談判戰(zhàn)略梳理

1、精選優(yōu)質(zhì)文檔-傾情為你奉上第二章 對(duì)立型談判的策略一、Fundamental Strategies（這里指對(duì)立型談判中買方可以運(yùn)用的四種戰(zhàn)略）1. Push for settlement near opponents resistance point盡量作出一個(gè)接近于賣方的拒絕點(diǎn)2. Get the other party to change their resistance point說服另一方改變他們的拒絕點(diǎn)3. If settlement range is negative, either:如果存在一個(gè)消極談判空間，買方可以有兩種選擇（消極談判空間是指當(dāng)賣方的拒絕點(diǎn)高于賣方的拒絕點(diǎn)時(shí)，買

2、方就不可能接受賣方提出的最低價(jià)。我們把這種情況稱為消極的談判空間）（1）Get the other side to change their resistance point（買方可以說服賣方降低拒絕點(diǎn)以創(chuàng)造積極的談判空間。積極的談判空間是指的買賣雙方拒絕點(diǎn)之間的交集部分）（2）Modify your own resistance point（買方可以改變自身的拒絕點(diǎn)以形成交疊）4. Convince the other party that the settlement is the best possible（使賣方相信這是所能取得的最好結(jié)果）二、The keys to implement

3、ing any of the four strategies are(對(duì)立型談判各種戰(zhàn)略下的兩個(gè)重要任務(wù)，也就是說，無論采取何種戰(zhàn)略，有所以對(duì)立型談判情形中，有以下兩個(gè)任務(wù)是很重要的：)1. Discovering the other partys resistance point找出對(duì)方的拒絕點(diǎn)2. Influencing the other partys resistance point 影響對(duì)方的拒絕點(diǎn)三、 Tactical Tasks of Negotiators對(duì)立型談判的四大戰(zhàn)術(shù)任務(wù)1.Assess outcome values and the costs of terminati

4、on for the other party 評(píng)估另一方的目標(biāo)、拒絕點(diǎn)和中止談判的成本（可以有兩種方法完成任務(wù)，即間接估計(jì)和直接估計(jì)）2.Manage the other partys impressions管理另一方的印象（可以通過以下兩種方式來實(shí)現(xiàn)）（1） Screen your behavior:掩蓋談判立場(chǎng)Say and do as little as possible就是盡可能少說話少做事（2） Direct action to alter impressions通過一些直接行為來改變印象Present facts that enhance ones position 選擇性表述一些

5、事實(shí)以加強(qiáng)自己的立場(chǎng)3. Modify the other partys perceptions改變自身的目標(biāo)印象（1）Make outcomes appear less attractive降低成果的吸引力（2）Make the cost of obtaining goals appear higher提高成本（3）Make demands and positions appear more or less attractive to the other party whichever suits your needs將自己的需求和立場(chǎng)對(duì)另一方變得更有吸引力或更不具有吸引力4.Manipul

6、ate the actual costs of delay or termination 控制因拖延或終止談判而造成的實(shí)際損失,有三種方法如下：（1）Plan disruptive action 制造混亂Raise the costs of delay to the other party增加延遲給對(duì)方造成的損失（2）Form an alliance with outsiders 聯(lián)合抵制Involve (or threaten to involve) other parties who can influence the outcome in your favor涉及(或威脅涉及)其他可以影

7、響對(duì)自己有利結(jié)果各方，就是說你尋找外圍的幫助力量，這些力量能夠影響談判結(jié)果，使這個(gè)結(jié)果你自己有種（3）Schedule manipulations 控制談判時(shí)間One party is usually more vulnerable to delaying than the other意思是如果延遲談判，一方比起另一方而言，會(huì)更加脆弱。我們就可以抓住這一點(diǎn)，根據(jù)自已的目的有效地控制談判時(shí)間四、 Positions Taken During Negotiations（談判中所采取的立場(chǎng)，這里提供有具體的方法，因上課時(shí)已講，故不重述）略五、 Commitments: Tactical Consid

