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CHAPTER1INTRODUCTIONCHAPTER1INTRODUCTION1LEARNINGOBJECTIVES
A.ImproveyourabilitytonegotiatesuccessfullyB.GeneralstrategyforsuccessfulnegotiationC.Enlightenedmodelofnegotiation(fraternaltwinmodel)LEARNINGOBJECTIVES
2
Mind&HeartRationalvs.
Intuitional
TheNatureofNegotiationInterdependence
NegotiationSandtraps
Mind&Heart3
TheNatureofNegotiation
Negotiationissomethingthateveryonedoes,almostdaily.Negotiationsoccurforoneoftworeasons:
(1)Tocreatesomethingnewthatneitherpartycouldattainonhisorherown (2)Toresolveaproblemordisputebetweentheparties
TheNatureofNegotiation
4TheNatureofNegotiation
CharacteristicsCommontoAllNegotiationSituations
1.
Therearetwoormoreparties2.Thereisaconflictofinterestbetweenthem3.Partiesnegotiatebecausetheythinktheycangetabetterdealthanbytakingwhattheothersidewillgivethem.4.Partiesprefertosearchforagreementratherthan:FightopenlyCapitulatePermanentlybreakoffcontactTaketheirdisputetoathirdpartyTheNatureofNegotiation5TheNatureofNegotiation
5.Partiesexpectgiveandtake.Theyexpectbothsideswillmodifyorgiveinsomewhatontheiropeningstatements,requests,ordemands6.Successfulnegotiationinvolves:-Theresolvingoftangibles(e.g.,thepriceorthetermsofagreement)-Theresolutionofintangibles(theunderlyingpsychologicalmotivations)TheNatureofNegotiation6
Interdependence
Innegotiation,bothpartiesneedeachotherThismutualdependencyiscalledinterdependenceInterdependentgoalsareanimportantaspectofnegotiation:Win-lose:Iwin,youloseWin-win:OpportunitiesforbothpartiestogainOnepotentialconsequenceofinterdependentrelationshipsisvaluecreationTheotherpotentialconsequenceofinterdependentrelationshipsisconflict
InterdependenceInnegotiati7
ValueCreation
Synergy:thenotionthe"thewholeisgreaterthanthesumofitsparts".NegotiatorsshouldbeawarethatpotentialdifferencescanbeusedtoreachagreementItisalsopossibletocreatevaluethroughsharedinterestsandthroughscale(tasktoobigforonepartytoaccomplishalone)
ValueCreationSynergy:th8
Conflict
Maybedefinedasa:
"sharpdisagreement"andincludes"theperceiveddivergenceofinterest,orabeliefthattheparties'currentaspirationscannotbeachievedsimultaneously"
ConflictMaybedefinedas9
LevelsofConflict
IntrapersonalorIntrapsychicConflict
Conflictthatoccurswithinanindividual
Wewantanicecreamconebadly,butweknowthaticecreamisveryfatteningInterpersonalConflict
Conflictisbetweenindividualpeople
Conflictbetweenbossesandsubordinates,spouses,siblings,roommatesetc.
LevelsofConflictIntraper10
LevelsofConflictIntragroupConflict
Within-groupnegotiationAmongteamandcommitteemembersandwithinfamilies,classesetc.IntergroupConflict
ConflictcanoccurwithingroupsandamonggroupssimultaneouslyConflictbetweenunionsandmanagement,warringnations,feudingfamilies,orcommunityactiongroupsandgovernmentauthoritiesThesenegotiationsarethemostcomplex
LevelsofConflictIntragroup11
SomeoftheFunctionsand
BenefitsofConflictDiscussingconflictmakesorganizationalmembersmoreawareandabletocopewithproblemsItpromisesorganizationalchangeandadaptation.ItstrengthensrelationshipsandheightensmoraleItpromotesawarenessofselfandothersItencouragespersonalandpsychologicaldevelopmentItcanbestimulatingandfun
SomeoftheFunctionsand
Be12
FiveMajorStrategiesforConflictManagement:
1 Contending
Actorspursueownoutcomesstrongly,showlittleconcernforotherpartyobtainingtheirdesiredoutcomes2 YieldingActorsshowlittleinterestinwhethertheyattainownoutcomes,arequiteinterestedinwhethertheotherpartyattainstheiroutcomes3 Inaction
Actorsshowlittleinterestinwhethertheyattainownoutcomes,littleconcernaboutwhethertheotherpartyobtainstheiroutcomes
FiveMajorStrategiesforCon13
FiveMajorStrategiesforConflictManagement:4 ProblemsolvingActorsshowhighconcerninobtainingownoutcomes,aswellashighconcernfortheotherpartyobtainingtheiroutcomes5 CompromisingActorsshowmoderateconcerninobtainingownoutcomes,aswellasmoderateconcernfortheotherpartyobtainingtheiroutcomes
FiveMajorStrategiesforCon14TheDualConcernsModelTheDualConcernsModel15
TheSandtrapsofNegotiationLeavingmoneyonthetable(“lose-lose”negotiation)Settlingfortoolittle(the“winner’scurse”)WalkingawayfromthetableSettlingfortermsworsethanyouralternative(the“agreementbias”)TheSandtrapsofNegotiation16
DebunkingNegotiationMyths
Myth1:Negotiationsarefixed-sumMyth2:YouneedtobeeithertoughorsoftMyth3:GoodnegotiatorsarebornMyth4:ExperienceisagreatteacherMyth5:GoodnegotiatorstakerisksMyth6:Goodnegotiatorsrelyonintuition
DebunkingNegotiationMyths17WHYAREPEOPLEINEFFECTIVENEGOTIATORS?
