国际商务谈判 市场营销 国际经济与贸易 课程课件CHAPTER 6
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CHAPTER 6 Developing a Negotiating Style
Your Subtitle Goes Here
MOTIVATION-APPROACHMOTIVATION-APPROACH-EMOTION
Basic motivations influence behavior in negotiations. Approach (interests-based, rights-based or legalistic, or power-based) affects negotiation. Emotions (or lack thereof) are also type of bargaining style. Most people have a dominant or instinctive style. (Sidebar 6–1)
Pressure to carry out threats or lose credibility
Assessing your emotional style
1. The rational negotiator: keeping a poker face 2. The positive negotiator: you can catch more flies with honey
Implications for future negotiations and relationship
Not likely to say or do anything regrettable, but also may come across as "distant"
Greater feelings of commitment to relationship partner
Rational Focus Conceal or repress emotion Positive Create positive emotion in other party Create rapport Distributive strategies (pie slicing) Citing norms of fair distribution Compromise for the sake of the relationship Negative Use irrational-appearing emotions to intimidate or control other party
Tools for overly competitive negotiator
Think about pie expansion, not just pie-slicing Ask more questions than you think you should Rely on standards Hire a relationship manager Be scrupulously reliable Don't haggle when you can negotiate Always acknowledge the other party and protect his/her self-esteem
Other's Outcome
… 5 4 3 2 1
Masochism
… -5 -4 -3 -2 -1 -1 -2 -3 1 2 3
Altruism
Individualism
4 5 …
Own Outcome
-4
-5 …
Figure 6-1: Subset of Social Values 6-
Aggression
Assessing your approach
Interests Rights Power
Table 6-2: Approaches to Negotiation 6Approach Interests
Goal
Self-interest Dispute resolution Understanding others' concerns Present (what needs and interests do we have right now?)
Avoid concentrating too much on your bottom line Develop your BATNA Get an agent and delegate the negotiation task Bargain on behalf of someone or something else, not yourself Create an audience Say "you'll have to do better than that, because…", not "yes" Insist on commitments, not just agreements
Individualistic Objective Self-interest Competitive Victory Cooperative Joint welfare
View of others
Self-interested
Competitive
Heterogeneous: Some cooperators, some competitive; some individualistic Social identity; superordinate goals
Distributive strategies (pie slicing) Integrative strategies (pie expansion) Implications for future negotiations and relationship
Compromise
Often produces a "winner" and a "loser"; thus, unequal distribution Difficult to expand the pie unless focus is on interests
Rights
Fairness Justice
Power
Winning Respect
Temporal focus
Past (what has been dictated by the past?)
Future (what steps can I take in the future to overpower others?) Often produces a "winner" and a "loser"; thus, unequal distribution Difficult to expand the pie unless focus is on interests
Most likely to expand the pie via addressing parties' underlying needs Greater understanding Satisfaction Stability of agreement
Possible court action
Strategic Issues Concerning Approaches
Principle of reciprocity Interests are effective for pie expansion Refocusing your opponent on interests (away from rights and power) Personal strategies Structural strategies High costs associated with power and rights Know when to use rights and power Know how to use rights and power
Threats Often tough bargaining
Integrative strategies (pie expansion)
Systematic analysis of interests
Positive emotion stimulates creative thinking
Negative emotion may inhibit integrative bargaining
Situational factors that trigger this MO
Incentives to maximize own gain
Group competition When organizations make interpersonal comparisons cooperative negotiator
Assessing your emotional style
The rational negotiator The positive negotiator The irrational negotiator
Table 6-3: Emotional Styles 6Emotional Style
Strategic Issues Concerning Motivational Style
The myth of the hard bargainer Do not lose sight of your own interests Social comparison can cause breakdowns in negotiation Use the principle of reinforcement to shape behavior Recognize the power of reciprocity Anticipate motivation clashes at the bargaining table Anticipate convergence
a) Positive emotions and information processing b) Positive emotions and their effect on the opponent
Assessing Your Motivational Style
Individualistic negotiator Competitive negotiator Cooperative negotiator
Table 6-1: Motivational Styles 6Motivational Style
Resentment Possible retaliation Revenge
Assessing your approach
Interests-based negotiators attempt to learn about the other's underlying needs, desires, and concerns; attempt to reconcile different interests among parties in a way that addresses parties' most pressing needs and concerns Rights-based negotiators apply standards of fairness to an analysis of negotiation; may include terms specified by contracts, legal rights, precedent, or expectations based upon norms Power-based negotiators use status, rank, threats, and intimidation to get their way
