谈判与冲突的解决方案

1、1NEGOTIATION AND CONFLICT RESOLUTION谈判与冲突处理第1页2NEGOTIATION AND CONFLICT RESOLUTION谈判与冲突处理Negotiation skills are critical to success in todays globalized work environment. Theories, strategies, and ethics underlying negotiation and persuasion in contemporary organizations and societies. Emphasizes th

2、e knowledge and skill needed for effective negotiation and persuasion. Also covers theories and practices of conflict resolution in organizations, strategies for analyzing and addressing conflicts, and skills for diagnosing and intervening in conflict situations. 谈判技巧是当今全球工作环境成功关键。在暂时组织和小区中，理论， 战略和伦

3、理是谈判和说服力基础。为了有效地谈判和说服，强调知识和 技能也涵盖和组织处理冲突理论与实践，分析与叙述冲突战略，以及 在冲突环境下诊疗和介入技巧。第2页3NEGOTIATION AND CONFLICT RESOLUTION谈判与冲突处理Negotiation Fundamentals Part I谈判基础第I部分Negotiation Subprocesses Part II谈判阶段第I I部分Negotiation Contexts Part III谈判过程第III部分Negotiation Remedies Part IV谈判补救第IV部分第3页“NEGOTIATION” AS AN E

4、XECUTIVE TOOL“谈判”是一个执行工具第4页5Negotiation Fundamentals 谈判基础Part I 第I部分 Chapter 1第1章The Nature of Negotiation谈判性质第5页6When is Negotiation Needed?什么时候需要谈判？ Situation where two or more parties must make a decision about their interdependent goals and objectives. 双方或多方对相互依赖目标和目标作出决议情景 The parties are commi

5、tted to peaceful means for resolving their dispute. 双方承诺以和平方法处理他们分歧 There is no clear or established method or procedure for making the decision. 对于决议没有明确或现成方法或程序第6页7When is “Negotiation” Or “Bargaining” Used ?什么时候使用“谈判”或“讨价还价”？ What is Bargaining?什么是讨价还价？“Haggle” over price对价格争论不休 What is Negotiati

6、on?什么是谈判？ More “formal” process that occurs when parties are trying to find a mutually acceptable solution to a complex conflict. 双方对复杂冲突试图寻找共同可接收处理方法时所 采取更“正规”方式第7页8Characteristics of a “Negotiation” Or “Bargaining” Situation“谈判”或“讨价还价”特征Interpersonal or Intergroup process人际或群组之间过程Conflict of Inter

7、est between two or more parties双方或多方利益冲突Parties negotiate because they think they can use some form of influence to get a better deal than by simply taking what the other side offers 双方谈判因为他们认为他们利用一些形式影响比另一方给予能够达成更加好交易Parties prefer to search for agreement rather than “fight” 各方愿意达成协议而不是“争斗”When we

8、negotiate, WE EXPECT GIVE AND TAKE! 谈判时，我们期望给予和得到！Tangibles (price) v. Intangibles (Need to look “good”, desire to “book” more business, save “face”, setting precedent for future, etc.) 有形（价格）与无形（需要看得好些，期望“统计”更多商务活动，不丢“面子”，为未来创先例。等）第8页9NEGOTIATION AND CONFLICT RESOLUTION谈判与冲突处理Interdependence相互依赖Mut

9、ual Adjustment共同调整Conflict冲突Divergent Needs, Ideas, Interests, or Persons 不一样需要，意愿，利益或人Working toward same goal 为了共同目标工作第9页10LEVELS OF CONFLICT冲突层次Interpersonal个人内部Intragroup组织内部Intergroup组织之间第10页11DESTRUCTIVE NATURE/IMAGEOF CONFLICT?冲突破坏性本质/形象Competitive Processes竞争过程Misperception and Bias误解和偏见Emot

10、ionality激动Decreased Communication降低沟通Blurred Issues污损问题Rigid Commitments刻板承诺Magnified Differences夸大差异Escalation of the Conflict冲突升级第11页12BENEFITS OF CONFLICT冲突好处Creates organizational awareness and thus able to cope 使组织能够意识到，并能够妥善处理Conflict “promises” change!冲突“许诺”变革Makes people stronger-know they w

