Nature of Negotiation
negotiation词组
negotiation词组以下是包含"negotiation"的短语和例句：1."go into negotiation" - 开始谈判2.例句：We will go into negotiation with them to seek a better deal. 我们将与他们进行谈判，以寻求更好的交易。
3."conduct negotiations" - 进行谈判4.例句：The two sides conducted negotiations for several days butcould not reach an agreement. 双方进行了几天的谈判，但未能达成协议。
5."successful in negotiation" - 谈判成功6.例句：After months of hard work, the company finally succeeded innegotiating the contract with their clients. 经过几个月的努力，该公司终于成功地与客户谈判了合同。
7."out of negotiation" - 谈判失败8.例句：Unfortunately, we are out of negotiation because the otherparty refused our proposal. 不幸的是，由于对方拒绝了我们的提议，我们的谈判失败了。
9."in the negotiation stage" - 在谈判阶段10.例句：We are still in the negotiation stage and have not yet reacheda final decision. 我们仍处于谈判阶段，尚未做出最终决定。
国际商务谈判英文版第六版Chap
parties reach an agreement or make a decision on the terms of the deal.
Preparing for a Negotiation
Gather inform…
research the other party, including their interests, needs, and negotiating style.
2023
国际商务谈判英文版第六 版chap
目录
• Introduction • The Nature and Context of International
Business Negotiation • The Process of International Business
Negotiation
Байду номын сангаас 03
The Process of International
Business Negotiation
The Negotiation Process
01
Initial con…
02
Exploration
03
Positioning
04
05
Negotiation Conclusion
parties exchange initial greetings and introduce themselves.
目录
• The Skills and Competencies of the Effective Negotiator
• The Application of Negotiation Theory and Practice
国际商务谈判自测题Chapter_1
Chapter 1The Nature of NegotiationFill in the Blank Questions1、People ____________ all the time、Answer: negotiate Page: 22、The term ____________ is used to describe the competitive, win-lose situations such as hagglingover price that happens at yard sale, flea market, or used car lotAnswer: bargaining Page: 33、Negotiating parties always negotiate by ____________、Answer: choice Page: 64、There are times when you should _________ negotiate、Answer: not Page: 65、Successful negotiation involves the management of ____________ (e、g、, the price or the termsof agreement) and also the resolution of ____________、Answer: tangibles, intangibles Page: 86、Independent parties are able to meet their own ____________ without the help and assistance ofothers、Answer: needs Page: 97、The mix of convergent and conflicting goals characterizes many ____________ relationships、Answer: interdependent Page: 108、The ____________ of pe ople’s goals, and the ____________ of the situation in which they aregoing to negotiate, strongly shapes negotiation processes and outcomes、Answer: interdependence, structure Page: 109、Whether you should or should not agree on something in a negotiation depends entirely upon theattractiveness to you of the best available _________、Answer: alternative Page: 10 – 1210、When parties are interdependent, they have to find a way to ____________ their differences、Answer: resolve Page: 1211、Negotiation is a ____________ that transforms over time、Answer: process Page: 1212、Negotiations often begin with statements of opening ____________、Answer: positions Page: 1313、When one party accepts a change in his or her position, a ____________ has been made、Answer: concession Page: 1314、Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of____________ and the dilemma of ____________、Answer: honesty, trust Page: 1415、Most actual negotiations are a combination of claiming and ____________ value processes、Answer: creating Page: 1616、____________ ____________ is analyzed as it affects the ability of the group to make decisions,work productively, resolve its differences, and continue to achieve its goals effectively、Answer: Intragroup conflict Page: 1817、Most people initially believe that ____________ is always bad、Answer: conflict Page: 1918、The objective is not to eliminate conflict but to learn how to manage it to control the ____________elements while enjoying the productive aspects、Answer: destructive Page: 2019、The two-dimensional framework called the ____________ ____________ ____________postulates that people in conflict have two independent types of concern、Answer: dual concerns model Page: 2220、Parties who employ the ____________ strategy maintain their own aspirations and try to persuadethe other party to yield、Answer: contending Page: 23True/False QuestionsT F 21、Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobbyAnswer: False Page: 2T F 22、Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated、Answer: False Page: 3T F 23、 Negotiation situations have fundamentally the same characteristics,Answer: True Page: 6T F 24、 A creative negotiation that meets the objectives of all sides may not require compromise、Answer: True Page: 8T F 25、 The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take theirdispute to a higher authority to resolve itAnswer: True Page: 8T F 26、It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles、Answer: False Page: 8T F 27、In any industry in which repeat business is done with the same parties, there is always a balance between pushing the limit on any particular negotiation and making sure the otherparty—and your relationship with him—survives intact、Answer: True Page: 11T F 28、When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—this is a competitivesituation, also known as a non-zero-sum or distributive situationAnswer: False Page: 10T F 29、Remember that every possible interdependency has an alternative; negotiators can always say “no” and walk away、Answer: True Page: 12T F 30、 A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments、Answer: False Page: 10T F 31、The value of a person's BATNA is always relative to the possible settlements available in the current negotiation, and the possibilities within a given negotiation are heavilyinfluenced by the nature of the interdependence between the parties、Answer: True Page: 12T F 32、The effective negotiator needs to understand how people will adjust and readjust, and how the negotiations might twist and turn, based on one’s own moves and the others’responses、Answer: True Page: 13T F 33、The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations、Answer: False Page: 14, 15T F 34、 In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives、Answer: True Page: 15T F 35、Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful、Answer: False Page: 16T F 36、Differences in time preferences have the potential to create value in a negotiation、Answer: True Page: 17T F 37、C onflict doesn’t usually occur when the two parties are working toward the same goal and generally want the same outcome、Answer: False Page: 18T F 38、Intragroup conflict occurs between groups、Answer: False Page: 18T F 39、Negotiation is a strategy for productively managing conflict、Answer: True Page: 20T F 40、The dual concerns model has two dimensions: the vertical dimension is often referred to asthe cooperativeness dimension, and the horizontal dimension as the assertivenessdimension、Answer: True Page: 22Multiple Choice Questions41、Which perspective can be used to understand different aspects of negotiation?A) economicsB) psychologyC) anthropologyD) lawE) All of the above perspectives can be used to understand different aspects of negotiation、Answer: E Page: 342、To most people the words "bargaining" and "negotiation" areA) mutually exclusive、B) interchangeable、C) not related、D) interdependent、E) None of the above、Answer: B Page: 343、 A situation in which solutions exist so that both parties are trying to find a mutually acceptablesolution to a complex conflict is known as which of the following?A) mutual gainsB) win-loseC) zero-sumD) win-winE) None of the above、Answer: D Page: 344、Which is not a characteristic of a negotiation or bargaining situation?A) conflict between partiesB) two or more parties involvedC) an established set of rulesD) a voluntary processE) None of the above is a characteristic of a negotiation、Answer: C Page: 845、Tangible factorsA) include the price and terms of agreement、B) are psychological motivations that influence the negotiations、C) include the need to look good in negotiations、D) cannot be measured in quantifiable terms、E) None of the above statements describe tangible factors、Answer: A Page: 846、Which of the following is not an intangible factor in a negotiation?A) the need to look goodB) final agreed price on a contractC) the desire to book more businessD) fear of setting a precedentE) All of the above are intangible factors、Answer: B Page: 847、Interdependent parties’ relationships are characterized byA) interlocking goals、B) solitary decision making、C) established procedures、D) rigid structures、E) Interdependent relationships are characterized by all of the above、Answer: A Page: 1048、 A zero-sum situation is also known by another name of a situation、 Which of the following isthat?A) integrativeB) distributiveC) win-loseD) negotiativeE) None of the above、Answer: B Page: 1049、BATNA stands forA) best alternative to a negotiated agreement、B) best assignment to a negotiated agreement、C) best alternative to a negative agreement、D) best alternative to a negative assignment、E) BATNA stands for none of the above、Answer: A Page: 1250、What are the two dilemmas of negotiation?A) the dilemma of cost and the dilemma of profit marginB) the dilemma of honesty and the dilemma of profit marginC) the dilemma of trust and the dilemma of costD) the dilemma of honesty and the dilemma of trustE) None of the above、Answer: D Page: 1451、How much to believe of what the other party tells youA) depends on the reputation of the other party、B) is affected by the circumstances of the negotiation、C) is related to how he or she treated you in the past、D) is the dilemma of trust、E) All of the above、Answer: E Page: 1452、Satisfaction with a negotiation is determined byA) the process through which an agreement is reached and the dollar value of concessions madeby each party、B) the actual outcome obtained by the negotiation as compared to the initial bargaining positionsof the negotiators、C) the process through which an agreement is reached and by the actual outcome obtained by thenegotiation、D) the total dollar value of concessions made by each party、E) Satisfaction with a negotiation is determined by none of the above、Answer: C Page: 1553、Which of the following statements about conflict is true?A) Conflict is the result of tangible factors、B) Conflict can occur when two parties are working toward the same goal and generally want thesame outcome、C) Conflict only occurs when both parties want a very different settlement、D) Conflict has a minimal effect on interdependent relationships、E) All of the above statements about conflict are true、Answer: B Page: 1854、In intragroup conflict,A) sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives thatare in conflict with each other、B) conflict occurs between individual people、C) conflict affects the ability of the group to resolve differences and continue to achieve its goalseffectively、D) conflict is quite intricate because of the large number of people involved and possibleinteractions between them、E) None of the above describes intragroup conflict、Answer: C Page: 1855、Which of the following contribute to conflict's destructive image?A) increased communicationB) misperception and biasC) clarifying issuesD) minimized differences; magnified similaritiesE) All of the above contribute to conflict's destructive image、Answer: B Page: 1956、In the Dual Concerns Model, the level of concern for the individual's own outcomes and the level ofconcern for the other's outcomes are referred to as theA) cooperativeness dimension and the competitiveness dimension、B) the assertiveness dimension and the competitiveness dimension、C) the competitiveness dimension and the aggressiveness dimension、D) the cooperativeness dimension and the assertiveness dimension、E) None of the above、Answer: D Page: 2257、An individual who pursues his or her own outcomes strongly and shows little concern for whetherthe other party obtains his or her desired outcomes is using another of the following strategies、Which one?A) yieldingB) compromisingC) contendingD) problem solvingE) None of the above、Answer: C Page: 2358、Negotiators pursuing the yielding strategyA) show little interest or concern in whether they attain their own outcomes, but are quiteinterested in whether the other party attains his or her outcomes、B) pursue their own outcome strongly and shows little concern for whether the other party obtainshis or her desired outcome、C) shows little interest or concern in whether they attain their own outcomes, and does not showmuch concern about whether the other party obtains his or her outcomes、D) show high concern for attaining their own outcomes and high concern for whether the otherattains his or her outcomes、E) Negotiators pursuing the yielding strategy demonstrate none of the above behaviors、Answer: A Page: 2359、Parties pursuing one of the following strategies show little interest or concern in whether they attaintheir own outcomes, and do not show much concern about whether the other party obtains his or heroutcomes、 Which of the ones listed below?A) contendingB) compromisingC) problem solvingD) yieldingE) None of the above、Answer: E Page: 2460、Whereas distributive bargaining is often characterized by mistrust and suspicion, integrativenegotiation is characterized by which of the following?A) obligation and perseveranceB) avoidance and compromiseC) influence and persuasivenessD) trust and opennessE) cognition and emotionAnswer: D Page: 26Short Answer Essays61、What are the three reasons negotiations occur?Answer: Negotiations occur for several reasons: (1) to agree on how to share or divide a limitedresource, such as land, or property, or time; (2) to create something new that neither party could do on his or her own, or (3) to resolve a problem or dispute between the parties、 Page: 262、Is the give-and-take process used to reach an agreement the “heart of the negotiation” as mostpeople ass ume”?Answer: While that give-and-take process is extremely important, negotiation is a very complexsocial process; many of the most important factors that shape a negotiation result do not occurduring the negotiation, but occur before the parties start to negotiate, or shape the context around the negotiation、 Page: 363、Why do parties negotiate by choice?Answer: That is, they negotiate because they think they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have、 Negotiation is largely a voluntary process、 We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers、 It is a strategypursued by choice; seldom are we required to negotiate、 Page: 664、What are tangible and intangible factors in negotiation?Answer: Tangible factors include quantifiable items, such as the price, terms of agreement, etc、By intangible factors, we are referring to the deeper psychological motivations that may directly or indirectly influence the parties during the negotiation、 Page: 865、What are the three ways that characterize most relationships between parties?Answer: Most relationships between parties may be characterized in one of three ways:independent, dependent, and interdependent、 Page: 9, 1066、Define "zero-sum" situation、Answer: Individuals are so linked together that