Your Subtitle Goes Here
MOTIVATION-APPROACHMOTIVATION-APPROACH-EMOTION
Basic motivations influence behavior in negotiations. Approach (interests-based, rights-based or legalistic, or power-based) affects negotiation. Emotions (or lack thereof) are also type of bargaining style. Most people have a dominant or instinctive style. (Sidebar 6–1)
Pressure to carry out threats or lose credibility
Assessing your emotional style
1. The rational negotiator: keeping a poker face 2. The positive negotiator: you can catch more flies with honey
Implications for future negotiations and relationship
Not likely to say or do anything regrettable, but also may come across as "distant"
Greater feelings of commitment to relationship partner
Rational Focus Conceal or repress emotion Positive Create positive emotion in other party Create rapport Distributive strategies (pie slicing) Citing norms of fair distribution Compromise for the sake of the relationship Negative Use irrational-appearing emotions to intimidate or control other party
Tools for overly competitive negotiator
Think about pie expansion, not just pie-slicing Ask more questions than you think you should Rely on standards Hire a relationship manager Be scrupulously reliable Don't haggle when you can negotiate Always acknowledge the other party and protect his/her self-esteem
Other's Outcome
… 5 4 3 2 1
Masochism
… -5 -4 -3 -2 -1 -1 -2 -3 1 2 3
Altruism
Individualism
4 5 …
Own Outcome
-4
-5 …
Figure 6-1: Subset of Social Values 6-
Aggression
Assessing your approach
Interests Rights Power
Table 6-2: Approaches to Negotiation 6Approach Interests
Goal
Self-interest Dispute resolution Understanding others' concerns Present (what needs and interests do we have right now?)
Avoid concentrating too much on your bottom line Develop your BATNA Get an agent and delegate the negotiation task Bargain on behalf of someone or something else, not yourself Create an audience Say "you'll have to do better than that, because…", not "yes" Insist on commitments, not just agreements
Individualistic Objective Self-interest Competitive Victory Cooperative Joint welfare
View of others
Self-interested
Competitive
Heterogeneous: Some cooperators, some competitive; some individualistic Social identity; superordinate goals
Distributive strategies (pie slicing) Integrative strategies (pie expansion) Implications for future negotiations and relationship
Compromise
Often produces a "winner" and a "loser"; thus, unequal distribution Difficult to expand the pie unless focus is on interests
Rights
Fairness Justice
Power
Winning Respect
Temporal focus
Past (what has been dictated by the past?)
Future (what steps can I take in the future to overpower others?) Often produces a "winner" and a "loser"; thus, unequal distribution Difficult to expand the pie unless focus is on interests
Most likely to expand the pie via addressing parties' underlying needs Greater understanding Satisfaction Stability of agreement
Possible court action
Strategic Issues Concerning Approaches
Principle of reciprocity Interests are effective for pie expansion Refocusing your opponent on interests (away from rights and power) Personal strategies Structural strategies High costs associated with power and rights Know when to use rights and power Know how to use rights and power
Threats Often tough bargaining
Integrative strategies (pie expansion)
Systematic analysis of interests
Positive emotion stimulates creative thinking
Negative emotion may inhibit integrative bargaining
Situational factors that trigger this MO
Incentives to maximize own gain
Group competition When organizations make interpersonal comparisons cooperative negotiator
Assessing your emotional style
The rational negotiator The positive negotiator The irrational negotiator
Table 6-3: Emotional Styles 6Emotional Style
Strategic Issues Concerning Motivational Style
The myth of the hard bargainer Do not lose sight of your own interests Social comparison can cause breakdowns in negotiation Use the principle of reinforcement to shape behavior Recognize the power of reciprocity Anticipate motivation clashes at the bargaining table Anticipate convergence
a) Positive emotions and information processing b) Positive emotions and their effect on the opponent
Assessing Your Motivational Style
Individualistic negotiator Competitive negotiator Cooperative negotiator
Table 6-1: Motivational Styles 6Motivational Style
Resentment Possible retaliation Revenge
Assessing your approach
Interests-based negotiators attempt to learn about the other's underlying needs, desires, and concerns; attempt to reconcile different interests among parties in a way that addresses parties' most pressing needs and concerns Rights-based negotiators apply standards of fairness to an analysis of negotiation; may include terms specified by contracts, legal rights, precedent, or expectations based upon norms Power-based negotiators use status, rank, threats, and intimidation to get their way