国际商务谈判教案Chapter4-(预习复习)

Chapter 4

Negotiation: Strategy and Planning

Overview

In this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort.

Regrettably, systematic planning is not something that most negotiators do willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planning is one weakness that may cause negotiators to fail.

The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.

Learning Objectives

1.Goals – The focus that drives a negotiation strategy.

2.Strategy –The overall plan to achieve one’s goals.

3.Getting ready to implement the strategy: The planning process.

I.Goals – The Focus That Drives a Negotiation Strategy

A.Direct effects of goals on choice of strategy

1.There are four important aspects to understand about how goals affect

negotiations:

a.Wishes are not goals, especially in negotiation.

b.Goals are often linked to the other party’s goals.

c.There are boundaries or limits to what goals can be.

d.Effective goals must be concrete, specific and measurabl

e. If

they are not, then it will be hard to:

(1)Communicate to the other party what we want

(2)Understand what the other party wants

(3)Determine whether an offer on the table satisfies our goals.

2.Goals can be tangible or procedural.

The criteria used to determine goals depend on your specific

objectives and your priorities among multiple objectives.

B.Indirect effects of goals on choice of strategy

1.Short-term thinking affects our choice of strategy; in developing and

framing our goals, we may ignore the present or future relationship

with the other party in a concern for achieving a substantive outcome

only.

2.Negotiation goals that are complex or difficult to define may require

a substantial change in the other party’s attitude. In most cases,

progress will be made incrementally, and may depend on establishing a

relationship with the other party.

II.Strategy –The Overall Plan to Achieve One’s Goals

A.Strategy versus Tactics

1. A major difference between strategy and tactics is that of scale,

perspective or immediacy.

2.Tactics are short-term, adaptive moves designed to enact or pursue

broad strategies, which in turn provide stability, continuity, and

direction for tactical behaviors.

3.Tactics are subordinate to strategy: they are structured, directed,

and driven by strategic considerations.

B.Unilateral versus bilateral approaches to strategy

1. A unilateral choice is made without the active involvement of the

other party.

2.Unilaterally pursued strategies can be wholly one-sided and

intentionally ignorant of any information about the other negotiator.

3.Unilateral strategies should evolve into ones that fully consider the

impact of the other’s strategy on one’s own.

C.The dual concerns model as a vehicle for describing negotiation

strategies. This model proposes that individuals have two levels of

related concerns: a concern for their own outcomes, and a level of

concern for the other’s outcomes.

1.Alternative situational strategies