国际商务谈判英文版最新版教学课件第2章
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Effective preparation for a negotiation encompasses three general abilities:
• Self-assessment • Assessment of the counterparty • Assessment of the situation
批注本地保存成功开通会员云端永久保存去开通
2-1
Part One The Essentials of Negotiation
— Chapter 2 — Preparation:
What to Do Before Negotiation
2-2
The Fixed-Pie Perception
Most negotiators believe whatever is good for one party must be bad for the counterparty.
People with this fixed-pie perception take one of three mindsets when preparing for a negotiation:
• Resign themselves to capitulating to the counterparty
2-11
Self-Assessment: Endowment Effects
Differences in negotiators’ reference points may lead buyers and sellers to have different valuations for the same object
• Brainstorm your alternatives. • Evaluate and order each alternative’s value. • Attempt to improve your BATNA. • Determine your reservation price based on facts. • See Exhibit 2-1.
• This effect also causes people to underestimate the likelihood of negative events.
• When we find ourselves highly confident of a particular outcome, it is important to examine why we feel this way.
Often, negotiators’ probability judgments for certain types of events occurring are more optimistic than is warranted.
• The overconfidence effect refers to a negotiator’s unwarranted level of confidence in the judgment of their abilities and the likelihood of positive events.
2-12
Self-Assessment: Am I Going to Regret This?
An important component in determining whether a person experiences regret is counterfactual thinking, or “what might have been.”
2-5
Self-Assessment: What Do I Want?
Identifying what you want may sound straightforward, but three major problems often arise:
• Underaspiring negotiator (the Winner’s Curse)
• Overaspiring or positional negotiator • The grass-is-greener negotiator
2-6
Self-Assessment: What Is My BATNA?
What is my Best Alternative To a Negotiated Agreement in this situation (your BATNA)?
• Someone who possesses an object has a reference point that reflects his or her current endowment, or private valuation, of the object.
• The difference between what sellers demand and what buyers are willing to pay is a manifestation of loss-aversion.
reservation point. • Identify the issues in the negotiation. • Identify the alternatives for each issue. • Identify multi-issue proposals of equivalent
• The paradox of this situation is that no matter what happens, people choose to do the same thing (a.k.a., the sure thing principle).
• Violations of the sure thing principle are rooted in the reasons people use to make their decisions.
2-4
Mixed-Motive Decision-Making: A more effective and accurate model
A more accurate model of negotiation is to approach it as a mixed-motive decision-making enterprise involving both cooperation and competition.
2-8
Self-Assessment: Setting Up The Negotiation
When determining your reservation point, be aware and knowledgeable of the following:
• Be aware of focal points. • Beware of sunk costs. • Do not confuse your target point with your
• In negotiation, immediate acceptance of a first offer by the counterparty often means a better outcome for the proposing negotiator, but the outcome is less satisfying.
• In the presence of uncertainty, people may be reluctant to think through the implications of each outcome.
2-14
Self-Assessment: Assessing Confidence
2-10
Self-Assessment: Assess Your Risk Propensity
In any negotiation, negotiators should consider the differential impact of three sources of risk:
• Strategic risk: refers to the riskiness of the tactics that negotiators use at the bargaining table
It is commonly assumed that concessions are necessary by one or both parties to reach an agreement. The fixed-pie perception is almost always wrong and often leads to an ineffective approach to negotiations.
of terms superior to their BATNA.
2-7
Self-Assessment: What Is My Reservation Point?
You can determine your reservation point, or the quantification of your BATNA, with respect to other alternatives by the following steps:
When faced with uncertainty about an event occurring, people are reluctant to make decisions and will delay decisions until the uncertain event is known.
• BATNAs are not wishful, they are factual. • Your BATNA is time sensitive. • Do not let the other party manipulate your
BATNA. • Negotiators should be willing to accept any set
• BATNA risk: given BATNAs of equal expected value, the more risk-averse negotiator will be in a weaker bargaining position
• Contractual risk: refers to the risk associated with the willingness of the other party to honor its terms
• Prepare for hard bargaining with the counterparty
• Compromise in an attempt to reach a midpoint between opposing demands
2-3
The Fixed-Pie Perception
value.
2-9
Self-Assessment: Assess Your Risk Propensity
• Most people are risk-seeking when it comes to losses, and risk-averse when it comes to gains.
• Reference points define what people consider to be a gain or a loss.
• Thinking about what might have been, but did not occur, may be a reference point for the psychological evaluation of actual outcomes.
