谈判战略梳理

1、精选优质文档-倾情为你奉上第二章 对立型谈判的策略一、Fundamental Strategies（这里指对立型谈判中买方可以运用的四种战略）1. Push for settlement near opponents resistance point尽量作出一个接近于卖方的拒绝点2. Get the other party to change their resistance point说服另一方改变他们的拒绝点3. If settlement range is negative, either:如果存在一个消极谈判空间，买方可以有两种选择（消极谈判空间是指当卖方的拒绝点高于卖方的拒绝点时，买

2、方就不可能接受卖方提出的最低价。我们把这种情况称为消极的谈判空间）（1）Get the other side to change their resistance point（买方可以说服卖方降低拒绝点以创造积极的谈判空间。积极的谈判空间是指的买卖双方拒绝点之间的交集部分）（2）Modify your own resistance point（买方可以改变自身的拒绝点以形成交叠）4. Convince the other party that the settlement is the best possible（使卖方相信这是所能取得的最好结果）二、The keys to implement

3、ing any of the four strategies are(对立型谈判各种战略下的两个重要任务，也就是说，无论采取何种战略，有所以对立型谈判情形中，有以下两个任务是很重要的：)1. Discovering the other partys resistance point找出对方的拒绝点2. Influencing the other partys resistance point 影响对方的拒绝点三、 Tactical Tasks of Negotiators对立型谈判的四大战术任务1.Assess outcome values and the costs of terminati

4、on for the other party 评估另一方的目标、拒绝点和中止谈判的成本（可以有两种方法完成任务，即间接估计和直接估计）2.Manage the other partys impressions管理另一方的印象（可以通过以下两种方式来实现）（1） Screen your behavior:掩盖谈判立场Say and do as little as possible就是尽可能少说话少做事（2） Direct action to alter impressions通过一些直接行为来改变印象Present facts that enhance ones position 选择性表述一些

5、事实以加强自己的立场3. Modify the other partys perceptions改变自身的目标印象（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将自己的需求和立场对另一方变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 控制因拖延或终止谈判而造成的实际损失,有三种方法如下：（1）Plan disruptive action 制造混乱Raise the costs of delay to the other party增加延迟给对方造成的损失（2）Form an alliance with outsiders 联合抵制Involve (or threaten to involve) other parties who can influence the outcome in your favor涉及(或威胁涉及)其他可以影

7、响对自己有利结果各方，就是说你寻找外围的帮助力量，这些力量能够影响谈判结果，使这个结果你自己有种（3）Schedule manipulations 控制谈判时间One party is usually more vulnerable to delaying than the other意思是如果延迟谈判，一方比起另一方而言，会更加脆弱。我们就可以抓住这一点，根据自已的目的有效地控制谈判时间四、 Positions Taken During Negotiations（谈判中所采取的立场，这里提供有具体的方法，因上课时已讲，故不重述）略五、 Commitments: Tactical Consid

8、erations（承诺战术）承诺战术包括三个方面的内容，即如何建立承诺（文章中讲到了4种方法）、如何放弃承诺（课文中讲了4种方法），这些上课时已做详细的说明，不再重述了。六、 Closing the Deal（中止谈判）课文中讲到了5种方法。这些上课时已做详细的说明，不再重述了。七、 Dealing with Typical Hardball Tactics（怎样应对强硬战术）课文中讲了4种方法。这些上课时已做详细的说明，不再重述了。八、 Typical Hardball Tactics（对立型谈判中的强硬战术）文章中讲了8种战术。这些上课时已做详细的说明，不再重述了。第三章 合作型谈判的策略

9、一、 Key Steps in the Integrative Negotiation Process（合作型谈判的关键步骤）1. Identify and define the problem识别和定义问题（1）Define the problem in a way that is mutually acceptable to both sides以双方共同接受的方式定义问题（2）State the problem with an eye toward practicality and comprehensiveness表述问题时要考虑实用性和全面性（3）State the problem

10、as a goal and identify the obstacles in attaining this goal把问题作为目标来表述，并识别实现目标的障碍（4）Depersonalize the problem客观处理问题（5）Separate the problem definition from the search for solutions 把定义问题与寻求解决方案分开2. Understand the problem fully完全理解问题identify interests and needs on both sides识别需求和利益3. Generate alternati

11、ve solutions 产生可替代的方案3.1 Invent options by redefining the problem set: 通过重新定义问题或问题集创建选项（1） Compromise 让步（2） Logroll相互妥协（3） Modifying the resource pie修改资源蛋糕（4） Expand the pie把蛋糕做大（5） Find a bridge solution 搭桥式的解决方法（6） Cut the costs for compliance为妥协消减成本（7） Use nonspecific compensation非特定补偿（8） superor

