1、NEGOTIATION AND CONFLICT RESOLUTION 谈判与冲突的解决,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 t
2、he 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
3、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,“NEGOTIATION” AS A
4、N EXECUTIVE TOOL “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 abouttheir 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 com
5、mitted 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 thedecision. 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 Negotiat
6、ion?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
7、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”
8、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,Interdepende
9、nce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/IMAGE OF CONFLICT? 冲突的破坏性本质/形象,Competitive Processes竞争过程 Misperception and
10、 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,BENEFITS OF CONFLICT 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
11、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
12、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 Solving (Collaborating or Integrating)解决问题（合作或整合） Compromising许诺 Figure 1.4 （表格1.4）,STRATEGY OF CONFLICT MANAGEM
13、ENT 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
14、 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 R
15、oles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
16、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 Alterna
17、tive 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） C
18、ollaboration (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
19、 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
20、 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 Priori
21、ties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
22、 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 Par
23、tys 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 Poi
24、nt解决点 Bargaining Mix讨价还价组合,Fundamental Strategies 基础战略 Discovering the Other Partys Resistance Point THE 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 “o
25、verpriced?” 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 bes
26、t 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
27、?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 expec
28、tations 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
29、 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, e
30、tc.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？,Tacti
31、cal 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 necessar
32、y 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 o
33、f 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
34、？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 e
35、verything?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
36、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 Con
37、cessions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 Mak
38、ing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
39、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,Tact
40、ical 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
41、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 Avoi
42、d “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/soluti
43、ons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 “P
44、ayment 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” R
45、espond 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 T
46、ricks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/Low
47、ball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,W
48、hat Makes Integrative Negotiation Different?什么使整合谈判有差异？ Focus on Commonalties, not Differences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 Crite
49、ria 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 andObjectives 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
50、同点，减少异同点 Searching for Solutions That Meet the Goals and Objectives of Both Sides寻找满足双方目的和目标的解决方法,Key Steps In The Integrative Negotiation Process 整合谈判过程中的主要步骤,Identify & Define the Problem识别和确定问题 Define Problem in Mutually Acceptable Way以多种可接受的方法识别问题 Keep Problem Statement Clean & Simple问题的描述清晰，简练 State the Problem as Goal & Identify Obstacles作为目标和识别障碍来描述问题 Depersonalize the Problem与个人无关的问题 Separate the Problem from Search for Solutions从研究解决方法中区别问题,