11、ill survive the conflict!使人们清楚地知道他们处于冲突之中Heightens morale加强伦理道德What are you willing to “fight for”你想为何而“斗争”Enhances personal development强调个人发展Stimulating and “fun”刺激与“愉悦”第12页13CONFLICT冲突Difficult to Resolve v. Easy to Resolve不轻易处理与轻易处理Dual Concerns Model双重影响模式第13页14STRATEGY OF CONFLICT MANAGEMENT冲突管

12、理战略Contending (Competing or Dominating)斗争（竞争或控制）Yielding (Accommodating or Obliging)屈从（调停或推行）Inaction (Avoidance)迟钝（回避）Problem Solving (Collaborating or Integrating) 处理问题（合作或整合）Compromising许诺第14页15STRATEGY OF CONFLICT MANAGEMENT冲突管理战略Third Party Intervention第三方干涉“Boss”老板“Mediator”中介“Conflict Managem

13、ent System”冲突管理系统第15页16Negotiation Fundamentals 谈判基础Part I 第I部分 Chapter 2第2章Negotiation: 谈判Framing, Strategizing, and Planning框架，战略与规划第16页17Framing the Problem-The Process of Defining Whats Important问题结构 - 确定重点过程 Why Frames Are Critical to Understanding Strategy 为何结构是了解战略关键 Major Approaches to Under

14、standing Frames- 了解结构主要方法Frames As a Set of Rules 结构是一系列规则Frames As Categories of Experience 结构作为经验分类第17页18Chinese Negotiation Frames中国人谈判框架Box 2.2表2.2 Five Concepts of Chinese Culture 中国文化五种理念Social Linkage社会联络Harmony融洽Roles作用Reciprocal obligations相互义务Face脸面第18页19Goals-The Objectives That Drive a N

15、egotiation Strategy目标 - 驱动谈判战略目标 Simultaneous Development of Goals and Frames 同时开发目标与结构 Direct Effects of Goals on Choice of Strategy- 在战略选择上目标直接影响Wishes are not goals希望不是目标Our goals are often linked to others goals我们目标经常与其它目标相连接There are limits/boundaries to what goals can be目标有限/无限Effective goals

16、must be specific必须有特定有效目标第19页20Strategy-The Overall Plan To Achieve Ones Goals战略 - 实现一个目标总体规划 Strategy, Tactics, or Planning战略，战术，或规划 Strategic Options-Vehicles for Achieving Goals Figure 2.2 战略选项 - 实现目标媒介 Alternative Situational Strategies情景战略备选方案Avoidance: The Nonengagement Strategy 回避：非进入战略Active

17、-Engagement Strategies: Competition, Collaboration, and Accommodation 主动-进入战略：竞争，合作和和解第20页21Strategy-The Overall Plan To Achieve Ones Goals战略 - 实现一个目标总体规划Table 2.2Competitive (Distributive Bargaining) 竞争（分散性讨价还价）Collaboration (Integrative Negotiation) 合作（整合谈判）Accommodative Negotiation 和解谈判第21页22Unde

18、rstanding The Flow Of Negotiations: Stages & Phases了解谈判流程：层次与阶段 Phase Models of Negotiation谈判阶段模式How the interaction changes over time怎样随时影响改变How the interaction structures, over time, relate to inputs and outcomes怎样随时影响结构，相关投入与产出How the tactics/interventions affect the negotiations 战术/干涉怎样影响谈判第22页2

19、3Getting Ready to Implement the Strategy: The Planning Process-1准备实施战略：计划过程-1 The Need for Planning-Do your “homework”! 计划需要 - 做“家庭作业”！ Defining the Issues确定问题Assembling Issues & Defining the Bargaining Mix 集中问题并确定讨价还价组合Defining your Interests-Why do we “want” it? 确定利益 - 我们为何“要”它Consulting with Othe

