国际商务谈判(第3章)-e
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7
How to Focus on Interests Not Positions
Identify interests
— We explore their interests which stand in our way;
The core is:
— To reach a solution beneficial to both parties, — By way of stressing interests and value , — Not by way of bargaining .
4 basic components:
The more you try to convince the other side of the impossibility of changing your opening position, the more difficult it is to do so.
The result is frequently an agreement that is far less satisfactory to each side than what it could have been.
Interests: Underlying desires or concerns that motivate people in particular situations (May sometimes be the same as their positions!)
When negotiators bargain over positions they tend to lock themselves into those positions.
Substantive Issues: Money Terms Conditions Concessions Promises Dates/numbers
Modified from material obtained from the Harvard Negotiation Project. Copyright 2000 by the Presidents and Fellows of Harvard College. All rights reserved.
opponents; — We do not berate them about what they are doing
wrong
5
Principle 2: Focus on Interests, Not Positions
Positions: What disputants say they want in a negotiation: a particular price, job, work schedule, change in someone else’s behavior, revised contract provision, etc.
4
How to Separate the People from the Problem
Develop empathy
— We put ourselves in their shoes; — We avoid blaming them for our problems; — We help them participate in the process.
6
Positional Negotiation
When negotiators bargain over positions they tend to lock themselves into those positions.
The more you clarify your position and defend it against attack, the more committed you become to it.
*Roger Fisher & William Ury. 1991. Getting to Yes. New York: Penguin.
2
CPN
Commonly known as Harvard Principled Negotiation
Developed by Roger Fisher and William Ury in the book Getting to Yes.
Manage emotions
— We allow them to let off steam; — We do not overreact to emotional outbursts;
Communicate
— We listen and summarize what we hear; — We avoid trying to score points and debating them as
— People, Interests, Gaining and Criteria
3
Principle 1: Separate the people from the problem
Relationship Issues: Emotion Understanding Communication Reliability Coercion/persuasion Acceptance/respect
Chapter 3 Collaborative Principled Negotiation
1
Biblioteka Baidu
Collaborative Principled Negotiation (CPN)
1. Separate the people from the problem 2. Focus on interests not positions 3. Invent options for mutual gain 4. Introduce objective criteria
How to Focus on Interests Not Positions
Identify interests
— We explore their interests which stand in our way;
The core is:
— To reach a solution beneficial to both parties, — By way of stressing interests and value , — Not by way of bargaining .
4 basic components:
The more you try to convince the other side of the impossibility of changing your opening position, the more difficult it is to do so.
The result is frequently an agreement that is far less satisfactory to each side than what it could have been.
Interests: Underlying desires or concerns that motivate people in particular situations (May sometimes be the same as their positions!)
When negotiators bargain over positions they tend to lock themselves into those positions.
Substantive Issues: Money Terms Conditions Concessions Promises Dates/numbers
Modified from material obtained from the Harvard Negotiation Project. Copyright 2000 by the Presidents and Fellows of Harvard College. All rights reserved.
opponents; — We do not berate them about what they are doing
wrong
5
Principle 2: Focus on Interests, Not Positions
Positions: What disputants say they want in a negotiation: a particular price, job, work schedule, change in someone else’s behavior, revised contract provision, etc.
4
How to Separate the People from the Problem
Develop empathy
— We put ourselves in their shoes; — We avoid blaming them for our problems; — We help them participate in the process.
6
Positional Negotiation
When negotiators bargain over positions they tend to lock themselves into those positions.
The more you clarify your position and defend it against attack, the more committed you become to it.
*Roger Fisher & William Ury. 1991. Getting to Yes. New York: Penguin.
2
CPN
Commonly known as Harvard Principled Negotiation
Developed by Roger Fisher and William Ury in the book Getting to Yes.
Manage emotions
— We allow them to let off steam; — We do not overreact to emotional outbursts;
Communicate
— We listen and summarize what we hear; — We avoid trying to score points and debating them as
— People, Interests, Gaining and Criteria
3
Principle 1: Separate the people from the problem
Relationship Issues: Emotion Understanding Communication Reliability Coercion/persuasion Acceptance/respect
Chapter 3 Collaborative Principled Negotiation
1
Biblioteka Baidu
Collaborative Principled Negotiation (CPN)
1. Separate the people from the problem 2. Focus on interests not positions 3. Invent options for mutual gain 4. Introduce objective criteria