there is a negative correlation between their goal attainments、 Page: 1167、Describe a “mutual gains” situation、Answer: when parties’ goals are linked so that one person’s goal achievement helps others toachieve their goals, it is a mutual-gains situation, also known as a non-zero-sum or integrativesituation, where there is a positive correlation between the goal attainments of both parties、 Page:1068、What does BATNA stand for?Answer: Best Alternative To a Negotiated Agreement、 Page: 1269、What role do concessions play wh en a proposal isn’t readily accepted?Answer: If the proposal isn’t readily accepted by the other, negotiators begin to defend their own initial proposals and critique the others’ proposals、Each party’s rejoinder usually suggestsalterations to the other party’s proposal, and perhaps also contains changes to his or her ownposition、 When one party agrees to make a change in his or her position, a concession has been made (Pruitt, 1981)、 Concessions restrict the range of options within which a solution oragreement will be reached; when a party makes a concession, the bargaining range (the difference between the preferred acceptable settlements) is further constrained、 Page: 1370、What are concessions?Answer: A concession has been made when one party accepts a change in his or her position、Concessions restrict the range of options within which a solution or agreement will be reached、Page: 1371、Describe the strategies and tactics a negotiator would employ in a distributive bargainingsituation、Answer: In distributive situations negotiators are motivated to win the competition and beat the other party, or gain the largest piece of the fixed resource that they can、 In order to achieve these objectives, negotiators usually employ “win-l ose” strategies and tactics、 This approach tonegotiation—called distributive bargaining—accepts the fact that there can only be one winnergiven the situation, and pursues a course of action to be that winner、 The purpose of thenegotiation is to claim value—that is, to do whatever is necessary to claim the reward, gain thelion’s share, or gain the largest piece possible Page: 1572、Why should negotiators be versatile in their comfort and use of both value claiming and valuecreating strategic approaches?Answer: Not only must negotiators be able to recognize which strategy is most appropriate, but they must be able to use both approaches with equal versatility、There is no single “best”,“preferred” or “right” way to negotiate; the choice of negotia tion strategy requires adaptation to the situation, as we will explain more fully in the next section on conflict、 Moreover, if mostnegotiation issues/problems have claiming and creating values components, then negotiators must be able to use both approaches in the same deliberation、 Page: 1673、Define synergy?Answer: "the whole is greater than the sum of its parts" Page: 1674、Name the four levels of conflict that are commonly identified、Answer: The four levels of conflict are: 1) intrapersonal or intrapsychic conflict, 2) interpersonal conflict, 3) intragroup conflict, and 4) intergroup conflict、 Page: 1875、Explain how conflict is a potential consequence of interdependent relationships、Answer: Conflict can result from the strongly divergent needs of the two parties, or frommisperceptions and misunderstandings、 Conflict can occur when the two parties are workingtoward the same goal and generally want the same outcome, or when both parties want verydifferent outcomes、 Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively、 In this section, we will define conflict, discuss the different levels of conflict that can occur, review the functions and dysfunctions of conflict, and discuss strategies for managing conflict effectively、 Page: 1876、How does decreased communication contribute as one of the destructive images of conflict in anegotiation?Answer: Productive communication declines with conflict、 Parties communicate less with those who disagree with them, and more with those who agree、 The communication that does occur is often an attempt to defeat, demean, or debunk the other’s view or to strengthen one’s own prior arguments、Page: 1977、Conflict also has productive aspects and one of those is that conflict encourages psychologicaldevelopment、 Elaborate、Answer: It helps people become more accurate and realistic in their self-appraisals、 Throughconflict, persons take others’ perspectives and become less egocentric、 Conflict helps persons to believe that they are powerful and capable of controlling their own lives、 They do not simply need to endure hostility and frustration but can act to improve their lives、 Page: 2078、The Dual Concerns Model is a two-dimensional framework that postulates that people in conflicthave two independent types of concern、 What are those two types of concerns?Answer: concern about their own outcomes (shown on the horizontal dimension of the figure) andc oncern about the other’s outcomes (shown on the vertical dimension of the figure)、 Page: 2279、Where would you likely to find the concept of “yielding” on the dual concerns model?Answer: Yielding (also called accommodating or obliging) is the strategy in the upper left-handcorner、 Actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or heroutcomes、 Yielding involves lowering one’s own aspirations to “let the other win” and gain what he or she wants、 Yielding may seem like a strange strategy to some, but it has its definiteadvantages in some situations、 Page: 2380、What are the five major strategies for conflict management (as identified in the Dual Concernsframework)?Answer: Contending, Yielding, Inaction, Problem Solving, and Compromising、Page: 23, 24。
国际商务谈判自测题Chapter1
Chapter 1The Nature of NegotiationFill in the Blank Questions1. People ____________ all the time.Answer: negotiate Page: 22. The term ____________ is used to describe the competitive, win-lose situations such as hagglingover price that happens at yard sale, flea market, or used car lotAnswer: bargaining Page: 33. Negotiating parties always negotiate by ____________.Answer: choice Page: 64. There are times when you should _________ negotiate.Answer: not Page: 65. Successful negotiation involves the management of ____________ (e.g., the price or the terms ofagreement) and also the resolution of ____________.Answer: tangibles, intangibles Page: 86. Independent parties are able to meet their own ____________ without the help and assistance ofothers.Answer: needs Page: 97. The mix of convergent and conflicting goals characterizes many ____________ relationships.Answer: interdependent Page: 108. The ____________ of pe ople’s goals, and the ____________ of the situation in which they aregoing to negotiate, strongly shapes negotiation processes and outcomes.Answer: interdependence, structure Page: 109. Whether you should or should not agree on something in a negotiation depends entirely upon theattractiveness to you of the best available _________.Answer: alternative Page: 10 – 1210. When parties are interdependent, they have to find a way to ____________ their differences.Answer: resolve Page: 1211. Negotiation is a ____________ that transforms over time.Answer: process Page: 1212. Negotiations often begin with statements of opening ____________.Answer: positions Page: 1313. When one party accepts a change in his or her position, a ____________ has been made.Answer: concession Page: 1314. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of____________ and the dilemma of ____________.Answer: honesty, trust Page: 1415. Most actual negotiations are a combination of claiming and ____________ value processes.Answer: creating Page: 1616. ____________ ____________ is analyzed as it affects the ability of the group to make decisions,work productively, resolve its differences, and continue to achieve its goals effectively.Answer: Intragroup conflict Page: 1817. Most people initially believe that ____________ is always bad.Answer: conflict Page: 1918. The objective is not to eliminate conflict but to learn how to manage it to control the ____________elements while enjoying the productive aspects.Answer: destructive Page: 2019. The two-dimensional framework called the ____________ ____________ ____________postulates that people in conflict have two independent types of concern.Answer: dual concerns model Page: 2220. Parties who employ the ____________ strategy maintain their own aspirations and try to persuadethe other party to yield.Answer: contending Page: 23True/False QuestionsT F 21. Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobbyAnswer: False Page: 2T F 22. Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated.Answer: False Page: 3T F 23. Negotiation situations have fundamentally the same characteristics,Answer: True Page: 6T F 24. A creative negotiation that meets the objectives of all sides may not require compromise.Answer: True Page: 8T F 25. The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take theirdispute to a higher authority to resolve itAnswer: True Page: 8T F 26. It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles.Answer: False Page: 8T F 27. In any industry in which repeat business is done with the same parties, there is always a balance between pushing the limit on any particular negotiation and making sure the otherparty—and your relationship with him—survives intact.Answer: True Page: 11T F 28. When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—this is a competitivesituation, also known as a non-zero-sum or distributive situationAnswer: False Page: 10T F 29. Remember that every possible interdependency has an alternative; negotiators can always say “no” and walk away.Answer: True Page: 12T F 30. A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments.Answer: False Page: 10T F 31. The value of a person's BATNA is always relative to the possible settlements available in the current negotiation, and the possibilities within a given negotiation are heavilyinfluenced by the nature of the interdependence between the parties.Answer: True Page: 12T F 32. The effective negotiator needs to understand how people will adjust and readjust, and how the negotiations might twist and turn, based on one’s own moves and the others’ responses.Answer: True Page: 13T F 33. The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations.Answer: False Page: 14, 15T F 34. In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives.Answer: True Page: 15T F 35. Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful.Answer: False Page: 16T F 36. Differences in time preferences have the potential to create value in a negotiation.Answer: True Page: 17T F 37. C onflict doesn’t usually occur when the two parties are working toward the same goal and generally want the same outcome.Answer: False Page: 18T F 38. Intragroup conflict occurs between groups.Answer: False Page: 18T F 39. Negotiation is a strategy for productively managing conflict.Answer: True Page: 20T F 40. The dual concerns model has two dimensions: the vertical dimension is often referred to as the cooperativeness dimension, and the horizontal dimension as the assertivenessdimension.Answer: True Page: 22Multiple Choice Questions41. Which perspective can be used to understand different aspects of negotiation?A) economicsB) psychologyC) anthropologyD) lawE) All of the above perspectives can be used to understand different aspects of negotiation.Answer: E Page: 342. To most people the words "bargaining" and "negotiation" areA) mutually exclusive.B) interchangeable.C) not related.D) interdependent.E) None of the above.Answer: B Page: 343. A situation in which solutions exist so that both parties are trying to find a mutually acceptablesolution to a complex conflict is known as which of the following?A) mutual gainsB) win-loseC) zero-sumD) win-winE) None of the above.Answer: D Page: 344. Which is not a characteristic of a negotiation or bargaining situation?A) conflict between partiesB) two or more parties involvedC) an established set of rulesD) a voluntary processE) None of the above is a characteristic of a negotiation.Answer: C Page: 845. Tangible factorsA) include the price and terms of agreement.B) are psychological motivations that influence the negotiations.C) include the need to look good in negotiations.D) cannot be measured in quantifiable terms.E) None of the above statements describe tangible factors.Answer: A Page: 846. Which of the following is not an intangible factor in a negotiation?A) the need to look goodB) final agreed price on a contractC) the desire to book more businessD) fear of setting a precedentE) All of the above are intangible factors.Answer: B Page: 847. Interdependent parties’ relationships are characterized byA) interlocking goals.B) solitary decision making.C) established procedures.D) rigid structures.E) Interdependent relationships are characterized by all of the above.Answer: A Page: 1048. A zero-sum situation is also known by another name of a situation. Which of the following is that?A) integrativeB) distributiveC) win-loseD) negotiativeE) None of the above.Answer: B Page: 1049. BATNA stands forA) best alternative to a negotiated agreement.B) best assignment to a negotiated agreement.C) best alternative to a negative agreement.D) best alternative to a negative assignment.E) BATNA stands for none of the above.Answer: A Page: 1250. What are the two dilemmas of negotiation?A) the dilemma of cost and the dilemma of profit marginB) the dilemma of honesty and the dilemma of profit marginC) the dilemma of trust and the dilemma of costD) the dilemma of honesty and the dilemma of trustE) None of the above.Answer: D Page: 1451. How much to believe of what the other party tells youA) depends on the reputation of the other party.B) is affected by the circumstances of the negotiation.C) is related to how he or she treated you in the past.D) is the dilemma of trust.E) All of the above.Answer: E Page: 1452. Satisfaction with a negotiation is determined byA) the process through which an agreement is reached and the dollar value of concessions madeby each party.B) the actual outcome obtained by the negotiation as compared to the initial bargaining positionsof the negotiators.C) the process through which an agreement is reached and by the actual outcome obtained by thenegotiation.D) the total dollar value of concessions made by each party.E) Satisfaction with a negotiation is determined by none of the above.Answer: C Page: 1553. Which of the following statements about conflict is true?A) Conflict is the result of tangible factors.B) Conflict can occur when two parties are working toward the same goal and generally want thesame outcome.C) Conflict only occurs when both parties want a very different settlement.D) Conflict has a minimal effect on interdependent relationships.E) All of the above statements about conflict are true.Answer: B Page: 1854. In intragroup conflict,A) sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives thatare in conflict with each other.B) conflict occurs between individual people.C) conflict affects the ability of the group to resolve differences and continue to achieve its goalseffectively.D) conflict is quite intricate because of the large number