20、rs有其它人咨询Constituencies选区Other side其它方面第23页24Getting Ready to Implement the Strategy: The Planning Process-2准备实施战略：计划过程-2 The Need for Planning-Do your “homework” 计划需要 - 做“家庭作业” Assessing the Others Priorities评定其它优先选项Knowing your Limits了解你程度Setting Targets设定目标Where to start-Optimistic, Realistic, or

21、Pessimistic 从哪里开始 - 乐观，实际或消极Anticipation of “Packaging” among Issues/Objectives 对问题/目标“整体”预期Understanding of Trade-Offs and “Throwaways” 了解赔偿和“放弃”第24页25Getting Ready to Implement the Strategy: The Planning Process-3准备实施战略：计划过程-3 The Need for Planning-Do your “homework”! 计划需要 - 做“家庭作业”！ Developing Su

22、pporting Argument-Research - Box 2.4 支持论据 - 调研Analyzing the Other Party-Box 2.5分析对方 Resources, Interests, Needs资源，利益，需求Objectives目标Reputation & Style信誉与格调Other Partys Alternatives对方备选方案Other Partys Authority对方授权Other Partys Strategy & Tactics对方战略与战术第25页26Negotiation Fundamentals 谈判基础Part I 第1部分 Chap

23、ter 3第3章Strategy and Tactics of Distributive Bargaining分散性讨价还价战略与战术第26页27The Distributive Bargaining Situation分散性讨价还价情景 The Role of Alternatives to a Negotiated Agreement 谈判协议备选方案作用Settlement Point处理点Bargaining Mix讨价还价组合第27页28Fundamental Strategies基础战略 Discovering the Other Partys Resistance PointTH

24、E BUYERS ACTIONS发觉对方抵制点 - 买方行为Making extreme offers to find “resistance point?”做最大报价寻找“抵制点”Provides Buyer the largest part of settlement range提供买方最大部分设定范围Influence the “value,” the item is “overpriced?” 影响“价值”，“价格过高”吗May lower resistance and thus enlarges bargaining range 降低抵制点以增大讨价还价范围Each point is

25、 too far apart, “Seller accept lower price?” 每一点差距很大，“卖主接收较低价格吗？”Without “overlapping settlement range,” one of the parties needs to “move”没有到达“预期设定范围”，一方需“让步”“This settlement” is the best that is possible!“这一设定是最可行！”第28页29Fundamental Strategies基础战略 Influencing the Other Partys Resistance Point影响对方抵

26、制点Impact of estimate/perception of cost of delay or aborting negotiations 延迟或结束谈判成本对预计/感觉影响Who needs settlement quick?谁需要快速达成结果Satisfactory alternatives available to Buyer and/or Seller? 对买主和/或卖主满意备选方案Point varies directly with value other party attaches to outcome 抵制点直接与对方希望到达目标结果不一样而改变Point is mor

27、e modest as value of outcome is reduced作为产出价值降低，抵制点更实际Other partys point varies inversely with the perceived value you have/attach to the outcome 对方抵制点伴随你所希望到达目标结果不一样而改变Lower expectations and other party moves to more modest level 期望值越低，对方就越靠近实际水平第29页30Tactical Tasks战术任务Assess Outcome Values & Costs

28、 of Termination 评定产出价值与终止成本Indirect/Direct Assessment间接/直接评定For example, how do you ascertain rent/price for Real Estate? 举例，你怎样确定租赁/价格实际评定？Labor rates/negotiations? Auto/Commercial prices?-Comparables?劳动率/谈判？汽车/产品价格？-可比吗？Need to obtain information, ernet, library, and telephone if unable to

29、obtain from the other party 需要取得信息，如：假如不能从其它方面取得就使用因特网，图书馆，和电话。For example, in Intl negotiations one may cultivate sources of info, messages are “intercepted”, codes are broken, etc. 举例，在国际谈判中，一方会寻找信息起源，信息可“截取”，密码破译第30页31Tactical Tasks战术任务Manage Other Partys Impressions控制对方印象Screening Activities-筛选活