12、dination上位3.2 Generate options to the problem as a given: 根据所给问题列出解决问题的方法（1） Brainstorming头脑风暴法（2）Surveys调查（3）Electronic brainstorming电子脑力激荡法4. Evaluate and select among alternatives评价和选择可供替代方案4.1 Narrow the range of solution options缩小解决方案选择的范围4.2 Evaluate solutions on the Quality, Objective standar

13、ds, Acceptability 基于质量、客观标准、可接受性来评价解决方案4.3 Agree to evaluation criteria in advance 评判选择前要对评价标准达成一致协议4.4 Be willing to justify personal preferences愿意判定个人的偏好4.5 Be alert to the influence of intangibles in selecting options在选择方案时警觉无形因素的影响4.6 Use subgroups to evaluate complex options 利用小组来评价复杂的选择方案4.7 T

14、ake time to “cool off”暂停谈判以冷却局势4.8 Explore different ways to logroll利用不同的方法去互相赞同Exploit differences in expectations and risk/time preferences（如利用风险偏好的差异、利用期望值的差异、利用时间偏好的差异）4.9 Keep decisions tentative and conditional until a final proposal is complete保持决策的暂时性及条件性，直到最终提议的所有方面都完成4.10 Minimize formalit

15、y, record keeping until final agreements are closed减少保存手续与记录，直到达成最终协议第11章 管理谈判僵局一、 Fundamental Mistakes that Cause Impasses引起僵局的根本性错误1.Neglecting the other sides problem忽视另一方的问题2.Too much of a focus on price过多地关注价格3.Positions over interests立场胜过利益4.Too much focus on common ground过多地关注共同范围5.Neglecting

16、 BATNAs忽视最优备选方案6.Adjusting perceptions during the negotiation在谈判中调整直觉二、 How to Resolve Impasses怎样解决僵局1.Impasses need to be resolved on three levels:需要从三个层面上解决僵局（1）Cognitive resolution认识解决 Change how the parties view the situation改变谈判方如何看待僵局的情况的（2）Emotional resolution情感解决 Change how the parties feel

17、about the impasse改变谈判方对于僵局和对方的感受（3）Behavioral resolution行为解决 Specify ways the parties can stop difficult conflict dynamics双方能够停止动态冲突的具体途径2. Strategies for Resolving Impasses解决僵局的战略（1） Reaching agreement on rules and procedures在规则和程序上达成一致协议（创建基本准则包括以下七步）a) Obtain mutual agreement about the rules that

18、 will govern the negotiation获得关于如何管理这个谈判的规则的共同意见b) Determine a site for a meeting确定一个会议场所c) Set a formal agenda设定一个正式的议事日程d) Determine who may attend the meetings确定谁可以参加这个会议e) Set time limits for individual meetings为个人会谈和整个谈判部分设置时间限制f) Set procedural rules设置程序规则g）Follow specific dos and donts遵守可以做和不

19、可以做的特殊行为规范（2） Reducing tension and synchronizing de-escalation of hostility减少紧张和降低敌意a) Separate the parties分离当事人b) Manage tension管理压力c) Acknowledge the others feelings: active listening承认对方的感受，积极倾听d) Synchronize de-escalation同步降级Decide on a small concession that each side could make to signal good f

20、aith同步降级的意思是双方所做出的每一个小小的让步都能发出诚信的信号，同时让僵局降级（3） Improving the accuracy of communication改善沟通的准确性a) Role reversal角色互换b) Imaging: parties engage in the following activities想象：冲突双方完成以下活动 how they see themselve描述谈判者怎样看待自己 how the other party appears to them描述对方在他们面前是怎样的 how they think the other party woul

21、d describe them陈述谈判者认为对方将会如何描述他们（谈判者） how they think the other party sees themselves陈述谈判者认为对方是如何看待他们自己的（4） Controlling the number and size of issues控制议题的数量和规模a) Fractionate the negotiation化整为零i. Reduce the number of parties on each side减少每一方参加的人数ii. Control the number of substantive issues involved控制讨论的实质性问题的数量iii. State issues in concrete terms rather than as principles以具体的方式而不是原则陈述问题iv. Restrict the precedents involved, both procedural and substantive不论是在形式上还是在程序上都限制引用惯例v. Search for ways to divide the big issues寻找能够分