A.Faultyfeedback1. Confirmationbias2. EgocentrismB.Satisfying(whenpeoplesettleforsomethinglessthantheyotherwisecouldhave)C. Self-reinforcingincompetenceWHYAREPEOPLEINEFFECTIVENEG18讨论我们何时不该进行谈判？讨论我们何时不该进行谈判？19ElementsElementswww.animationfactory.c20CHAPTER1INTRODUCTIONCHAPTER1INTRODUCTION21LEARNINGOBJECTIVES
A.ImproveyourabilitytonegotiatesuccessfullyB.GeneralstrategyforsuccessfulnegotiationC.Enlightenedmodelofnegotiation(fraternaltwinmodel)LEARNINGOBJECTIVES
22
Mind&HeartRationalvs.
Intuitional
TheNatureofNegotiationInterdependence
NegotiationSandtraps
Mind&Heart23
TheNatureofNegotiation
Negotiationissomethingthateveryonedoes,almostdaily.Negotiationsoccurforoneoftworeasons:
(1)Tocreatesomethingnewthatneitherpartycouldattainonhisorherown (2)Toresolveaproblemordisputebetweentheparties
TheNatureofNegotiation
24TheNatureofNegotiation
CharacteristicsCommontoAllNegotiationSituations
1.
Therearetwoormoreparties2.Thereisaconflictofinterestbetweenthem3.Partiesnegotiatebecausetheythinktheycangetabetterdealthanbytakingwhattheothersidewillgivethem.4.Partiesprefertosearchforagreementratherthan:FightopenlyCapitulatePermanentlybreakoffcontactTaketheirdisputetoathirdpartyTheNatureofNegotiation25TheNatureofNegotiation
5.Partiesexpectgiveandtake.Theyexpectbothsideswillmodifyorgiveinsomewhatontheiropeningstatements,requests,ordemands6.Successfulnegotiationinvolves:-Theresolvingoftangibles(e.g.,thepriceorthetermsofagreement)-Theresolutionofintangibles(theunderlyingpsychologicalmotivations)TheNatureofNegotiation26
Interdependence
Innegotiation,bothpartiesneedeachotherThismutualdependencyiscalledinterdependenceInterdependentgoalsareanimportantaspectofnegotiation:Win-lose:Iwin,youloseWin-win:OpportunitiesforbothpartiestogainOnepotentialconsequenceofinterdependentrelationshipsisvaluecreationTheotherpotentialconsequenceofinterdependentrelationshipsisconflict
InterdependenceInnegotiati27
ValueCreation
Synergy:thenotionthe"thewholeisgreaterthanthesumofitsparts".NegotiatorsshouldbeawarethatpotentialdifferencescanbeusedtoreachagreementItisalsopossibletocreatevaluethroughsharedinterestsandthroughscale(tasktoobigforonepartytoaccomplishalone)
ValueCreationSynergy:th28
Conflict
Maybedefinedasa:
"sharpdisagreement"andincludes"theperceiveddivergenceofinterest,orabeliefthattheparties'currentaspirationscannotbeachievedsimultaneously"
ConflictMaybedefinedas29
LevelsofConflict
IntrapersonalorIntrapsychicConflict
Conflictthatoccurswithinanindividual
Wewantanicecreamconebadly,butweknowthaticecreamisveryfatteningInterpersonalConflict
Conflictisbetweenindividualpeople
Conflictbetweenbossesandsubordinates,spouses,siblings,roommatesetc.
LevelsofConflictIntraper30
LevelsofConflictIntragroupConflict
Within-groupnegotiationAmongteamandcommitteemembersandwithinfamilies,classesetc.IntergroupConflict
ConflictcanoccurwithingroupsandamonggroupssimultaneouslyConflictbetweenunionsandmanagement,warringnations,feudingfamilies,orcommunityactiongroupsandgovernmentauthoritiesThesenegotiationsarethemostcomplex
LevelsofConflictIntragroup31
SomeoftheFunctionsand
BenefitsofConflictDiscussingconflictmakesorganizationalmembersmoreawareandabletocopewithproblemsItpromisesorganizationalchangeandadaptation.ItstrengthensrelationshipsandheightensmoraleItpromotesawarenessofselfandothersItencouragespersonalandpsychologicaldevelopmentItcanbestimulatingandfun
SomeoftheFunctionsand
Be32
FiveMajorStrategiesforConflictManagement:
1 Contending
Actorspursueownoutcomesstrongly,showlittleconcernforotherpartyobtainingtheirdesiredoutcomes2 YieldingActorsshowlittleinterestinwhethertheyattainownoutcomes,arequiteinterestedinwhethertheotherpartyattainstheiroutcomes3 Inaction
Actorsshowlittleinterestinwhethertheyattainownoutcomes,littleconcernaboutwhethertheotherpartyobtainstheiroutcomes
FiveMajorStrategiesforCon33
FiveMajorStrategiesforConflictManagement:4 ProblemsolvingActorsshowhighconcerninobtainingownoutcomes,aswellashighconcernfortheotherpartyobtainingtheiroutcomes5
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