30、动Say/do little-“Silence is Golden” 少说/做 - “缄默是金”Stonewalling拖延Clues of disappointment/boredom or probing could indicate interest 失望/厌烦暗示或探察能够显示兴趣Merely factfinding?仅仅是查找事实吗？第31页32Tactical Tasks战术任务Manage Other Partys Impressions控制对方印象Direct Action to Alter Impressions直接活动以改变印象Logical arguments逻辑论据“I

31、f you were in my shoes, here is the way these facts would look in light of the proposal you presented.” “假如我是你话，这是你所展示提议”Selective presentations, i.e. reveal facts only necessary to support your view 有选择性展示，如：仅在有必要支持你观点时展示事实Display emotional reactions显示情感反应第32页33Tactical Tasks战术任务Modify Other Partys

32、 Perceptions改变对方感觉Make demands more attractive to other, i.e. explain the import of their position in logical terms.给对方提出更有吸引力要求，如：逻辑性地解释他们立场主要性Manipulate the Actual Costs of Delay/Termination 控制延迟/终止实际成本Disruptive Action-Increased Cost破坏活动 - 增加成本Alliance with Outsiders与外界联盟Schedule Manipulation控制安排

33、第33页34Positions Taken During Negotiation谈判过程中所采取地位Opening Offer开放报价What should it be? Too high? Too Low? 应是什么样报价？太高？太低？The “Dance”“跳舞”Extreme? Gets higher settlements? 极限？得到较高处理方法？Advantages: Gives room for movement, sends message 优势：有移动空间，传递信息Disadvantages: Rejected, conveys “attitude” of toughness

34、 劣势：拒绝，转变成粗暴“态度”May need alternatives if extreme!假如是极限，需备选方案第34页35Positions Taken During Negotiation谈判过程中所采取地位Opening Stance/Attitude开放姿态/态度Cooperative?合作？Fight for everything?为任何事都争斗？Moderate, make concessions有节制，作出让步“Lets be reasonable”“让其合理”“Tit for tat”“针锋相对”Other party may mirror your stance/at

35、titude 对方会以你姿态/态度为鉴第35页36Positions Taken During Negotiation谈判过程中所采取地位Initial Concessions初始让步Initial offer and counteroffer define the bargaining range 初始报价和反报价确定了讨价还价范围If unacceptable, ask for another offer 假如不接收，寻求另外报价Used for communications用于沟通 What movement/concession is made? 做了什么改变/让步For exampl

36、e, firm/small position reflects that one “wants most of the bargaining range” 举例，强硬/小地位显示出一方“希望范围大部分”第36页37Positions Taken During Negotiation谈判过程中所采取地位Role of Concessions让步作用People expect the dance!人们希望跳舞！How large?多大让步？Cooperative v. Combative合作与争斗Fairness returns fairness?公平合理吗？Firmness “shortens”

37、 the negotiations?强硬“缩短”谈判？Flexibility and learn from the exchange? 灵活以及从交换中吸收教训吗？第37页38Positions Taken During Negotiation谈判过程中所采取地位Pattern of Concession Making作出让步模式“If you give A, Ill give B”“假如你给我A ，我将给你B”“No take it or leave it”usually resented “没有取舍”- 通常不满Progression shows people feel better进步显

38、示人们感觉良好Opening goes to show where you will end up! 开放说明你将怎样结束Major concession calls for return offer/similar weight & somewhat comparable magnitude 主要让步需要报价回应/类似权重和可比量第38页39Positions Taken During Negotiation谈判过程中所采取地位Final Offer最终报价Send a message传输信息“This is all I can do”“这是我所能够做”“This is as far as

39、I can go”“这是尽我所能”Make it substantial concession作出实际让步“I went to the boss and got a special deal just for you” “我去找我老板为你所得到特殊交易”第39页40Commitment承诺Tactical Consideration in Using Commitments 战术考虑使用承诺“Pledge regarding the future course of action” “对未来行动确保”Establishing a Commitment建立一个承诺Must have finali