8、erations（承諾戰(zhàn)術(shù)）承諾戰(zhàn)術(shù)包括三個(gè)方面的內(nèi)容，即如何建立承諾（文章中講到了4種方法）、如何放棄承諾（課文中講了4種方法），這些上課時(shí)已做詳細(xì)的說明，不再重述了。六、 Closing the Deal（中止談判）課文中講到了5種方法。這些上課時(shí)已做詳細(xì)的說明，不再重述了。七、 Dealing with Typical Hardball Tactics（怎樣應(yīng)對(duì)強(qiáng)硬戰(zhàn)術(shù)）課文中講了4種方法。這些上課時(shí)已做詳細(xì)的說明，不再重述了。八、 Typical Hardball Tactics（對(duì)立型談判中的強(qiáng)硬戰(zhàn)術(shù)）文章中講了8種戰(zhàn)術(shù)。這些上課時(shí)已做詳細(xì)的說明，不再重述了。第三章 合作型談判的策略

9、一、 Key Steps in the Integrative Negotiation Process（合作型談判的關(guān)鍵步驟）1. Identify and define the problem識(shí)別和定義問題（1）Define the problem in a way that is mutually acceptable to both sides以雙方共同接受的方式定義問題（2）State the problem with an eye toward practicality and comprehensiveness表述問題時(shí)要考慮實(shí)用性和全面性（3）State the problem

10、as a goal and identify the obstacles in attaining this goal把問題作為目標(biāo)來表述，并識(shí)別實(shí)現(xiàn)目標(biāo)的障礙（4）Depersonalize the problem客觀處理問題（5）Separate the problem definition from the search for solutions 把定義問題與尋求解決方案分開2. Understand the problem fully完全理解問題identify interests and needs on both sides識(shí)別需求和利益3. Generate alternati

11、ve solutions 產(chǎn)生可替代的方案3.1 Invent options by redefining the problem set: 通過重新定義問題或問題集創(chuàng)建選項(xiàng)（1） Compromise 讓步（2） Logroll相互妥協(xié)（3） Modifying the resource pie修改資源蛋糕（4） Expand the pie把蛋糕做大（5） Find a bridge solution 搭橋式的解決方法（6） Cut the costs for compliance為妥協(xié)消減成本（7） Use nonspecific compensation非特定補(bǔ)償（8） superor

12、dination上位3.2 Generate options to the problem as a given: 根據(jù)所給問題列出解決問題的方法（1） Brainstorming頭腦風(fēng)暴法（2）Surveys調(diào)查（3）Electronic brainstorming電子腦力激蕩法4. Evaluate and select among alternatives評(píng)價(jià)和選擇可供替代方案4.1 Narrow the range of solution options縮小解決方案選擇的范圍4.2 Evaluate solutions on the Quality, Objective standar

13、ds, Acceptability 基于質(zhì)量、客觀標(biāo)準(zhǔn)、可接受性來評(píng)價(jià)解決方案4.3 Agree to evaluation criteria in advance 評(píng)判選擇前要對(duì)評(píng)價(jià)標(biāo)準(zhǔn)達(dá)成一致協(xié)議4.4 Be willing to justify personal preferences愿意判定個(gè)人的偏好4.5 Be alert to the influence of intangibles in selecting options在選擇方案時(shí)警覺無形因素的影響4.6 Use subgroups to evaluate complex options 利用小組來評(píng)價(jià)復(fù)雜的選擇方案4.7 T

14、ake time to “cool off”暫停談判以冷卻局勢(shì)4.8 Explore different ways to logroll利用不同的方法去互相贊同Exploit differences in expectations and risk/time preferences（如利用風(fēng)險(xiǎn)偏好的差異、利用期望值的差異、利用時(shí)間偏好的差異）4.9 Keep decisions tentative and conditional until a final proposal is complete保持決策的暫時(shí)性及條件性，直到最終提議的所有方面都完成4.10 Minimize formalit

