版权说明：本文档由用户提供并上传，收益归属内容提供方，若内容存在侵权，请进行举报或认领
文档简介
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
温馨提示
- 1. 本站所有资源如无特殊说明，都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等，如果需要附件，请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸，网页内容里面会有图纸预览，若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间，仅对用户上传内容的表现方式做保护处理，对用户上传分享的文档内容本身不做任何修改或编辑，并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容，请与我们联系，我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 2024春八年级语文下册 第6单元 22《礼记》二则 大道之行也说课稿 新人教版
- 2025年度石膏行业绿色生产标准制定与实施合同
- 2025年度旅游景区商铺租赁与旅游市场拓展合同
- 2025年度新能源汽车充电站电工施工管理合同模板
- 2025年主管晋升工作总结范文晋升工作总结范文（二篇）
- 2025年人寿保险分公司年终总结模版（2篇）
- 2025年中学班主任年度工作总结模版（三篇）
- 2025年中药业务员年终工作总结（2篇）
- 2025年度虚拟现实工程师招聘合同
- 2025年光纤通信线路施工及验收合同范本
- 2012年安徽高考理综试卷及答案-文档
- 《游戏界面设计专题实践》课件-知识点5：图标绘制准备与绘制步骤
- 自动扶梯安装过程记录
- MOOC 材料科学基础-西安交通大学 中国大学慕课答案
- 智慧供热管理系统方案可行性研究报告
- 帕金森病的言语康复治疗
- 中国城市居民的健康意识和生活方式调研分析报告
- 上海星巴克员工手册
- 猫狗创业计划书
- 复产复工试题含答案
- 部编版语文三年级下册第六单元大单元整体作业设计
评论
0/150
提交评论