40、ty, specificity and statement of consequences. 必须对结果有定局，特征和说明Public Pronouncement对外公布Linking with an Outside Base与外界联络Increase the Prominence of Demands提升要求声望Reinforce the Threat or Promise强调许诺威胁第40页41Commitment承诺Preventing the Other Party from Committing Prematurely预防另一方过早承诺General strategy is to r

41、etain flexibility!总战略是保持灵活性Time to develop “commitments”时间产生“承诺”Finding Ways to Abandon a Committed Position 寻找方法放弃受约束地位Provide info提供信息Avoid “embarrassing” environment-to both!防止双方“窘迫”第41页42Closing the Deal结束生意“Winners Curse”“胜者曲线”Accept offer too quick?接收报价过快？Before making an offer ask, “Will I be

42、 happy if the offer is accepted quickly?” 提出报价之前问一问，“假如接收报价过快，我会不会满意？”第42页43Closing the Deal结束生意Provide alternatives提供备选方案Provide choices/solutions提供选择/处理方法Assume the close假设结束Salespeople do it all the time! 销售人员随时做！Write up “order”抬高“报价”Split the difference区分差异Parties started with “fair” offers!各方从

43、“合理”报价开始第43页44Closing the Deal结束生意Exploding offers破除报价Tight deadline紧密期限“Stop considering alternatives”“不考虑备选方案”Sweeteners温柔Linkage-联络“Payment amount versus timing of payment” “支付数量与支付时间”“Ill give you X, if you accept my deal” “假如你接收我交易，我将给你X”第44页45Hardball Tactics顽石战术Dealing with Typical Hardball T

44、actics处理经典顽石战术 Ignore Them忽略他们Discuss Them与他们讨论Name the game! “Id like to avoid that and negotiate how you negotiate” 称其为游戏“我不想像你这么谈判”Respond in Kind-“Tic for Tac”友善回应 Co-Opt the Other Party与其它人合作Befriend them early and therefore “sidetrack” tactic 起初友善来采取“侧面回击”战术第45页46Hardball Tactics顽石战术Dealing wi

45、th Typical Hardball Tactics处理经典顽石战术 Accommodation-Cooperative/Unassertive和解 - 合作/不过分自信Competition-Assertive/Uncooperative竞争 - 过分自信/不合作Tricks骗局Extreme offers极限报价Withhold concession/info抑制让步/信息“Stretching” the facts“夸大”事实Attacks攻击Threats, rudeness, hostility, rigidity, intolerance to intimidation and

46、issuing ultimatums 对威吓和最终通牒威胁，粗鲁，敌视，刻板，不容忍第46页47Hardball Tactics -1顽石战术Typical Hardball Tactics经典顽石战术 Good/Bad Guy好/坏家伙Highball/Lowball高球/低球Bogey可怕人The Nibble蚕食第47页48Hardball Tactics -2 顽石战术Typical Hardball Tactics经典顽石战术Chicken家禽Intimidation恐吓Aggressive Behavior激进行为Snow (Fog) Job天花乱坠自吹Other其它第48页49N

47、egotiation Fundamentals 谈判基础Part I 第I部分 Chapter 4第4章Strategy and Tactics of Integrative Negotiation整合谈判战略与战术第49页50Introduction介绍What Makes Integrative Negotiation Different? 什么使整合谈判有差异？Focus on Commonalties, not Differences 集中到共同点，而非异同点Address Needs and Interests, not Positions 强调需求，兴趣，而非地位Commitmen

48、t to Meeting the Needs承诺满足需求Exchange of Info & Ideas交换信息与想法Invention of Options for Mutual Gain创造共同取得选择Use of Objective Criteria for Performance 对绩效目标标准使用第50页51Overview of the Integrative Negotiation Process整合谈判过程总体看法Creating a Free Flow of Information创建自由信息流Attempting to Understand the Other Negoti