of people involved and possibleinteractions between them.E) None of the above describes intragroup conflict.Answer: C Page: 1855. Which of the following contribute to conflict's destructive image?A) increased communicationB) misperception and biasC) clarifying issuesD) minimized differences; magnified similaritiesE) All of the above contribute to conflict's destructive image.Answer: B Page: 1956. In the Dual Concerns Model, the level of concern for the individual's own outcomes and the level ofconcern for the other's outcomes are referred to as theA) cooperativeness dimension and the competitiveness dimension.B) the assertiveness dimension and the competitiveness dimension.C) the competitiveness dimension and the aggressiveness dimension.D) the cooperativeness dimension and the assertiveness dimension.E) None of the above.Answer: D Page: 2257. An individual who pursues his or her own outcomes strongly and shows little concern for whetherthe other party obtains his or her desired outcomes is using another of the following strategies.Which one?A) yieldingB) compromisingC) contendingD) problem solvingE) None of the above.Answer: C Page: 2358. Negotiators pursuing the yielding strategyA) show little interest or concern in whether they attain their own outcomes, but are quiteinterested in whether the other party attains his or her outcomes.B) pursue their own outcome strongly and shows little concern for whether the other party obtainshis or her desired outcome.C) shows little interest or concern in whether they attain their own outcomes, and does not showmuch concern about whether the other party obtains his or her outcomes.D) show high concern for attaining their own outcomes and high concern for whether the otherattains his or her outcomes.E) Negotiators pursuing the yielding strategy demonstrate none of the above behaviors.Answer: A Page: 2359. Parties pursuing one of the following strategies show little interest or concern in whether they attaintheir own outcomes, and do not show much concern about whether the other party obtains his or her outcomes. Which of the ones listed below?A) contendingB) compromisingC) problem solvingD) yieldingE) None of the above.Answer: E Page: 2460. Whereas distributive bargaining is often characterized by mistrust and suspicion, integrativenegotiation is characterized by which of the following?A) obligation and perseveranceB) avoidance and compromiseC) influence and persuasivenessD) trust and opennessE) cognition and emotionAnswer: D Page: 26Short Answer Essays61. What are the three reasons negotiations occur?Answer: Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource, such as land, or property, or time; (2) to create something new that neither party could do on his or her own, or (3) to resolve a problem or dispute between the parties. Page: 262. Is the give-and-take process used to reach an agreement the “heart of the negotiation” as mostpeople ass ume”?Answer: While that give-and-take process is extremely important, negotiation is a very complex social process; many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur before the parties start to negotiate, or shape the context around the negotiation. Page: 363. Why do parties negotiate by choice?Answer: That is, they negotiate because they think they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have. Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers. It is a strategy pursued by choice; seldom are we required to negotiate. Page: 664. What are tangible and intangible factors in negotiation?Answer: Tangible factors include quantifiable items, such as the price, terms of agreement, etc. By intangible factors, we are referring to the deeper psychological motivations that may directly or indirectly influence the parties during the negotiation. Page: 865. What are the three ways that characterize most relationships between parties?Answer: Most relationships between parties may be characterized in one of three ways:independent, dependent, and interdependent. Page: 9, 1066. Define "zero-sum" situation.Answer: Individuals are so linked together that there is a negative correlation between their goal attainments. Page: 1167. Describe a “mutual gains” situation.Answer: when parties’ goals are linked so that one person’s goal achievement helps others to achieve their goals, it is a mutual-gains situation, also known as a non-zero-sum or integrative situation, where there is a positive correlation between the goal attainments of both parties. Page:1068. What does BATNA stand for?Answer: Best Alternative To a Negotiated Agreement. Page: 1269. What role do concessions play wh en a proposal isn’t readily accepted?Answer: If the proposal isn’t readily accepted by the other, negotiators begin to defend their own initial proposals and critique the others’ proposals. Each party’s rejoinder usually suggestsalterations to the other party’s proposal, and perhaps also contains changes to his or her ownposition. When one party agrees to make a change in his or her position, a concession has been made (Pruitt, 1981). Concessions restrict the range of options within which a solution or agreement will be reached; when a party makes a concession, the bargaining range (the difference betweenthe preferred acceptable settlements) is further constrained. Page: 1370. What are concessions?Answer: A concession has been made when one party accepts a change in his or her position.Concessions restrict the range of options within which a solution or agreement will be reached.Page: 1371. Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.Answer: In distributive situations negotiators are motivated to win the competition and beat the other party, or gain the largest piece of the fixed resource that they can. In order to achieve these objectives, negotiators usually employ “win-l ose” strategies and tactics. This approach tonegotiation—called distributive bargaining—accepts the fact that there can only be one winner given the situation, and pursues a course of action to be that winner. The purpose of the negotiation is to claim value—that is, to do whatever is necessary to claim the reward, gain the lion’s share, or gain the largest piece possible Page: 1572. Why should negotiators be versatile in their comfort and use of both value claiming and valuecreating strategic approaches?Answer: Not only must negotiators be able to recognize which strategy is most appropriate, but they must be able to use both approaches with equal versatility. There is no single “best”,“preferred” or “right” way to negotiate; the choice of negotia tion strategy requires adaptation to the situation, as we will explain more fully in the next section on conflict. Moreover, if mostnegotiation issues/problems have claiming and creating values components, then negotiators must be able to use both approaches in the same deliberation. Page: 1673. Define synergy?Answer: "the whole is greater than the sum of its parts" Page: 1674. Name the four levels of conflict that are commonly identified.Answer: The four levels of conflict are: 1) intrapersonal or intrapsychic conflict, 2) interpersonal conflict, 3) intragroup conflict, and 4) intergroup conflict. Page: 1875. Explain how conflict is a potential consequence of interdependent relationships.Answer: Conflict can result from the strongly divergent needs of the two parties, or frommisperceptions and misunderstandings. Conflict can occur when the two parties are workingtoward the same goal and generally want the same outcome, or when both parties want verydifferent outcomes. Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively. In this section, we will define conflict, discuss the different levels of conflict that can occur, review the functions and dysfunctions of conflict, and discuss strategies for managing conflict effectively. Page: 1876. How does decreased communication contribute as one of the destructive images of conflict in anegotiation?Answer: Productive communication declines with conflict. Parties communicate less with those whodisagree with them, and more with those who agree. The communication that does occur is often anattempt to defeat, demean, or debunk the other’s view or to strengthen one’s own prior arguments.Page: 1977. Conflict also has productive aspects and one of those is that conflict encourages psychologicaldevelopment. Elaborate.Answer: It helps people become more accurate and realistic in their self-appraisals. Throughconflict, persons take others’ perspectives and become less egocentric. Conflict helps persons to believe that they are powerful and capable of controlling their own lives. They do not simply need to endure hostility and frustration but can act to improve their lives. Page: 2078. The Dual Concerns Model is a two-dimensional framework that postulates that people in conflicthave two independent types of concern. What are those two types of concerns?Answer: concern about their own outcomes (shown on the horizontal dimension of the figure) andc oncern about the other’s outcomes (shown on the vertical dimension of the figure). Page: 2279. Where would you likely to find the concept of “yielding” on the dual concerns model?Answer: Yielding (also called accommodating or obliging) is the strategy in the upper left-handcorner. Actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or heroutcomes. Yielding involves lowering one’s own aspirations to “let the other win” and gain what he or she wants. Yielding may seem like a strange strategy to some, but it has its definite advantages in some situations. Page: 2380. What are the five major strategies for conflict management (as identified in the Dual Concernsframework)?Answer: Contending, Yielding, Inaction, Problem Solving, and Compromising.Page: 23, 24Lewicki/Barry/Saunders, Negotiation, 6/e 11。
国际商务谈判自测题Chapter-1
Chapter 1The Nature of NegotiationFill in the Blank Questions1. People ____________ all the time.Answer: negotiate Page: 22. The term ____________ is used to describe the competitive, win-lose situations such as hagglingover price that happens at yard sale, flea market, or used car lotAnswer: bargaining Page: 33. Negotiating parties always negotiate by ____________.Answer: choice Page: 64. There are times when you should _________ negotiate.Answer: not Page: 65. Successful negotiation involves the management of ____________ (e.g., the price or the terms ofagreement) and also the resolution of ____________.Answer: tangibles, intangibles Page: 86. Independent parties are able to meet their own ____________ without the help and assistance ofothers.Answer: needs Page: 97. The mix of convergent and conflicting goals characterizes many ____________ relationships.Answer: interdependent Page: 108. The ____________ of pe ople’s goals, and the ____________ of the situation in which they aregoing to negotiate, strongly shapes negotiation processes and outcomes.Answer: interdependence, structure Page: 109. Whether you should or should not agree on something in a negotiation depends entirely upon theattractiveness to you of the best available _________.Answer: alternative Page: 10 – 1210. When parties are interdependent, they have to find a way to ____________ their differences.Answer: resolve Page: 1211. Negotiation is a ____________ that transforms over time.Answer: process Page: 1212. Negotiations often begin with statements of opening ____________.Answer: positions Page: 1313. When one party accepts a change in his or her position, a ____________ has been made.Answer: concession Page: 1314. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of____________ and the dilemma of ____________.Answer: honesty, trust Page: 1415. Most actual negotiations are a combination of claiming and ____________ value processes.Answer: creating Page: 1616. ____________ ____________ is analyzed as it affects the ability of the group to make decisions,work productively, resolve its differences, and continue to achieve its goals effectively.Answer: Intragroup conflict Page: 1817. Most people initially believe that ____________ is always bad.Answer: conflict Page: 1918. The objective is not to eliminate conflict but to learn how to manage it to control the ____________elements while enjoying the productive aspects.Answer: destructive Page: 2019. The two-dimensional framework called the ____________ ____________ ____________postulates that people in conflict have two independent types of concern.Answer: dual concerns model Page: 2220. Parties who employ the ____________ strategy maintain their own aspirations and try to persuadethe other party to yield.Answer: contending Page: 23True/False QuestionsT F 21. Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobbyAnswer: False Page: 2T F 22. Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated.Answer: False Page: 3T F 23. Negotiation situations have fundamentally the same characteristics,Answer: True Page: 6T F 24. A creative negotiation that meets the objectives of all sides may not require compromise.Answer: True Page: 8T F 25. The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take theirdispute to a higher authority to resolve itAnswer: True Page: 8T F 26. It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles.Answer: False Page: 8T F 27. In any industry in which repeat business is done with the same parties, there is always a balance between pushing the limit on any particular negotiation and making sure the otherparty—and your relationship with him—survives intact.Answer: True Page: 11T F 28. When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—this is a competitivesituation, also known as a non-zero-sum or distributive situationAnswer: False Page: 10T F 29. Remember that every possible interdependency has an alternative; negotiators can always say “no” and walk away.Answer: True Page: 12T F 30. A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments.Answer: False Page: 10T F 31. The value of a person's BATNA is always relative to the possible settlements available in the current negotiation, and the possibilities within a given negotiation are heavilyinfluenced by the nature of the interdependence between the parties.Answer: True Page: 12T F 32. The effective negotiator needs to understand how people will adjust and readjust, and how the negotiations might twist and turn, based on one’s own moves and the others’ responses.Answer: True Page: 13T F 33. The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations.Answer: False Page: 14, 15T F 34. In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives.Answer: True Page: 15T F 35. Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful.Answer: False Page: 16T F 36. Differences in time preferences have the potential to create value in a negotiation.Answer: True Page: 17T F 37. C onflict doesn’t usually occur when the two parties are working toward the same goal and generally want the same outcome.Answer: False Page: 18T F 38. Intragroup conflict occurs between groups.Answer: False Page: 18T F 39. Negotiation is a strategy for productively managing conflict.Answer: True Page: 20T F 40. The dual concerns model has two dimensions: the vertical dimension is often referred to as the cooperativeness dimension, and the horizontal dimension as the assertivenessdimension.Answer: True Page: 22Multiple Choice Questions41. Which perspective can be used to understand different aspects of negotiation?A) economicsB) psychologyC) anthropologyD) lawE) All of the above perspectives can be used to understand different aspects of negotiation.Answer: E Page: 342. To most people the words "bargaining" and "negotiation" areA) mutually exclusive.B) interchangeable.C) not related.D) interdependent.E) None of the above.Answer: B Page: 343. A situation in which solutions exist so that both parties are trying to find a mutually acceptablesolution to a complex conflict is known as which of the following?A) mutual gainsB) win-loseC) zero-sumD) win-winE) None of the above.Answer: D Page: 344. Which is not a characteristic of a negotiation or bargaining situation?A) conflict between partiesB) two or more parties involvedC) an established set of rulesD) a voluntary processE) None of the above is a characteristic of a negotiation.Answer: C Page: 845. Tangible factorsA) include the price and terms of agreement.B) are psychological motivations that influence the negotiations.C) include the need to look good in negotiations.D) cannot be measured in quantifiable terms.E) None of the above statements describe tangible factors.Answer: A Page: 846. Which of the following is not an intangible factor in a negotiation?A) the need to look goodB) final agreed price on a contractC) the desire to book more businessD) fear of setting a precedentE) All of the above are intangible factors.Answer: B Page: 847. Interdependent parties’ relationships are characterized byA) interlocking goals.B) solitary decision making.C) established procedures.D) rigid structures.E) Interdependent relationships are characterized by all of the above.Answer: A Page: 1048. A zero-sum situation is also known by another name of a situation. Which of the following is that?A) integrativeB) distributiveC) win-loseD) negotiativeE) None of the above.Answer: B Page: 1049. BATNA stands forA) best alternative to a negotiated agreement.B) best assignment to a negotiated agreement.C) best alternative to a negative agreement.D) best alternative to a negative assignment.E) BATNA stands for none of the above.Answer: A Page: 1250. What are the two dilemmas of negotiation?A) the dilemma of cost and the dilemma of profit marginB) the dilemma of honesty and the dilemma of profit marginC) the dilemma of trust and the dilemma of costD) the dilemma of honesty and the dilemma of trustE) None of the above.Answer: D Page: 1451. How much to believe of what the other party tells youA) depends on the reputation of the other party.B) is affected by the circumstances of the negotiation.C) is related to how he or she treated you in the past.D) is the dilemma of trust.E) All of the above.Answer: E Page: 1452. Satisfaction with a negotiation is determined byA) the process through which an agreement is reached and the dollar value of concessions madeby each party.B) the actual outcome obtained by the negotiation as compared to the initial bargaining positionsof the negotiators.C) the process through which an agreement is reached and by the actual outcome obtained by thenegotiation.D) the total dollar value of concessions made by each party.E) Satisfaction with a negotiation is determined by none of the above.Answer: C Page: 1553. Which of the following statements about conflict is true?A) Conflict is the result of tangible factors.B) Conflict can occur when two parties are working toward the same goal and generally want thesame outcome.C) Conflict only occurs when both parties want a very different settlement.D) Conflict has a minimal effect on interdependent relationships.E) All of the above statements about conflict are true.Answer: B Page: 1854. In intragroup conflict,A) sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives thatare in conflict with each other.B) conflict occurs between individual people.C) conflict affects the ability of the group to resolve differences and continue to achieve its goalseffectively.D) conflict is quite intricate because of the large number of people involved and possibleinteractions between them.E) None of the above describes intragroup conflict.Answer: C Page: 1855. Which of the following contribute to conflict's destructive image?A) increased communicationB) misperception and biasC) clarifying issuesD) minimized differences; magnified similaritiesE) All of the above contribute to conflict's destructive image.Answer: B Page: 1956. In the Dual Concerns Model, the level of concern for the individual's own outcomes and the level ofconcern for the other's outcomes are referred to as theA) cooperativeness dimension and the competitiveness dimension.B) the assertiveness dimension and the competitiveness dimension.C) the competitiveness dimension and the aggressiveness dimension.D) the cooperativeness dimension and the assertiveness dimension.E) None of the above.Answer: D Page: 2257. An individual who pursues his or her own outcomes strongly and shows little concern for whetherthe other party obtains his or her desired outcomes is using another of the following strategies.Which one?A) yieldingB) compromisingC) contendingD) problem solvingE) None of the above.Answer: C Page: 2358. Negotiators pursuing the yielding strategyA) show little interest or concern in whether they attain their own outcomes, but are quiteinterested in whether the other party attains his or her outcomes.B) pursue their own outcome strongly and shows little concern for whether the other party obtainshis or her desired outcome.C) shows little interest or concern in whether they attain their own outcomes, and does not showmuch concern about whether the other party obtains his or her outcomes.D) show high concern for attaining their own outcomes and high concern for whether the otherattains his or her outcomes.E) Negotiators pursuing the yielding strategy demonstrate none of the above behaviors.Answer: A Page: 2359. Parties pursuing one of the following strategies show little interest or concern in whether they attaintheir own outcomes, and do not show much concern about whether the other party obtains his or her outcomes. Which of the ones listed below?A) contendingB) compromisingC) problem solvingD) yieldingE) None of the above.Answer: E Page: 2460. Whereas distributive bargaining is often characterized by mistrust and suspicion, integrativenegotiation is characterized by which of the following?A) obligation and perseveranceB) avoidance and compromiseC) influence and persuasivenessD) trust and opennessE) cognition and emotionAnswer: D Page: 26Short Answer Essays61. What are the three reasons negotiations occur?Answer: Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource, such as land, or property, or time; (2) to create something new that neither party could do on his or her own, or (3) to resolve a problem or dispute between the parties. Page: 262. Is the give-and-take process used to reach an agreement the “heart of the negotiation” as mostpeople ass ume”?Answer: While that give-and-take process is extremely important, negotiation is a very complex social process; many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur before the parties start to negotiate, or shape the context around the negotiation. Page: 363. Why do parties negotiate by choice?Answer: That is, they negotiate because they think they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have. Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers. It is a strategy pursued by choice; seldom are we required to negotiate. Page: 664. What are tangible and intangible factors in negotiation?Answer: Tangible factors include quantifiable items, such as the price, terms of agreement, etc. By intangible factors, we are referring to the deeper psychological motivations that may directly or indirectly influence the parties during the negotiation. Page: 865. What are the three ways that characterize most relationships between parties?Answer: Most relationships between parties may be characterized in one of three ways:independent, dependent, and interdependent. Page: 9, 1066. Define "zero-sum" situation.Answer: Individuals are so linked together that there is a negative correlation between their goal attainments. Page: 1167. Describe a “mutual gains” situation.Answer: when parties’ goals are linked so that one person’s goal achievement helps others to achieve their goals, it is a mutual-gains situation, also known as a non-zero-sum or integrative situation, where there is a positive correlation between the goal attainments of both parties. Page:1068. What does BATNA stand for?Answer: Best Alternative To a Negotiated Agreement. Page: 1269. What role do concessions play wh en a proposal isn’t readily accepted?Answer: If the proposal isn’t readily accepted by the other, negotiators begin to defend their own initial proposals and critique the others’ proposals. Each party’s rejoinder usually suggestsalterations to the other party’s proposal, and perhaps also contains changes to his or her ownposition. When one party agrees to make a change in his or her position, a concession has been made (Pruitt, 1981). Concessions restrict the range of options within which a solution or agreement will be reached; when a party makes a concession, the bargaining range (the difference betweenthe preferred acceptable settlements) is further constrained. Page: 1370. What are concessions?Answer: A concession has been made when one party accepts a change in his or her position.Concessions restrict the range of options within which a solution or agreement will be reached.Page: 1371. Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.Answer: In distributive situations negotiators are motivated to win the competition and beat the other party, or gain the largest piece of the fixed resource that they can. In order to achieve these objectives, negotiators usually employ “win-l ose” strategies and tactics. This approach tonegotiation—called distributive bargaining—accepts the fact that there can only be one winner given the situation, and pursues a course of action to be that winner. The purpose of the negotiation is to claim value—that is, to do whatever is necessary to claim the reward, gain the lion’s share, or gain the largest piece possible Page: 1572. Why should negotiators be versatile in their comfort and use of both value claiming and valuecreating strategic approaches?Answer: Not only must negotiators be able to recognize which strategy is most appropriate, but they must be able to use both approaches with equal versatility. There is no single “best”,“preferred” or “right” way to negotiate; the choice of negotia tion strategy requires adaptation to the situation, as we will explain more fully in the next section on conflict. Moreover, if mostnegotiation issues/problems have claiming and creating values components, then negotiators must be able to use both approaches in the same deliberation. Page: 1673. Define synergy?Answer: "the whole is greater than the sum of its parts" Page: 1674. Name the four levels of conflict that are commonly identified.Answer: The four levels of conflict are: 1) intrapersonal or intrapsychic conflict, 2) interpersonal conflict, 3) intragroup conflict, and 4) intergroup conflict. Page: 1875. Explain how conflict is a potential consequence of interdependent relationships.Answer: Conflict can result from the strongly divergent needs of the two parties, or frommisperceptions and misunderstandings. Conflict can occur when the two parties are workingtoward the same goal and generally want the same outcome, or when both parties want verydifferent outcomes. Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively. In this section, we will define conflict, discuss the different levels of conflict that can occur, review the functions and dysfunctions of conflict, and discuss strategies for managing conflict effectively. Page: 1876. How does decreased communication contribute as one of the destructive images of conflict in anegotiation?Answer: Productive communication declines with conflict. Parties communicate less with those whodisagree with them, and more with those who agree. The communication that does occur is often an attempt to defeat, demean, or debunk the other’s view or to strengthen one’s own prior arguments.Page: 1977. Conflict also has productive aspects and one of those is that conflict encourages psychologicaldevelopment. Elaborate.Answer: It helps people become more accurate and realistic in their self-appraisals. Throughconflict, persons take others’ perspectives and become less egocentric. Conflict helps persons to believe that they are powerful and capable of controlling their own lives. They do not simply need to endure hostility and frustration but can act to improve their lives. Page: 2078. The Dual Concerns Model is a two-dimensional framework that postulates that people in conflicthave two independent types of concern. What are those two types of concerns?Answer: concern about their own outcomes (shown on the horizontal dimension of the figure) andc oncern about the other’s outcomes (shown on the vertical dimension of the figure). Page: 2279. Where would you likely to find the concept of “yielding” on the dual concerns model?Answer: Yielding (also called accommodating or obliging) is the strategy in the upper left-hand corner. Actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or heroutcomes. Yielding involves lowering one’s own aspirations to “let the other win” and gain what he or she wants. Yielding may seem like a strange strategy to some, but it has its definite advantages in some situations. Page: 2380. What are the five major strategies for conflict management (as identified in the Dual Concernsframework)?Answer: Contending, Yielding, Inaction, Problem Solving, and Compromising.Page: 23, 24。
negotiation
The Four Stages
Nearly all negotiations are characterized by four phases:
[1] preparation Preparation involves information gathering. [2] opening In the opening phase, both sides present their starting positions to one another. [3] bargaining In the bargaining phase, your aim is to narrow the gap between the two initial positions. [4] closing In the closing phase, you should review all of the work done in the earlier phases and confirm all the issues agreed upon.
Independent/Consensus
6.Orientation Toward Time: Monochronic/Polychronic
(continued)
7.Risk-taking Propensity: Risk-averse/Risk-
tolerant
8.Basis of Trust:
based/Relationship-based
3.Selection of Negotiators: Abilities/Status
4.Influence of Individual Aspirations:
Individualist/Collectivist
国际商务谈判 课件 双语 1
Value Creation
Synergy: the notion the "the whole is greater than the sum of its parts".
negotiation:
Win-lose: I win, you lose Win-win: Opportunities for both parties to gain
One potential consequence of interdependent relationships is value creation
6. Successful negotiation involves:
- The resolving of tangibles (e.g., the price or the terms of agreement)
- The resolution of intangibles (the underlying psychological motivations)
Intragroup Conflict Within-group negotiation
Among team and committee members and within families, classes etc.
