrawbackstothesestrategiesifappliedthoughtlesslyorinflexibly:Distributivestrategiestendtocreate“we-they〞or“superiority-inferioritypatterns,whichmayresultinadistortionoftheothercontributions,aswellastheirvalues,needsandpositions.Ifanegotiatorpursuesanintegrativestrategywithoutregardtheother’sstrategy,thentheothermaymanipulateandexploitthecollaboratorandtakeadvantageofthegoodfaithandgoodwillbeingdemonstrated.Accommodativestrategiesmaygenerateapatternofconstantlygivingintokeeptheotherhappyortoavoidafight.UnderstandingtheFlowofNegotiations:StagesandPhasesPhasemodelsofnegotiation:InitiationProblemsolving3.ResolutionGreenhalgh(2001)suggeststhattherearesevenkeystepstoannegotiationprocess:Preparation:decidingwhatisimportant,defininggoals,aheadhowtoworktogetherwiththeotherparty.Relationshipbuilding:gettingtoknowtheotherparty,understandinghowyouandtheotheraresimilaranddifferent,buildingcommitmenttowardachievingamutuallybeneficialsetofoutcomes.Informationgathering:learningwhatyouneedtoknowabouttheissues,abouttheotherpartyandtheirneeds,aboutthefeasibilitypossiblesettlements,andaboutwhatmighthappenifyoufailtoreachagreementwiththeotherside.Informationusing:atthisstage,negotiatorsassemblethecasetheywanttomakefortheirpreferredoutcomesandsettlement,onethatmaximizethenegotiator’sownneeds.Bidding:theprocessofmakingmovesfromone’sinitial,positiontotheactualoutcome.Closingthedeal:theobjectivehereistobuildcommitmenttoagreementachievedinthepreviousphase.Implementingtheagreement:determiningwhoneedstodowhathandsareshakenandthedocumentssigned.4-3Chapter04-Negotiation:StrategyandPlanningGettingReadytoImplementtheStrategy:ThePlanningProcessDefiningtheissuesUsuallybeginswithananalysisofwhatistobediscussedinnegotiation.2.Thenumberofissuesinanegotiation,alongwiththerelationshipbetweenthenegotiatorandtheotherparty,areoftentheprimarydeterminantofwhetheroneusesadistributiveorintegrativestrategy.Inanynegotiation,acompletelistoftheissuesatstakeisderivedfromthefollowingsources:Ananalysisofallthepossibleissuesthatneedtobedecided.Previousexperienceinsimilarnegotiations.c.Researchconductedtogatherinformation.d.Consultationwithexpertsinthatindustry.AssemblingtheissuesanddefiningthebargainingmixThecombinationoflistsfromeachsideinanegotiationdeterminesthebargainingmix.Therearetwostepsanegotiatorcanusetoprioritizetheonanagenda:a.Determinewhichissuesaremostimportantandwhicharelessimportant.b.Determinewhethertheissuesarelinkedtogetherareseparate.DefiningInterestsInterestsmaybe:Substantive,thatis,directlyrelatedtothefocalissuesnegotiation.Process-based,thatis,relatedtohowthenegotiatorsbehaveasnegotiate.c.Relationship-based,thatis,tiedtothecurrentordesiredfuturerelationshipbetweentheparties.Interestsmayalsobebasedonintangiblesofnegotiation.KnowinglimitsandalternativesGoodpreparationrequiresthatyouestablishtwoclearpoints:Resistancepoint–theplacewhereyoudecidethatyouabsolutelystopthenegotiationratherthancontinue.Alternatives–otheragreementsnegotiatorscouldachievestillmeettheirneeds. Alternativesdefinewhetherthecurrentoutcomeisbetteranotherpossibility.SettingtargetsandopeningsTwokeypointsshouldbedefinedinthisstep:Thespecifictargetpointwhereonerealisticallyexpectstoachieveasettlement4-4Chapter04-Negotiation:StrategyandPlanningTheaskingprice,representingthebestdealonecanhopetoachieve.Targetsettingrequirespositivethinkingaboutone’sownobjectives.Targetsettingoftenrequiresconsideringhowtopackageissuesandobjectives.4.Targetsettingrequiresanunderstandingtrade-offsandthrowaways.AssessingconstituentsandthesocialcontextofanegotiationWhenpeoplenegotiateinaprofessionalcontext,theremaybethantwoparties.a.Theremaybemorethantwonegotiatorsatthetable.Multiplepartiesoftenleadtotheformationofcoalitions.b.Negotiatorsalsohaveconstituentswhowillevaluateandcritiquethem.c.Negotiationoccursinacontextofrules–asocialsystemoflaws,customs,commonbusinesspractices,culturalnorms,andpoliticalcross-pressures.“Fieldanalysiscanbeusedtoassessallthekeypartiesinnegotiation.a.Whois,orshouldbe,ontheteamonmysideofthefield?Whoisontheothersideofthefield?Whoisonthesidelinesandcanaffecttheplayofthegame?Whothenegotiationequivalentsofowners,managersandstrategists?Whoisinthestands?Whoiswatchingthegame,isinterestedinit,butcanonlyindirectlyaffectwhathappen