15、y, record keeping until final agreements are closed減少保存手續(xù)與記錄，直到達(dá)成最終協(xié)議第11章 管理談判僵局一、 Fundamental Mistakes that Cause Impasses引起僵局的根本性錯(cuò)誤1.Neglecting the other sides problem忽視另一方的問題2.Too much of a focus on price過多地關(guān)注價(jià)格3.Positions over interests立場(chǎng)勝過利益4.Too much focus on common ground過多地關(guān)注共同范圍5.Neglecting

16、 BATNAs忽視最優(yōu)備選方案6.Adjusting perceptions during the negotiation在談判中調(diào)整直覺二、 How to Resolve Impasses怎樣解決僵局1.Impasses need to be resolved on three levels:需要從三個(gè)層面上解決僵局（1）Cognitive resolution認(rèn)識(shí)解決 Change how the parties view the situation改變談判方如何看待僵局的情況的（2）Emotional resolution情感解決 Change how the parties feel

17、about the impasse改變談判方對(duì)于僵局和對(duì)方的感受（3）Behavioral resolution行為解決 Specify ways the parties can stop difficult conflict dynamics雙方能夠停止動(dòng)態(tài)沖突的具體途徑2. Strategies for Resolving Impasses解決僵局的戰(zhàn)略（1） Reaching agreement on rules and procedures在規(guī)則和程序上達(dá)成一致協(xié)議（創(chuàng)建基本準(zhǔn)則包括以下七步）a) Obtain mutual agreement about the rules that

18、 will govern the negotiation獲得關(guān)于如何管理這個(gè)談判的規(guī)則的共同意見b) Determine a site for a meeting確定一個(gè)會(huì)議場(chǎng)所c) Set a formal agenda設(shè)定一個(gè)正式的議事日程d) Determine who may attend the meetings確定誰可以參加這個(gè)會(huì)議e) Set time limits for individual meetings為個(gè)人會(huì)談和整個(gè)談判部分設(shè)置時(shí)間限制f) Set procedural rules設(shè)置程序規(guī)則g）Follow specific dos and donts遵守可以做和不

19、可以做的特殊行為規(guī)范（2） Reducing tension and synchronizing de-escalation of hostility減少緊張和降低敵意a) Separate the parties分離當(dāng)事人b) Manage tension管理壓力c) Acknowledge the others feelings: active listening承認(rèn)對(duì)方的感受，積極傾聽d) Synchronize de-escalation同步降級(jí)Decide on a small concession that each side could make to signal good f

20、aith同步降級(jí)的意思是雙方所做出的每一個(gè)小小的讓步都能發(fā)出誠(chéng)信的信號(hào)，同時(shí)讓僵局降級(jí)（3） Improving the accuracy of communication改善溝通的準(zhǔn)確性a) Role reversal角色互換b) Imaging: parties engage in the following activities想象：沖突雙方完成以下活動(dòng) how they see themselve描述談判者怎樣看待自己 how the other party appears to them描述對(duì)方在他們面前是怎樣的 how they think the other party woul

21、d describe them陳述談判者認(rèn)為對(duì)方將會(huì)如何描述他們（談判者） how they think the other party sees themselves陳述談判者認(rèn)為對(duì)方是如何看待他們自己的（4） Controlling the number and size of issues控制議題的數(shù)量和規(guī)模a) Fractionate the negotiation化整為零i. Reduce the number of parties on each side減少每一方參加的人數(shù)ii. Control the number of substantive issues involved控制討論的實(shí)質(zhì)性問題的數(shù)量iii. State issues in concrete terms rather than as principles以具體的方式而不是原則陳述問題iv. Restrict the precedents involved, both procedural and substantive不論是在形式上還是在程序上都限制引用慣例v. Search for ways to divide the big issues尋找能夠分