Intergroup Conflict Conflict can occur within groups and among
groups simultaneously
Conflict between unions and management, warring nations, feuding families, or community action groups and government authorities
ACCAF8术语翻译
ACCAF8术语翻译序号英语汉语1 ability to perform the work 能力履行工作2 acceptance procedures 承兑程序过程3 accountability 经管责任,问责性4 accounting estimate 会计估计5 accounts receivable listing 应收帐款挂牌6 accounts receivable 应收账款7 accruals listing 应计项目挂牌8 accruals 应计项目9 accuracy 准确性10 adverse opinion 否定意见11 aged analysis 年老的分析(法,学)研究12 agents 代理人13 agreed-upon procedures 约定审查业务14 analysis of errors 错误的分析(法,学)研究15 anomalous error 反常的错误16 appointment ethics 任命伦理学17 appointment 任命18 associated firms 联合的坚挺19 association of chartered certified accounts(ACCA)特计的证(经执业的结社 (ACCA)20 assurance engagement 保证债务21 assurance 保证22 audit 审计,审核,核数23 audit acceptance 审计承兑24 audit approach 审计靠近25 audit committee 审计委员会,审计小组26 ahudit engagement 审计业务约定书27 audit evaluation 审计评价28 audit evidence 审计证据29 audit plan 审计计划30 audit program 审计程序31 audit report as a means of communication 审计报告如一个通讯方法32 audit report 审计报告33 audit risk 审计风险34 audit sampling 审计抽样35 audit staffing 审计工作人员36 audit timing 审计定时37 audit trail 审计线索38 auditing standards 审计准则39 auditors' duty of care 审计(查帐)员的抚养责任40 auditors' report 审计报告41 authority attached to ISAs 代理权附上到国际砂糖协定42 automated working papers 自动化了工作文件43 bad debts 坏账44 bank 银行45 bank reconciliation 银行对账单,余额调节表46 beneficial interests 受益权47 best value 最好的价值48 business risk 经营风险49 cadbury committee cadbury 委员会50 cash count 现金盘点51 cash system 兑现系统52 changes in nature of engagement 改变债务的性质上53 charges and commitments 费用和评论54 charities 宽大55 chinese walls chinese 墙壁56 chronology of an audit 一审计的年代表57 CIS application controls CIS 申请控制58 CIS environments stand-alone microcomputers CIS 环境单机微型计算器59 client screening 委托人甄别60 closely connected 接近地连接61 clubs 俱乐部62 communications between auditors and management 通讯在审计(查帐)员和经营之间63 communications on internal control 内部控制上的通讯64 companies act 公司法65 comparative financial statements 比较财务报表66 comparatives 比较的67 competence 能力68 compilation engagement 编辑债务69 completeness 完整性70 completion of the audit 审计的结束71 compliance with accounting regulations 符合～的作法会计规则72 computers assisted audit techniques (CAATs) 计算器援助的审计技术 (CAATs)73 confidence 信任74 confidentiality 保密性75 confirmation of accounts receivable 应收帐款的查证76 conflict of interest 利益冲突77 constructive obligation 建设的待付款78 contingent asset 或有资产79 contingent liability 或有负债80 control environment 控制环境81 control procedures 控制程序82 control risk 控制风险83 controversy 论战84 corporate governance 公司治理,公司管制85 corresponding figures 相应的计算86 cost of conversion 转换成本,加工成本87 cost 成本88 courtesy 优待89 creditors 债权人90 current audit files 本期审计档案91 database management system (DBMS) 数据库管理制度 (数据管理系统)92 date of report 报告的日期93 depreciation 折旧,贬值94 design of the sample 样品的设计95 detection risk 检查风险96 direct verification approach 直接核查法97 directional testing 方向的抽查98 directors' emoluments 董事酬金99 directors' serve contracts 董事服务合约100 disagreement with management 与经营的不一致101 disclaimer of opinion 拒绝表示意见102 distributions 分销,分派103 documentation of understanding and assessmentof control risk控制风险的协商和评定的文件编集104 documenting the audit process 证明审计程序105 due care 应有关注106 due skill and care 到期的技能和谨慎107 economy 经济108 education 教育109 effectiveness 效用,效果110 efficiency 效益,效率111 eligibility / ineligibility 合格 / 无被选资格112 emphasis of matter 物质的强调113 engagement economics 债务经济学114 engagement letter 业务约定书115 error 差错116 evaluating of results of audit procedures 审计手序的结果评估117 examinations 检查118 existence 存在性119 expectations 期望差距120 expected error 预期的错误121 experience 经验122 expert 专家123 external audit 独立审计124 external review reports 外部的评论报告125 fair 公正126 fee negotiation 费谈判127 final assessment of control risk 控制风险的确定评定128 final audit 期末审计129 financial statement assertions 财政报告宣称130 financial 财务131 finished goods 产成品132 flowcharts 流程图133 fraud and error 舞弊134 fraud 欺诈135 fundamental principles 基本原理136 general CIS controls 一般的 CIS 控制137 general reports to mangement 对 (牛犬等的)疥癣的一般报告138 going concern assumption 持续经营假设139 going concern 持续经营140 goods on sale or return 货物准许退货买卖141 goodwill 商誉142 governance 统治143 greenbury committee greenbury 委员会144 guidance for internal auditors 指导为内部审计员145 hampel committee hampel 委员会146 haphazard selection 随意选择147 hospitality 款待148 human resources 人力资源149 IAPS 1000 inter-bank confirmation procedures IAPS 1000 在中间- 银行查证程序过程150 IAPS 1001 CIS environments-stand-alonemicrocomputersIAPS 1001 CIS 环境-单机微型计算器151 IAPS 1002 CIS environments-on-line computersystemsIAPS 1002 CIS 环境-(与主机)联机计算器系统152 IAPS 1003 CIS environments-database systems IAPS 1003 CIS 环境- 数据库系统153 IAPS 1005 the special considerations in theaudit of small entities在小的个体审计中的 IAPS 1005 特别的考虑154 IAS 2 inventories 信息家电 2 库存155 IAS 10 events after the balance sheet date在平衡 sheeet 日期後面的信息家电 10 事件156 IFAC's code of ethics for professionalaccountantsIFAC's 道德准则为职业会计师157 income tax 所得税158 incoming auditors 收入审计(查帐)员159 independent estimate 独立的估计160 ineligible for appointment 无被选资格的为任命161 information technology 信息技术162 inherent risk 固有风险163 initial communication 签署通讯164 insurance 保险165 intangibles 无形166 integrity 完整性167 interim audit 中期审计168 internal auditing 内部审计169 internal auditors 内部审计师170 internal control evaluation questionnaires(ICEQs)内部控制评价调查表171 internal control questionnaires (ICQs) 内部控制调查表172 internal control system 内部控制系统173 internal review assignment 内部的评论转让174 international audit and assurance standardsboard (IAASB)国际的审计和保证标准登船 (IAASB)175 international auditing practice statements(IAPSs)国际的审计实务声明 (IAPSs)176 international federation of accountants (IFAC) 国际会计师联合会 (IFAC)177 inventory system 盘存制度178 inventory valuation 存货估价179 ISA 230 documentation 文件编制180 ISA 240 fraud and error 国际砂糖协定 240 欺诈和错误181 ISA 250 consideration of law and regulations 法和规则的国际砂糖协定 250 考虑182 Isa 260 communications of audit matters withthose charge governance审计物质的国际砂糖协定 260 通讯由于那些索价统治183 isa 300 planning isa 300 计划编制184 isa 310 knowledge of the business 企业的 isa 310 知识185 isa 320 audit materiality 审计重要性186 isa 400 accounting and internal control isa 400 会计和内部控制187 isa 402 audit considerations relating toentities using service organisations与正在使用的个体有关的 isa 402个审计考虑服务组织188 isa 500 audit evidence 审计证据189 isa 501 audit evidence-additionalconsiderations for specific itemsisa 501个审计证据- 补偿为特殊条款190 isa 510 external confirmations isa 510个外部的查证191 isa 520 analytical procedures 分析性程序192 isa 530 audit sampling 审计抽样193 isa 540 audit of accounting estimates 解释估计的 isa 540 审计194 isa 560 subsequent events 期后事项195 isa 580 management representations 管理当局声明书196 isa 610 considering the work of internalauditingisa 610 以内部审计的工作看来197 isa 620 using the work of an expert isa 620 使用专家的工作198 isa 700 auditors' report on financialstatements财务报表上的 isa 700 审计(查帐)员的报告199 isa 710 comparatives isa 710个比较的200 isa 720 other information in documentscontaining audited financial statementsisa 720 证券包含 audited 财务报表的其他信息201 isa 910 engagement to review financialstatementsisa 910 债务复阅财务报表202 isas and rss isas 和 rss203 joint monitoring unit 连接检验单位204 knowledge of the entity's business 个体的企业知识205 law and regulations 法和规则206 legal and regulations 法定权利和规则207 legal obligation 法定义务,法定责任208 levels of assurance 保险程度,保障水平209 liability 负债210 limitation on scope 审计范围限制211 limitation of audit 审计的提起诉讼的限期212 limitations of controls system 控制系统的提起诉讼的限期213 litigation and claims 诉讼和赔偿214 litigation 诉讼215 loans 借款,贷款216 long term liabilities 长期负债217 lowballing lowballing218 management 管理219 management integrity 经营完整220 management representation letter 管理当局声明书221 marketing 推销,营销,市场学222 material inconsistency 决定性的前后矛盾223 material misstatements of fact 重大误报224 materiality 重要性225 measurement 计量226 microcomputers 微型计算器227 modified reports 变更报告228 narrative notes 叙述证券229 nature 性质230 negative assurance 消极保证231 net realizable value 可实现净值232 non-current asset register 非本期的财产登记233 non-executive directors 非执行董事234 non-sampling risk 非抽样风险235 non-statutory audits 目标236 objectivity 客观性237 obligating event 负有责任事件238 obligatory disclosure 有拘束的揭示239 obtaining work 获得工作240 occurrence 出现241 on-line computer systems (与主机)联机计算器系统242 opening balances 期初余额243 operational audits 经营审计,作业审计244 operational work plans 操作上的工作计划245 opinion shopping 意见购物246 other information 其他的信息247 outsourcing internal audit 支援外包的内部核数248 overall review of financial statements 财务报表的包括一切的评论249 overdue fees 超储未付费250 overhead absorption 管理费用分配251 periodic plan 定期的计划252 permanent audit files 永久审计档案253 personal relationships 个人的亲属关系254 planning 计划编制255 population 抽样总体256 precision 精密257 preface to ISAs and RSs 国际砂糖协定的序文和债券附卖回交易258 preliminary assessment of control risk 控制风险的预备评定259 prepayments 预付款项260 presentation and disclosure 提示和揭示261 problems of accounting treatment 会计处理的问题262 procedural approach 程序上的靠近263 procedures 程序264 procedures after accepting nomination 程序过程在接受提名之后265 procurement 采购266 professional duty of confidentiality 保密的职业责任267 projection of errors 错误的规划268 provision 备抵,准备269 public duty 公共职责270 public interest 公众利益271 publicity 宣传272 purchase ledger 购货分类账273 purchases and expenses system 买和费用系统274 purchases cut-off 买截止275 put on enquiry 询价上的期货买卖276 qualified opinion 保留意见277 qualifying disclosure 合格揭示278 qualitative aspects of errors 错误的性质上的方面279 random selection 随机选择280 reasonable assurance 合理保证281 reassessing sampling risk 再评价抽样风险282 reliability 可靠性283 remuneration 报酬284 report to management 对经营的报告285 reporting 报告286 research and development costs 研究和开发成本287 reservation of title 保留288 reserves 准备,储备289 revenue and capital expenditure 岁入和资本支出290 review 评论291 review and capital expenditure 评论和资本支出292 review 评论293 review engagement 复阅债务294 rights 认股权295 rights and obligations 认股权和待付款296 rights to information 对信息的认股权297 risk and materiality 风险和重要性298 risk-based approach 以风险为基础的方式299 romalpa case romalpa 个案300 rotation of auditor appointments 审计(查帐)员任命的循环301 rules of professional conduct 职业道德守则302 sales cut-off 销售截止303 sales system 销售(货)制度304 sales tax 销售税,营业税305 sales 销售,销货306 sample size 样本量307 sampling risk 抽样风险308 sampling units 抽样单位309 schedule of unadjusted errors 未调整的错误表310 scope and objectives of internal audit 内部核数的范围和目标311 segregation of duties 职责划分312 service organization 服务组织313 significant fluctuations or unexpectedrelationships可重视的 (市价)波动或不能预料的亲属关系314 small entity 小的个体315 smaller entities 比较小的个体316 sole traders 个体营业者317 sources of knowledge 知识的根源318 specimen letter on internal control 内部控制上的样本证书319 stakeholders 赌款保存人320 standardised working papers 标准化工作文件321 statement 1:integrity,objectivity andindependence声明 1: 完整，客观性和独立322 statement 2:the professional duty of confidence 声明 2: 信任的职业责任323 statement 3: advertising ,publicity andobtaining professional work声明 3: 广告法(学) ，宣传和获得专业性工作324 statement 5:changes in professionalappointment声明 5: 在职业上的任命中的改变325 statistical sampling 统计抽样326 statutory audit 法定审计327 statutory books 法定卷册328 statutory duty 法定责任329 stewardship 总管的职务330 strategic plan 战略性计划331 stratification 分层332 subsequent events 期后事项333 substantive procedures 实词程序过程334 substantive tests 实质性测试335 sufficient appropriate audit evidence 充分的适当审计证据336 summarising errors summarising 错误337 sundry accruals 杂的应计项目338 supervision 监督339 supervisory and monitoring roles 监督的和检验角色340 suppliers' statements 供应商的声明341 system and internal controls 系统和内部的控制342 systematic selection 系统选择法343 systems-based approach 以系统为基础的方式344 tangible non-current assets 有形的非流动资产345 tendering 投标,清偿346 terms of the engagement 债务的条件347 tests of control 控制的证人348 the AGM 周年大会349 the board 委员会350 three Es 三 Es351 timing 定时352 tolerable error 可容忍误差353 trade accounts payable and purchases 贸易应付帐款和买354 trade accounts payable listing 贸易应付帐款挂牌355 training 培训356 treasury 国库,库房357 TRUE 真实358 turnbull committee turnbull 委员会359 ultra vires 越权360 uncertainty 不确定性361 undue dependence 未到(支付)期的未决362 unqualified audit report 无条件的审计报告363 unqualified report 无条件的报告364 using the knowledge 使用知识365 using the work of an expert 使用专家的工作366 valuation 计价，估价367 value for money 现金(交易)价格368 voluntary disclosure 自愿披露369 wages and salaries 工资，薪金370 wages system 工资系统371 work in progress 在产品372 working papers 工作底稿。
A comparative study of American and Chinese negotiation
For the Chinese negotiators, authority rests with the group and decision-making occurs through consensus. For the American negotiators, the negotiating team with a supreme leader has complete authority to decide all matters.