49、ators Real Need and Objectives试图了解谈判对方实际需求与目标Emphasizing the Commonalties between the Parties & Minimizing Differences强调双方共同点，降低异同点Searching for Solutions That Meet the Goals and Objectives of Both Sides 寻找满足双方目标和目标处理方法第51页52Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Identify & Defin

50、e the Problem识别和确定问题Define Problem in Mutually Acceptable Way 以各种可接收方法识别问题Keep Problem Statement Clean & Simple问题描述清楚，简练State the Problem as Goal & Identify Obstacles 作为目标和识别障碍来描述问题Depersonalize the Problem与个人无关问题Separate the Problem from Search for Solutions 从研究处理方法中区分问题第52页53Key Steps In The Integ

51、rative Negotiation Process整合谈判过程中主要步骤Understand the Problem Fully-全方面了解问题Identify Interests/Needs识别利益/需求Not positions but the underlying concerns, needs, desires, or fears that motivate a negotiator to take a particular position. 不重视地位，但基于关注，需要，愿望，或担心，激励谈判者 负担一定地位。 Allows for inventive solutions to

52、meet interests 允许创意性处理方法以满足利益“Why”-That is the Question!“为何”- 这是个问题！“Why they want, what they want?”“为何他们想要，他们想要什么？”第53页54Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Types of Interests-利益类型Substantive Interests实际利益Tangible ones有形Economic and Financial经济和金融Process Interests过程利益Are rela

53、ted to the way the dispute is settled与争端处理方法相关Example, “They never listen to me”举例“他们从来不听我”Relationship Interests关系利益The parties value the relationship to one another and do not want to damage it不想打破双方价值关系Interests in Principle利益标准What is right, acceptable, fair, or ethical什么是正确，可接收，合理或合乎道德第54页55Key

54、 Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Types of Interests-利益类型Almost always more than one总是比一个多Parties have different interests at stake各方利益不一样Interests can be rooted in human needs or values 利益基于人类需求或价值Interests can change利益可改变Getting at Interests取得利益Asking the “Why?”问询“为何？”Unified

55、 position versus generalized set of interests 独特地位与利益普通化第55页56Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Generate Alternative Solutions- (The creative part) 创建备选方案处理方法（有创意部分）Inventing Options by Redefining the Problem or Problem Set 经过重新确定问题或问题系列进行选项Parties state specific underlying

56、needs and develop alternatives to successfully meet them 各方陈说尤其潜在需求，开发可选方案以成功地满足他们第56页57Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Generate Alternative Solutions-Techniques-1 创建备选方案处理方法 - 技术 - 1Expand the Pie将蛋糕做大First and least costly首次与最小成本How can both parties get what they are “de

57、manding?” 双方怎样得到他们“需要”Is there a resource shortage? 资源短缺吗？How can additional resources assist in reaching a solution? 额外资源怎样辅助寻求处理方法第57页58Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Generate Alternative Solutions-Techniques-2 创建备选方案处理方法 - 技术 - 2Logrolling相互捧场What issues are of higher/

58、lower priority to me? To other party?.什么问题对我是较高/较低优先选择？对另一方怎么样？Any high priority to me match low to the other?对我方有没有高优先选择以适应对方低优先选择？More than one issue in conflict-Unbundle large ones! 冲突中最少一个问题 - 杂乱问题！Trial and Error to find the “right solution”尝试和错误寻找“正确答案”Trade Off items互补项目What is inexpensive to

59、 me but valuable to the other party?什么对我方费用不高，而对对方有价值？第58页59Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Generate Alternative Solutions-Techniques-3 创建备选方案处理方法 - 技术 - 3Use “Nonspecific Compensation” 使用“非特定赔偿”What is of value to the other party? 什么对对方有价值？What can I do to make the other

60、side happy and simultaneously allow me to “get my way?” 我方做些什么能够使对方愉快，同时使我方“随心所欲”What is inexpensive for me to give up to satisfy the other party? 对于我方放弃什么以满足对方费用廉价？第59页60Key Steps In The Integrative Negotiation Process整合谈判过程中主要步骤Generate Alternative Solutions-Techniques-4 创建备选方案处理方法 - 技术 - 4Cut the