《国际商务谈判》罗伊列维奇。原版课件,第一章PPT
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© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
1. A Few Words about Our Style & Approach
• Be careful about how we use bargaining and negotiation. • Negotiation is a very complex social process ; many of the most important factors that shape a negotiation result. • Our insights into negotiation draw from three sources. (experience, media, the wealth of social science research)
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
7.1 Definitions
• Conflict may be defined as a “sharp disagreement or opposition, as of interest, ideas, etc”, and includes “the perceived divergence of interest, or belief that the parties’ current aspirations cannot be achieved simultaneously”. • Conflict results from “the interaction of interdependent people who perceived incompatible goals and interference from each other in achieving those goals.”
(1) Negotiators must be able to recognize situations that require more of one approach than the other. (2) Negotiators must be versatile in their comfort and use of both major strategic approaches. (3) Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
5. Mutual Adjustment
• Mutual adjustment and concession making.
When one party agrees to make a change in his or her position, a concession has been made. Concessions restrict the range of options, with which a solution or agreement will be reached; when a party makes a concession, the bargaining range is further constrained.
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -2
• Unfortunately, most actual negotiations are combination of claiming and creating value processes. • The implications for this are significant:
CHAPTER 1
The Nature of Negotiation
ห้องสมุดไป่ตู้
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Titles
1. 2. 3. 4. 5. 6. 7. 8. 9. A Few Words about Our Style & Approach. Joe and Sue Carter. Characteristics of a Negotiation Situation. Interdependence. Mutual Adjustment. Value Claiming and Value Creation. Conflict. Effective Conflict Management. Overview of the whole book &Chapter Summary.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -1
• Identify two types of interdependent situations — zero-sum and non-zero-sum. • The structure of interdependence shapes the strategies and tactics that negotiators employ. • In distributive situations negotiators are motivated to win the competition and beat the other party to gain the largest piece of the fixed resource that they can. • In integrative situations the negotiators should employ win-win strategies and tactics.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
2. Joe and Sue Carter
• A story about a husband and wife. • In this day ,they faced the challenges of many major and minor negotiations. • We use the story to highlight something important (definition ,characteristics of a negotiation, and so on).
• Two dilemmas in mutual adjustment. First, the dilemma of honesty, concerns how much of
the truth to tell? Second, the dilemma of trust, how much should the negotiators believe what the other party tells them?
7. Conflict
• A potential consequence of interdependent relationships is conflict. Conflict can result from the strongly divergent needs of the two parties of from misperception and misunderstanding. • Conflict can occur when two parties are working toward the same goal and generally want the same outcome or when both parties want very different outcomes. • Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively.
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
3. Characteristics of a Negotiation Situation
(1) There are two or more parties. (2) There is a conflict of needs and desires between two or more parties. (3) The parties negotiate by choice. (4) When we negotiate we expect a “give and take ” process. (5) The parties prefer to negotiate and search for agreement. (6) Successful negotiation involves the management of tangibles & also the resolution of intangibles.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
4. Interdependence
• When the parties depend on each other to achieve their own preferred outcome they are interdependent. • Most relationships between parties may be characterized in one of three ways : independent, dependent, or interdependent. • Note that having interdependent goals do not mean that everyone wants or needs exactly the same thing • Types of interdependence affect outcomes.. • Alternatives shape interdependence.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -3
• Value may be created in numerous ways , and the heart of process lies in exploiting the differences that exist between the negotiators. • The key differences among negotiators include these:
(1) Differences in interests. (2) Differences in judgments about the future. (3) Differences in risk tolerance. (4) Differences in time preference.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
McGraw-Hill/Irwin
1. A Few Words about Our Style & Approach
• Be careful about how we use bargaining and negotiation. • Negotiation is a very complex social process ; many of the most important factors that shape a negotiation result. • Our insights into negotiation draw from three sources. (experience, media, the wealth of social science research)
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
7.1 Definitions
• Conflict may be defined as a “sharp disagreement or opposition, as of interest, ideas, etc”, and includes “the perceived divergence of interest, or belief that the parties’ current aspirations cannot be achieved simultaneously”. • Conflict results from “the interaction of interdependent people who perceived incompatible goals and interference from each other in achieving those goals.”
(1) Negotiators must be able to recognize situations that require more of one approach than the other. (2) Negotiators must be versatile in their comfort and use of both major strategic approaches. (3) Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
5. Mutual Adjustment
• Mutual adjustment and concession making.
When one party agrees to make a change in his or her position, a concession has been made. Concessions restrict the range of options, with which a solution or agreement will be reached; when a party makes a concession, the bargaining range is further constrained.
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -2
• Unfortunately, most actual negotiations are combination of claiming and creating value processes. • The implications for this are significant:
CHAPTER 1
The Nature of Negotiation
ห้องสมุดไป่ตู้
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
The Titles
1. 2. 3. 4. 5. 6. 7. 8. 9. A Few Words about Our Style & Approach. Joe and Sue Carter. Characteristics of a Negotiation Situation. Interdependence. Mutual Adjustment. Value Claiming and Value Creation. Conflict. Effective Conflict Management. Overview of the whole book &Chapter Summary.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -1
• Identify two types of interdependent situations — zero-sum and non-zero-sum. • The structure of interdependence shapes the strategies and tactics that negotiators employ. • In distributive situations negotiators are motivated to win the competition and beat the other party to gain the largest piece of the fixed resource that they can. • In integrative situations the negotiators should employ win-win strategies and tactics.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
2. Joe and Sue Carter
• A story about a husband and wife. • In this day ,they faced the challenges of many major and minor negotiations. • We use the story to highlight something important (definition ,characteristics of a negotiation, and so on).
• Two dilemmas in mutual adjustment. First, the dilemma of honesty, concerns how much of
the truth to tell? Second, the dilemma of trust, how much should the negotiators believe what the other party tells them?
7. Conflict
• A potential consequence of interdependent relationships is conflict. Conflict can result from the strongly divergent needs of the two parties of from misperception and misunderstanding. • Conflict can occur when two parties are working toward the same goal and generally want the same outcome or when both parties want very different outcomes. • Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively.
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
3. Characteristics of a Negotiation Situation
(1) There are two or more parties. (2) There is a conflict of needs and desires between two or more parties. (3) The parties negotiate by choice. (4) When we negotiate we expect a “give and take ” process. (5) The parties prefer to negotiate and search for agreement. (6) Successful negotiation involves the management of tangibles & also the resolution of intangibles.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
4. Interdependence
• When the parties depend on each other to achieve their own preferred outcome they are interdependent. • Most relationships between parties may be characterized in one of three ways : independent, dependent, or interdependent. • Note that having interdependent goals do not mean that everyone wants or needs exactly the same thing • Types of interdependence affect outcomes.. • Alternatives shape interdependence.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
6. Value Claiming and Value Creation -3
• Value may be created in numerous ways , and the heart of process lies in exploiting the differences that exist between the negotiators. • The key differences among negotiators include these:
(1) Differences in interests. (2) Differences in judgments about the future. (3) Differences in risk tolerance. (4) Differences in time preference.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.