Chinese people have a strong orientation towards the past, which has refrained Chinese negotiators from taking risks. As a result of low risk-avoiders, Americans, however, are generally more comfortable with ambiguous uncertain situations and are more accepting of risk.
Generally, Chinese negotiators prefer an implicit, broad contract in the form of general principles, expressing mutual cooperation and trust between the concerned parties. American negotiators prefer an explicit, detailed, written contract that attempt to anticipate all possible circumstances.
国际商务谈判 第十一章
Altered
Does Not Change
Agrees-Upon Institutions
No Agreed-Upon Insititutions
Ⅱ
Democratic Elections Mergers
Ⅵ Revolutions Secessions Devising new International agreements
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
The titles
1. The Nature of “Difficult-to Resolve” Negotiations and Why They Occur.
2. Fundamental Mistakes That Cause Impasses.
3. How to Resolve Impasses
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
1.The Nature of “Difficult-to Resolve” Negotiations and Why They Occur.
McGraw-Hill/Irwin
© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
• Impasses is not necessarily bad or destructive (although it can be ).
国际商务谈判自测题Chapter-1说课讲解
Chapter 1The Nature of NegotiationFill in the Blank Questions1. People ____________ all the time.Answer: negotiate Page: 22. The term ____________ is used to describe the competitive, win-lose situations such as hagglingover price that happens at yard sale, flea market, or used car lotAnswer: bargaining Page: 33. Negotiating parties always negotiate by ____________.Answer: choice Page: 64. There are times when you should _________ negotiate.Answer: not Page: 65. Successful negotiation involves the management of ____________ (e.g., the price or the terms ofagreement) and also the resolution of ____________.Answer: tangibles, intangibles Page: 86. Independent parties are able to meet their own ____________ without the help and assistance ofothers.Answer: needs Page: 97. The mix of convergent and conflicting goals characterizes many ____________ relationships.Answer: interdependent Page: 108. The ____________ of pe ople’s goals, and the ____________ of the situation in which they aregoing to negotiate, strongly shapes negotiation processes and outcomes.Answer: interdependence, structure Page: 109. Whether you should or should not agree on something in a negotiation depends entirely upon theattractiveness to you of the best available _________.Answer: alternative Page: 10 – 1210. When parties are interdependent, they have to find a way to ____________ their differences.Answer: resolve Page: 1211. Negotiation is a ____________ that transforms over time.Answer: process Page: 1212. Negotiations often begin with statements of opening ____________.Answer: positions Page: 1313. When one party accepts a change in his or her position, a ____________ has been made.Answer: concession Page: 1314. Two of the dilemmas in mutual adjustment that all negotiators face are the dilemma of____________ and the dilemma of ____________.Answer: honesty, trust Page: 1415. Most actual negotiations are a combination of claiming and ____________ value processes.Answer: creating Page: 1616. ____________ ____________ is analyzed as it affects the ability of the group to make decisions,work productively, resolve its differences, and continue to achieve its goals effectively.Answer: Intragroup conflict Page: 1817. Most people initially believe that ____________ is always bad.Answer: conflict Page: 1918. The objective is not to eliminate conflict but to learn how to manage it to control the ____________elements while enjoying the productive aspects.Answer: destructive Page: 2019. The two-dimensional framework called the ____________ ____________ ____________postulates that people in conflict have two independent types of concern.Answer: dual concerns model Page: 2220. Parties who employ the ____________ strategy maintain their own aspirations and try to persuadethe other party to yield.Answer: contending Page: 23True/False QuestionsT F 21. Negotiation is a process reserved only for the skilled diplomat, top salesperson, or ardent advocate for an organized lobbyAnswer: False Page: 2T F 22. Many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur after the parties have negotiated.Answer: False Page: 3T F 23. Negotiation situations have fundamentally the same characteristics,Answer: True Page: 6T F 24. A creative negotiation that meets the objectives of all sides may not require compromise.Answer: True Page: 8T F 25. The parties prefer to negotiate and search for agreement rather than to fight openly, have one side dominate and the other capitulate, permanently break off contact, or take theirdispute to a higher authority to resolve itAnswer: True Page: 8T F 26. It is possible to ignore intangibles, because they affect our judgment about what is fair, or right, or appropriate in the resolution of the tangibles.Answer: False Page: 8T F 27. In any industry in which repeat business is done with the same parties, there is always a balance between pushing the limit on any particular negotiation and making sure the otherparty—and your relationship with him—survives intact.Answer: True Page: 11T F 28. When the goals of two or more people are interconnected so that only one can achieve the goal—such as running a race in which there will be only one winner—this is a competitivesituation, also known as a non-zero-sum or distributive situationAnswer: False Page: 10T F 29. Remember that every possible interdependency has an alternative; negotiators can always say “no” and walk away.Answer: True Page: 12T F 30. A zero-sum situation is a situation in which individuals are so linked together that there is a positive correlation between their goal attainments.Answer: False Page: 10T F 31. The value of a person's BATNA is always relative to the possible settlements available in the current negotiation, and the possibilities within a given negotiation are heavilyinfluenced by the nature of the interdependence between the parties.Answer: True Page: 12T F 32. The effective negotiator needs to understand how people will adjust and readjust, and how the negotiations might twist and turn, based on one’s own moves and the others’ responses.Answer: True Page: 13T F 33. The pattern of give-and-take in negotiation is a characteristic exclusive to formal negotiations.Answer: False Page: 14, 15T F 34. In contrast, non-zero-sum or integrative or mutual gains situations are ones where many people can achieve their goals and objectives.Answer: True Page: 15T F 35. Negotiators do not have to be versatile in their comfort and use of both major strategic approaches to be successful.Answer: False Page: 16T F 36. Differences in time preferences have the potential to create value in a negotiation.Answer: True Page: 17T F 37. C onflict doesn’t usually occur when the two parties are working toward the same goal and generally want the same outcome.Answer: False Page: 18T F 38. Intragroup conflict occurs between groups.Answer: False Page: 18T F 39. Negotiation is a strategy for productively managing conflict.Answer: True Page: 20T F 40. The dual concerns model has two dimensions: the vertical dimension is often referred to as the cooperativeness dimension, and the horizontal dimension as the assertivenessdimension.Answer: True Page: 22Multiple Choice Questions41. Which perspective can be used to understand different aspects of negotiation?A) economicsB) psychologyC) anthropologyD) lawE) All of the above perspectives can be used to understand different aspects of negotiation.Answer: E Page: 342. To most people the words "bargaining" and "negotiation" areA) mutually exclusive.B) interchangeable.C) not related.D) interdependent.E) None of the above.Answer: B Page: 343. A situation in which solutions exist so that both parties are trying to find a mutually acceptablesolution to a complex conflict is known as which of the following?A) mutual gainsB) win-loseC) zero-sumD) win-winE) None of the above.Answer: D Page: 344. Which is not a characteristic of a negotiation or bargaining situation?A) conflict between partiesB) two or more parties involvedC) an established set of rulesD) a voluntary processE) None of the above is a characteristic of a negotiation.Answer: C Page: 845. Tangible factorsA) include the price and terms of agreement.B) are psychological motivations that influence the negotiations.C) include the need to look good in negotiations.D) cannot be measured in quantifiable terms.E) None of the above statements describe tangible factors.Answer: A Page: 846. Which of the following is not an intangible factor in a negotiation?A) the need to look goodB) final agreed price on a contractC) the desire to book more businessD) fear of setting a precedentE) All of the above are intangible factors.Answer: B Page: 847. Interdependent parties’ relationships are characterized byA) interlocking goals.B) solitary decision making.C) established procedures.D) rigid structures.E) Interdependent relationships are characterized by all of the above.Answer: A Page: 1048. A zero-sum situation is also known by another name of a situation. Which of the following is that?A) integrativeB) distributiveC) win-loseD) negotiativeE) None of the above.Answer: B Page: 1049. BATNA stands forA) best alternative to a negotiated agreement.B) best assignment to a negotiated agreement.C) best alternative to a negative agreement.D) best alternative to a negative assignment.E) BATNA stands for none of the above.Answer: A Page: 1250. What are the two dilemmas of negotiation?A) the dilemma of cost and the dilemma of profit marginB) the dilemma of honesty and the dilemma of profit marginC) the dilemma of trust and the dilemma of costD) the dilemma of honesty and the dilemma of trustE) None of the above.Answer: D Page: 1451. How much to believe of what the other party tells youA) depends on the reputation of the other party.B) is affected by the circumstances of the negotiation.C) is related to how he or she treated you in the past.D) is the dilemma of trust.E) All of the above.Answer: E Page: 1452. Satisfaction with a negotiation is determined byA) the process through which an agreement is reached and the dollar value of concessions madeby each party.B) the actual outcome obtained by the negotiation as compared to the initial bargaining positionsof the negotiators.C) the process through which an agreement is reached and by the actual outcome obtained by thenegotiation.D) the total dollar value of concessions made by each party.E) Satisfaction with a negotiation is determined by none of the above.Answer: C Page: 1553. Which of the following statements about conflict is true?A) Conflict is the result of tangible factors.B) Conflict can occur when two parties are working toward the same goal and generally want thesame outcome.C) Conflict only occurs when both parties want a very different settlement.D) Conflict has a minimal effect on interdependent relationships.E) All of the above statements about conflict are true.Answer: B Page: 1854. In intragroup conflict,A) sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives thatare in conflict with each other.B) conflict occurs between individual people.C) conflict affects the ability of the group to resolve differences and continue to achieve its goalseffectively.D) conflict is quite intricate because of the large number of people involved and possibleinteractions between them.E) None of the above describes intragroup conflict.Answer: C Page: 1855. Which of the following contribute to conflict's destructive image?A) increased