2-13
Self-Assessment: Sure Thing Principle
• Self-assessment • Assessment of the counterparty • Assessment of the situation
批注本地保存成功开通会员云端永久保存去开通
2-1
Part One The Essentials of Negotiation
— Chapter 2 — Preparation:
What to Do Before Negotiation
2-2
The Fixed-Pie Perception
Most negotiators believe whatever is good for one party must be bad for the counterparty.
People with this fixed-pie perception take one of three mindsets when preparing for a negotiation:
• Resign themselves to capitulating to the counterparty
2-11
Self-Assessment: Endowment Effects
Differences in negotiators’ reference points may lead buyers and sellers to have different valuations for the same object
• Brainstorm your alternatives. • Evaluate and order each alternative’s value. • Attempt to improve your BATNA. • Determine your reservation price based on facts. • See Exhibit 2-1.
• This effect also causes people to underestimate the likelihood of negative events.
• When we find ourselves highly confident of a particular outcome, it is important to examine why we feel this way.
Often, negotiators’ probability judgments for certain types of events occurring are more optimistic than is warranted.
• The overconfidence effect refers to a negotiator’s unwarranted level of confidence in the judgment of their abilities and the likelihood of positive events.
2-12
Self-Assessment: Am I Going to Regret This?
An important component in determining whether a person experiences regret is counterfactual thinking, or “what might have been.”
2-5
Self-Assessment: What Do I Want?
Identifying what you want may sound straightforward, but three major problems often arise:
• Underaspiring negotiator (the Winner’s Curse)
• Overaspiring or positional negotiator • The grass-is-greener negotiator
2-6
Self-Assessment: What Is My BATNA?
What is my Best Alternative To a Negotiated Agreement in this situation (your BATNA)?
• Someone who possesses an object has a reference point that reflects his or her current endowment, or private valuation, of the object.
• The difference between what sellers demand and what buyers are willing to pay is a manifestation of loss-aversion.
reservation point. • Identify the issues in the negotiation. • Identify the alternatives for each issue. • Identify multi-issue proposals of equivalent
• The paradox of this situation is that no matter what happens, people choose to do the same thing (a.k.a., the sure thing principle).
• Violations of the sure thing principle are rooted in the reasons people use to make their decisions.
2-4
Mixed-Motive Decision-Making: A more effective and accurate model
A more accurate model of negotiation is to approach it as a mixed-motive decision-making enterprise involving both cooperation and competition.
2-8
Self-Assessment: Setting Up The Negotiation
When determining your reservation point, be aware and knowledgeable of the following:
• Be aware of focal points. • Beware of sunk costs. • Do not confuse your target point with your
• In negotiation, immediate acceptance of a first offer by the counterparty often means a better outcome for the proposing negotiator, but the outcome is less satisfying.
• In the presence of uncertainty, people may be reluctant to think through the implications of each outcome.
2-14
Self-Assessment: Assessing Confidence
2-10
Self-Assessment: Assess Your Risk Propensity
In any negotiation, negotiators should consider the differential impact of three sources of risk:
• Strategic risk: refers to the riskiness of the tactics that negotiators use at the bargaining table
It is commonly assumed that concessions are necessary by one or both parties to reach an agreement. The fixed-pie perception is almost always wrong and often leads to an ineffective approach to negotiations.
of terms superior to their BATNA.
2-7
Self-Assessment: What Is My Reservation Point?
You can determine your reservation point, or the quantification of your BATNA, with respect to other alternatives by the following steps:
When faced with uncertainty about an event occurring, people are reluctant to make decisions and will delay decisions until the uncertain event is known.
• BATNAs are not wishful, they are factual. • Your BATNA is time sensitive. • Do not let the other party manipulate your
BATNA. • Negotiators should be willing to accept any set
• BATNA risk: given BATNAs of equal expected value, the more risk-averse negotiator will be in a weaker bargaining position
• Contractual risk: refers to the risk associated with the willingness of the other party to honor its terms
• Prepare for hard bargaining with the counterparty
• Compromise in an attempt to reach a midpoint between opposing demands
2-3
The Fixed-Pie Perception
value.
2-9
Self-Assessment: Assess Your Risk Propensity
• Most people are risk-seeking when it comes to losses, and risk-averse when it comes to gains.
• Reference points define what people consider to be a gain or a loss.
• Thinking about what might have been, but did not occur, may be a reference point for the psychological evaluation of actual outcomes.
2-13
Self-Assessment: Sure Thing Principle