国际商务谈判（英文版）-课件 Topic 5 Problem-solving

Topic5:

ProblemSolvinginNegotiationInternationalBusinessNegotiationByZeningSongLearningObjectivesUponcompletionofthischapter,youwillbeabletolearnthementalmodelsofnegotiationknow

thePRAMnegotiationmodelunderstandthePrincipledNegotiationTheory2LessonPlanPart1ProblemSolvinginNegotiationPart2CaseStudy:MarketingNegotiationBetweenChinaBaohuiTechnologyandAmericanOnlineInfluencers1.MentalModelsofNegotiationInThompson’sbookTheMindandHeartoftheNegotiator,fivementalmodelsofthenegotiatorsaresummarized:Haggling（讨价还价模式）Cost-benefitAnalysis（成本效益分析模式）Game-Playing（博弈模式）Partnership(伙伴模式)Problem-Solving（问题解决模式）

42.PRAMModelThePRAMmodelwasdevelopedbyRossR.Reck.Itisaclosed-loopprocessthatinvolvesaseriesofsequentialactionstoachievemutualbenefitsandlastingalliances.ThefoursequentialstepsinthePRAMmodelare:PlanRelationshipAgreementMaintenance

53.PrincipledNegotiationTheoryPrincipledNegotiationTheory（原则谈判理论）wasdevelopedin1981byHarvardProfessors,RogerFisherandBrucePatton,andwasthereforealsoknownas“theHarvardNegotiationTheory”.Thetheoryconsistsoffourcomponents:FocusonInterests,NotPositionsInventOptionsforMutualGainsSeparatePeoplefromProblemsUseObjectiveCriteria63.1FocusonInterests,NotPositionsUnderstandtheOtherParty’sPerspectiveTalkaboutInterestsPuttheProblembeforeYourAnswerLookForward,NotBackBeConcreteandFlexibleBeHardontheProblems,SoftonthePeople63.2InventOptionsforMutualGainsBroadenOurOptionsBuildtheCircleChartLookthroughtheEyesofDifferentExpertsProposeAgreementsofDifferentStrengthsChangetheScopeoftheAgreementLookforMutualGainsMakeTheirDecisionsEasy63.3SeparatePeoplefromProblemsseparatingtherelationshipissues(e.g.perceptions,emotions,communication)fromthesubstantiveissues(e.g.issuesofterms,datesandfigures,interests,priorities)anddealingwitheachsetofissuesonitsownmerits.93.3SeparatePeoplefromProblemsNegotiatorsarePeopleFirstTwoNeedsofNegotiators:SubstantialInterestsandInterpersonalRelationshipsSolvethePeopleProblemFirstThreedimensions:perspectives,emotionsandcommunicationsThreesolutions:listencarefully,respondactively,expressappropriately63.3SeparatePeoplefromProblems-perceptionTenant’sperceptions Ialwayspaytherentwheneversheasksforitsheiscoldanddistant;sheneverasksmehowthingsare.

Landlady’sperceptionsHeneverpaystherentuntilIaskforit.Iamaconsideratepersonwhoneverintrudesonatenant’sprivacyAnexamplefromGettingtoYes:3.3SeparatePeoplefromProblems-emotionAnexamplefromGettingtoYes:Inthe1950s,theHumanRelationsCommittee(alabor-managementgroupsetupinthesteelindustrytohandleconflicts)adoptedarulethatonlyonepersoncouldgetangryatatimeinthemeetings.Whyistheaboveruleeffectiveinmanagingemotions?

123.3SeparatePeoplefromProblems-communicationExamplefromGettingMore:HowtoNegotiatetoAchieveyourGoalsintheRealWorld:Howshallwerespondto:“Youareanidiot!”133.4UseObjectiveCriteriaMakeDecisionsbyWillcanbeCostlyDevelopFairStandardsUseObjectiveCriteriainNegotiations63.PrincipledNegotiationTheoryAlthoughPrincipledNegotiationTheoryisveryinfluentialandinspiring,somescholarshavequestionedtheeffectivenessofsomeofitscomponents.Forexample,assomeresearcherspointout,insomeorientalculturesthatvalueinterpersonalrelationships,itmaybeverydifficulttoapply“separatingpeoplefromproblem”.LessonPlanPart1ProblemSolvinginNegotiationPart2CaseStudy:NegotiationBetweenChinaBaohuiTechnologyandAmericanOnlineInfluencersCaseStudyNowletusapplywhatwehavelearnedtoanegotiationcase.17BaohuiTechnologyCo.,Ltd.AmericanSocialMediaInfluencerCaseStudyPleaseread“NegotiationProcess”,anddiscuss:Basedonyourknowledgeinnegotiationmentalmodels,howdoyouthinkthedeadlocksoccurredduringthenegotiation?Howdidthetwopartiesadjusttheirnegotiatingstrategiesinresponsetothedeadlocks?WhichofthefourcomponentsinPrincipledNegotiationTheorywereappliedbybothpartiesinthenegotiationprocess?18CaseStudyPleaseread“AgreementandReflection”anddiscuss:Inthiscase,theproblem-solvingapproachtonegotiationplaysapositiveroleinreachinganagreement.W