communicationB) misperception and biasC) clarifying issuesD) minimized differences; magnified similaritiesE) All of the above contribute to conflict's destructive image.Answer: B Page: 1956. In the Dual Concerns Model, the level of concern for the individual's own outcomes and the level ofconcern for the other's outcomes are referred to as theA) cooperativeness dimension and the competitiveness dimension.B) the assertiveness dimension and the competitiveness dimension.C) the competitiveness dimension and the aggressiveness dimension.D) the cooperativeness dimension and the assertiveness dimension.E) None of the above.Answer: D Page: 2257. An individual who pursues his or her own outcomes strongly and shows little concern for whetherthe other party obtains his or her desired outcomes is using another of the following strategies.Which one?A) yieldingB) compromisingC) contendingD) problem solvingE) None of the above.Answer: C Page: 2358. Negotiators pursuing the yielding strategyA) show little interest or concern in whether they attain their own outcomes, but are quiteinterested in whether the other party attains his or her outcomes.B) pursue their own outcome strongly and shows little concern for whether the other party obtainshis or her desired outcome.C) shows little interest or concern in whether they attain their own outcomes, and does not showmuch concern about whether the other party obtains his or her outcomes.D) show high concern for attaining their own outcomes and high concern for whether the otherattains his or her outcomes.E) Negotiators pursuing the yielding strategy demonstrate none of the above behaviors.Answer: A Page: 2359. Parties pursuing one of the following strategies show little interest or concern in whether they attaintheir own outcomes, and do not show much concern about whether the other party obtains his or her outcomes. Which of the ones listed below?A) contendingB) compromisingC) problem solvingD) yieldingE) None of the above.Answer: E Page: 2460. Whereas distributive bargaining is often characterized by mistrust and suspicion, integrativenegotiation is characterized by which of the following?A) obligation and perseveranceB) avoidance and compromiseC) influence and persuasivenessD) trust and opennessE) cognition and emotionAnswer: D Page: 26Short Answer Essays61. What are the three reasons negotiations occur?Answer: Negotiations occur for several reasons: (1) to agree on how to share or divide a limited resource, such as land, or property, or time; (2) to create something new that neither party could do on his or her own, or (3) to resolve a problem or dispute between the parties. Page: 262. Is the give-and-take process used to reach an agreement the “heart of the negotiation” as mostpeople ass ume”?Answer: While that give-and-take process is extremely important, negotiation is a very complex social process; many of the most important factors that shape a negotiation result do not occur during the negotiation, but occur before the parties start to negotiate, or shape the context around the negotiation. Page: 363. Why do parties negotiate by choice?Answer: That is, they negotiate because they think they can get a better deal by negotiating than by simply accepting what the other side will voluntarily give them or let them have. Negotiation is largely a voluntary process. We negotiate because we think we can improve our outcome or result, compared to not negotiating or simply accepting what the other side offers. It is a strategy pursued by choice; seldom are we required to negotiate. Page: 664. What are tangible and intangible factors in negotiation?Answer: Tangible factors include quantifiable items, such as the price, terms of agreement, etc. By intangible factors, we are referring to the deeper psychological motivations that may directly or indirectly influence the parties during the negotiation. Page: 865. What are the three ways that characterize most relationships between parties?Answer: Most relationships between parties may be characterized in one of three ways:independent, dependent, and interdependent. Page: 9, 1066. Define "zero-sum" situation.Answer: Individuals are so linked together that there is a negative correlation between their goal attainments. Page: 1167. Describe a “mutual gains” situation.Answer: when parties’ goals are linked so that one person’s goal achievement helps others to achieve their goals, it is a mutual-gains situation, also known as a non-zero-sum or integrative situation, where there is a positive correlation between the goal attainments of both parties. Page:1068. What does BATNA stand for?Answer: Best Alternative To a Negotiated Agreement. Page: 1269. What role do concessions play wh en a proposal isn’t readily accepted?Answer: If the proposal isn’t readily accepted by the other, negotiators begin to defend their own initial proposals and critique the others’ proposals. Each party’s rejoinder usually suggestsalterations to the other party’s proposal, and perhaps also contains changes to his or her ownposition. When one party agrees to make a change in his or her position, a concession has been made (Pruitt, 1981). Concessions restrict the range of options within which a solution or agreement will be reached; when a party makes a concession, the bargaining range (the difference betweenthe preferred acceptable settlements) is further constrained. Page: 1370. What are concessions?Answer: A concession has been made when one party accepts a change in his or her position.Concessions restrict the range of options within which a solution or agreement will be reached.Page: 1371. Describe the strategies and tactics a negotiator would employ in a distributive bargaining situation.Answer: In distributive situations negotiators are motivated to win the competition and beat the other party, or gain the largest piece of the fixed resource that they can. In order to achieve these objectives, negotiators usually employ “win-l ose” strategies and tactics. This approach tonegotiation—called distributive bargaining—accepts the fact that there can only be one winner given the situation, and pursues a course of action to be that winner. The purpose of the negotiation is to claim value—that is, to do whatever is necessary to claim the reward, gain the lion’s share, or gain the largest piece possible Page: 1572. Why should negotiators be versatile in their comfort and use of both value claiming and valuecreating strategic approaches?Answer: Not only must negotiators be able to recognize which strategy is most appropriate, but they must be able to use both approaches with equal versatility. There is no single “best”,“preferred” or “right” way to negotiate; the choice of negotia tion strategy requires adaptation to the situation, as we will explain more fully in the next section on conflict. Moreover, if mostnegotiation issues/problems have claiming and creating values components, then negotiators must be able to use both approaches in the same deliberation. Page: 1673. Define synergy?Answer: "the whole is greater than the sum of its parts" Page: 1674. Name the four levels of conflict that are commonly identified.Answer: The four levels of conflict are: 1) intrapersonal or intrapsychic conflict, 2) interpersonal conflict, 3) intragroup conflict, and 4) intergroup conflict. Page: 1875. Explain how conflict is a potential consequence of interdependent relationships.Answer: Conflict can result from the strongly divergent needs of the two parties, or frommisperceptions and misunderstandings. Conflict can occur when the two parties are workingtoward the same goal and generally want the same outcome, or when both parties want verydifferent outcomes. Regardless of the cause of the conflict, negotiation can play an important role in resolving it effectively. In this section, we will define conflict, discuss the different levels of conflict that can occur, review the functions and dysfunctions of conflict, and discuss strategies for managing conflict effectively. Page: 1876. How does decreased communication contribute as one of the destructive images of conflict in a精品文档negotiation?Answer: Productive communication declines with conflict. Parties communicate less with those whodisagree with them, and more with those who agree. The communication that does occur is often anattempt to defeat, demean, or debunk the other’s view or to strengthen one’s own prior arguments.Page: 1977. Conflict also has productive aspects and one of those is that conflict encourages psychologicaldevelopment. Elaborate.Answer: It helps people become more accurate and realistic in their self-appraisals. Throughconflict, persons take oth ers’ perspectives and become less egocentric. Conflict helps persons to believe that they are powerful and capable of controlling their own lives. They do not simply need to endure hostility and frustration but can act to improve their lives. Page: 2078. The Dual Concerns Model is a two-dimensional framework that postulates that people in conflicthave two independent types of concern. What are those two types of concerns?Answer: concern about their own outcomes (shown on the horizontal dimension of the figure) and concern about the other’s outcomes (shown on the vertical dimension of the figure). Page: 2279. Where would you likely to find the concept of “yielding” on the dual conce rns model?Answer: Yielding (also called accommodating or obliging) is the strategy in the upper left-handcorner. Actors pursuing the yielding strategy show little interest or concern in whether they attain their own outcomes, but they are quite interested in whether the other party attains his or heroutcomes. Yielding involves lowering one’s own aspirations to “let the other win” and gain what he or she wants. Yielding may seem like a strange strategy to some, but it has its definite advantages in some situations. Page: 2380. What are the five major strategies for conflict management (as identified in the Dual Concernsframework)?Answer: Contending, Yielding, Inaction, Problem Solving, and Compromising.Page: 23, 24精品文档。
negotiation
From Theory to Application, from Knowlege to Language.
Process of negotiation
Part 1 Reading----Dialogue B P157
From Theory to Application, from Knowlege to Language.
Assessment Criteria （评分标准）
Knowledge (15%) :Understand and remember all key points Language (15%): Use structures naturally and appropriately Fluency（流利程度） (15%)
From Theory to Application, from Knowlege to Language.
引子1(introduction one)
谈判在日常生活中随处可见，事实上人们每天都在进行着 谈判。 Negotiations take place in our routine life and occur everywhere 例1：上街买菜、到个体商店买衣服等 例2：在家里为做家务事与父母兄弟协商 例3：同学在宿舍里出现矛盾而进行协商
Compromising(相互妥 协)
Reach an agreement （达成协议）
Role play
Situation:请两位同学上台，一方是卖衣服的个体老 板，另一方同学要去买一件时装。假设这件衣服 老板开价400元；买衣服同学心理成交价位在150 元。
Requirements: 1. Dialogue should consist of five elements of the process of negotiation 2. Useful expressions and language points should be put into practice 3. Be confident and cooperative
商务英语谈判negotiationPrinciples
Negotiation environment
The composition of international negotiation environment:会影响谈判旳战略和策略
1.Political system 2.Economical system 3.Social system 4.Cultural system
• ﹡Your success in a negotiation depends
upon the other party’s making a decision you want; therefore, you should do what you can to make that decision an easy one.
outbursts.
• 3) Strive for better communication. • ﹡Be an active listener and acknowledge
what is being said.
• ﹡ Speak to be understood. • ﹡Avoid being judgmental or debating the
• 2) Cultivate appropriate emotion. • ﹡Your emotion affects that of the other party. • ﹡Recognize and understand emotions of both
parties.
• ﹡Make emotions explicit and legitimate • ﹡Allow the other party to let off steam. • ﹡Stay calm with the other party’s emotional
商务谈判文中单词
商务谈判文中单词Chapter11、Fundanmentals of international business negotiation 国际商务谈判概述2、Key concepts of negotiation 谈判基本概念3、BATNA（best alternative to a negotiation agreement）达成协议的最佳抉择4、Reservation price 底线价格5、The principles of business negotiation 商务谈判基本原则6、Characteristics of business negotiation 商务谈判的特点7、The basic principles of negotiation 谈判的基本原则8、Correct understanding of negotiation 对谈判的正确理解9、Conflicts 冲突10、Key aspects of negotiation 谈判的几个主要方面11、Tips for a successful international business negotiation mission 成功国际商务谈判提示12、Interpreters in international business negotiation 国际商务谈判中的翻译人员13、Stages of negotiation 谈判的几个阶段14、Pre-negotiation 前几准备阶段15、Face-to-face negotiation 面对面谈判阶段16、Post-negotiation 谈判后期阶段17、Psychology in negotiation 谈判的心理18、The need theory 需要理论19、The need theory and negotiation 谈判与需要理论Chapter21、proper behaviors in international businesss negotiation 国际商务谈判中的正确行为举止2、Assumptions 假定3、The concepts of assumptions 假定的概念4、The types of hidden assumptions 潜在假定的类型5、The barrier of listening 听的障碍6、Active listening 认真倾听7、Talking 说8、Negotiation language 谈判语言9、How to open and close 怎样开头和结尾10、Several aspects to beware of 要注意的几个方面11、Inquiring 问12、Asking questions 提问13、How to deliver questions 怎样提问14、Several aspects to beware of 要注意的几个方面15、Effective responding 正确的回答16、Observing 观察17、Facial expression 面部表情18、Body language of upper limbs 上肢语言19、Body language of lower limbs 下肢语言20、How to get rid of the detrimental body language 怎样去除不好的身体语言Chapter31、choosing the negotiation team 谈判班子的组成2、Who qualifies as a negotiation 谁能成为谈判者3、Personal characteristics 谈判人员的素质4、A negotiator as an individual 谈判者个人5、The role of a chief negotiator 主谈人的职责6、The chief negotiator 主谈人7、Organizational qualities of the chief negotiator 主谈人的组织能力8、Team solidarity 谈判班子的团结9、A comparison between a single negotiator and anegotiation team 个人谈判与小组谈判的比较10、Organizational structure for negotiators 谈判班子的组织结构11、How big should the team be 谈判班子的规模12、The importance of team solidarity 谈判班子团结的重要性Chapter41、preparing for negotiation 谈判的准备阶段2、Scheduling the first meetings 初次会面的各项准备工作3、Flights,ground transport and traffic issues 航班、地面交通问题4、Jet lag,weather and health issues 飞行时差、天气及健康问题5、Clothing 服装问题6、Dining 饮食习惯问题7、Holidays and religions 假日与宗教问题8、Gifts 礼品问题9、Setting the agenda 制定谈判议程10、Taking a proactive role 积极筹划议程11、Visitors and agendas 客方与谈判议程12、Negotiating agenda 议程商议13、Accommodating the social aspects 提供社交便利14、Preparing for negotiation 谈判的各项准备15、Establishing objectives 制定谈判目标16、Issues and positions 确定谈判内容与谈判立场17、Meeting site and accommodation 谈判地点与食宿选择18、The physical preparation 谈判场地布置19、Opening the meeting 谈判开场白Chapter51、the bargaining process 谈判的磋商阶段2、Bidding 报价3、Tactics of the choice of bid 报价的确立策略4、Tactics of the presentation of bid 报价的表达策略5、Tactics of responsiveness 回应策略6、Bargaining 磋商7、The moves we must make at the start 磋商初始的策略8、The ways to influence the deal 左右磋商局势的方式9、Tactics of making concessions 让步的策略10、Tactics of breaking an impasse 僵局的破解策略11、Towards settlement 达成共识Chapter61、Closing the negotiation 谈判的终局阶段2、Closing the deal 结束谈判3、Who makes the decision 谁来作决定4、When is it time to close 什么时候结束5、Tactics towards agreement 达成协议的策略6、Recessing 休会7、Setting deadlines 规定最后期限8、Full disclosure / the straightforward statement 摊牌9、Lubrication / the golf club 联络感情10、The study group 各个击破11、Tips on contract signing 签约过程应注意的问题12、The draft of the contract 合同文本的起草13、Examination of the qualification of the contract signer and its trading items , scope and process 对签约人资格及交易条款、范围和过程的审查14、Contract articles must be rigid and thorough 合同的条款必须严密、详细15、The contract signing ceremony 合同的缔约或签字仪式16、Summary of the negotiation 谈判总结17、Value evaluation standard of business negotiation 商务谈判的价值评判标准18、Content of business negotiation summary 商务谈判总结的内容19、Steps of business negotiating summary 商务谈判总结的步骤Chapter71、negotiation strategies 谈判策略2、Choices of strategies 策略的选择3、Strategic considerations 策略的考虑4、Guidelines for strategic decisions 决策指南5、Negotiation strategies 谈判策略6、“when” strategy 何时出击，何时叫停7、“how and where” strategy 怎样谈，谈什么8、Dealing with difficult people and difficult situations 在困境中和强手周旋9、Developing self-control 增强自制力10、Accurate diagnosis 准确判断对手11、Knowing one’s core values 掌握核心价值12、Appropriate anger management 适度发泄不满13、Role selection 谈判角色选择14、Doing the unexpected 出其不意15、Resiliency 保持弹性16、Handling conflicts in negotiation 处理谈判冲突17、The nature of conflicts 冲突的本质18、Are conflicts bad 冲突是坏事吗19、Promoting consensus in negotiation 促进谈判的一致性20、Preventing small conflicts from growing into big ones 防止小的冲突变大21、Anticipating conflicts 先入为主Chapter81、international sales negotiation 国际销售谈判2、The contents of international sales negotiation 国际销售谈判的内容3、Quality 质量4、Quantity 数量5、Packing 包装6、Shipment 装运7、Quotation 报价8、Offer and counter offer 出价与还价9、Insurance 保险10、Payment 支付11、Inspection 商检12、Claiming for damages and arbitration 索赔与仲裁13、The process of international sales and purchases negotiation 国际买卖谈判过程14、The types of negotiations 谈判类型15、The negotiation process 谈判过程16、The contract signing process 合同签订过程17、Strategies and applications 策略及应用18、Negotiation principles 谈判原则19、Avoiding pitfalls to effective negotiation 避免谈判陷阱20、Designing strategies and tactics 设计谈判策略和技巧21、Targers and tactics 目标及技巧22、Negotiation disciplines 谈判守则Chapter91、international business contract negotiation 国际商务合同谈判2、General introduction 概述3、The concept of international business contracts 国际商务合同的概念4、Types of international business contracts 国际商务合同的类型5、The required terms of an international business contract 国际商务合同的必要条款6、The structure of an international business contract 国际商务合同的结构7、Cultural issues affecting international business contracts 影响国际商务合同的文化因素8、Cultural dos and don’ts of negotiating contracts 合同谈判的文化方面的行为准则9、Drafting , signing and enforcing the contract 草拟、签订和执行合同10、The basic principles 基本原则11、The signing requirements 签订要求12、Ten tips to tighten the clauses 使合同条款严谨的10个技巧13、Implementation 合同的执行14、Transferring , altering , rescinding and terminating the contract 合同转让、修改、废除和终止15、Transferring the contract 合同转让16、Altering and rescinding the contract 合同修改和废除17、Terminating the contract 合同终止18、Settlement of disputes 争端解决19、Contract dispute 合同争端20、Means of dispute handling 争端解决方式21、Applicable low 适用法律。
international negotiation谈判学
1-10
VALUE CLAIMING AND VALUE CREATION
• Opportunities to “win” or share resources Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resource Creating value: result of non-zero-sum or integrative situation where the object is to have both parties do well
Win-lose: I win, you lose
Win-win: Opportunities for both parties to gain
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education.
: negotiation is a very complex social process, where many of the most important factors that shape the negotiation occur before the negotiation, or shape the context around the negotiation
抬杠与和解英语作文800字
抬杠与和解英语作文800字英文回答：To resolve a disagreement, the concept of negotiation and reconciliation are often discussed. Whilst these two approaches share the goal of reaching a mutually agreeable solution, they exhibit fundamental differences in their underlying principles and methods.Negotiation is a process of give-and-take, whereparties involved aim to find a compromise that addresses both their interests. It involves a series of discussions and concessions, often guided by the principles of fairness and equity. In negotiation, each party maintains its own立场 and seeks to achieve the best possible outcome for themselves.Reconciliation, on the other hand, prioritizes the restoration of harmony and understanding. It goes beyond the transactional nature of negotiation, aiming to bridgedifferences and build a shared understanding.Reconciliation involves acknowledging past grievances, expressing empathy, and fostering a sense of mutual respect. It seeks to create a foundation for a more positive and cooperative relationship moving forward.The choice between negotiation and reconciliation depends on the nature of the dispute, the desired outcomes, and the values of the parties involved. Negotiation may be more appropriate when there is a need for a practical solution that balances conflicting interests. Reconciliation, however, may be more suitable when thefocus is on healing wounds, building trust, andestablishing a lasting peace.In many cases, these two approaches can be complementary. Negotiation can pave the way forreconciliation by creating a framework for understandingand compromise. Reconciliation, in turn, can strengthen and sustain the agreements reached through negotiation.Ultimately, the most effective approach to resolving adisagreement is one that is tailored to the specific situation and the unique needs of the parties involved. By carefully considering the differences between negotiation and reconciliation, individuals can choose the path that is most likely to lead to a mutually acceptable and sustainable outcome.中文回答：抬杠。
The Art of Negotiation
The Art of NegotiationNegotiation is an art that has been around for centuries, and it is an essential skill in both personal and professional settings. It is the process of reaching an agreement between two or more parties who have different interests, needs, and goals. The art of negotiation requires a combination of communication, persuasion, and compromise. In this essay, we will explore the significance of negotiation, the essential skills required for successful negotiations, and the challenges that negotiators face.Firstly, negotiation is significant because it is a means of conflict resolution. Conflicts are inevitable in life, and they can arise from different sources, such as differences in opinions, interests, and needs. Negotiation provides a platform for parties to resolve conflicts amicably and reach an agreement that satisfies both parties. It is also an essential tool in business, politics, and international relations. In business, negotiations are used to reach agreements on contracts, partnerships, and mergers. In politics, negotiations are used to resolve conflicts between nations, and in international relations, they are used to reach agreements on global issues such as climate change and trade.Secondly, successful negotiation requires several essential skills. The first skill is effective communication. Negotiators must be able to communicate their interests, needs, and goals clearly and effectively. They must also be good listeners and understand the other party's perspective. The second skill is persuasion. Negotiators must be able to persuade the other party to accept their proposal and be willing to compromise. The third skill is problem-solving. Negotiators must be able to identify the root cause of the conflict and find a solution that satisfies both parties. The fourth skill is emotional intelligence. Negotiators must be able to manage their emotions and understand the other party's emotions to reach a mutually beneficial agreement. The fifth skill is creativity. Negotiators must be able to think outside the box and come up with innovative solutions to complex problems.However, negotiators face several challenges during the negotiation process. One of the challenges is cultural differences. Negotiators must be aware of cultural differences and how they can impact the negotiation process. For example, in some cultures, it is not appropriate to be direct and assertive during negotiations, while in others, it is expected.Another challenge is power imbalances. Negotiators must be aware of power imbalances and how they can affect the negotiation process. For example, if one party has more power than the other, they may use their power to dominate the negotiation and get what they want. Negotiators must be able to level the playing field and ensure that both parties have an equal say in the negotiation. Another challenge is emotions. Negotiators must be able to manage their emotions and the other party's emotions during the negotiation process. Emotions can cloud judgment and lead to irrational decisions.In conclusion, negotiation is an art that requires a combination of skills, including effective communication, persuasion, problem-solving, emotional intelligence, and creativity. It is a significant tool for conflict resolution in both personal and professional settings. However, negotiators face several challenges during the negotiation process, such as cultural differences, power imbalances, and emotions. To be successful negotiators, individuals must be aware of these challenges and develop strategies to overcome them. The art of negotiation is a lifelong skill that can be honed through practice and experience.。
《Lewicki商务谈判》第6版 Chap001
– Fight openly – Capitulate – Break off contact permanently – Take their dispute to a third party
• Successful negotiation involves:
3. Understanding the dynamics of conflict and conflict management processes which serve as a backdrop for different ways that people approach and manage negotiations
negotiation
• Win-lose: I win, you lose • Win-win: Opportunities for both pence
• Interdependent parties are characterized by interlocking goals
could attain on his or her own • To resolve a problem or dispute between the
parties
1-4
Approach to the Subject
Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words:
1-3
Negotiations
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Introduction
Negotiation is something that everyone does, almost daily
STUDING NEGOTIATION
Within organizations, at one time the study was limited to collective bargaining & to purchasing. By the late 1970s and early 1980s, there was an explosion of research.
• Win-lose: I win, you lose • Win-win: Opportunities for both parties to gain
Interdependence
Interdependent parties are characterized by interlocking goals Having interdependent goals does not mean that everyone wants or needs exactly the same thing A mix of convergent and conflicting goals characterizes many interdependent relationships
Negotiations
Negotiations occur for several reasons:
– To agree on how to share or divide a limited resource – To create something new that neither party could attain on his or her own – To resolve a problem or dispute between the parties
NEGOTIATION METHODS
Distributive Zero-Sum Positional Competitive Claiming value Integrated Win/Win “Interest Based” Cooperative Creating value
Interdependence
Value Claiming and Value Creation
Value differences that exist between negotiators include: Differences in interest Differences in judgments about the future Differences in risk tolerance Differences in tiNEFFECTIVE NEGOTIATORS?
Faulty feedback
– Confirmation bias – Egocentrism
Satisficing Self-reinforced Incompetence
Debunking Negotiation Myths
Value Claiming and Value Creation
Opportunities to “win” or share resources
– Claiming value: result of zero-sum or distributive situations where the object is to gain largest piece of resource – Creating value: result of non-zero-sum or integrative situation where object is to have both parties do well
In negotiation, parties need each other to achieve their preferred outcomes or objectives This mutual dependency is called interdependence Interdependent goals are an important aspect of negotiation
Myth 1: Negotiations are fixed-sum Myth 2: You need to be either tough or soft Myth 3: Good negotiators are born Myth 4: Experience is a great teacher Myth 5: Good negotiators take risks Myth 6: Good negotiators rely on intuition
The Sandtraps of Negotiation
Leaving money on the table (“lose-lose” negotiation) Settling for too little (the “winner’s curse”) Walking away from the table Settling for terms worse than your alternative (the “agreement bias”)
Types of Interdependence Affect Outcomes
Interdependence and the structure of the situation shape processes and outcomes
– Zero-sum or distributive – one winner – Non-zero-sum or integrative – mutual gains situation
Methods
Williams: cooperative & competitive Menkel-Meadow: problem-solving & adversarial Lax & Sebenius: value-creating & value-claiming Fisher: hard bargainer, soft bargainer, principled bargainer Gifford: competitive, cooperative, integrative
Alternatives Shape Interdependence
Evaluating interdependence depends heavily on the alternatives to working together The desirability to work together is better for outcomes Best available alternative: BATNA (acronym for Best Alternative to a Negotiated Agreement)
Value Claiming and Value Creation
Most actual negotiations are a combination of claiming and creating value processes
– Negotiators must be able to recognize situations that require more of one approach than the other – Negotiators must be versatile in their comfort and use of both major strategic approaches – Negotiator perceptions of situations tend to be biased toward seeing