商务谈判5e -列维奇chap007

CHAPTERSEVENFindingandUsingNegotiationPowerMcGraw-Hill/IrwinCopyright©2011byTheMcGraw-HillCompanies,Inc.Allrightsreserved.7-2WhyIsPowerImportanttoNegotiators?Seekingpowerinnegotiationarisesfromoneoftwoperceptions:Thenegotiatorbelievesheorshecurrentlyhaslesspowerthantheotherparty.Thenegotiatorbelievesheorsheneedsmorepowerthantheotherparty.7-3ADefinitionofPower“anactor…haspowerinagivensituation(situationalpower)tothedegreethathecansatisfythepurposes(goals,desires,orwants)thatheisattemptingtofulfillinthatsituation”Twoperspectivesonpower:Powerusedtodominateandcontroltheother–“powerover”Powerusedtoworktogetherwiththeother–“powerwith”7-4MajorSourcesofPower–

HowPeopleAcquirePowerInformationalsourcesofpowerPersonalsourcesofpowerPowerbasedonpositioninanorganizationRelationship-basedsourcesofpowerContextualsourcesofpower7-5InformationalSourcesofPowerInformationisthemostcommonsourceofpowerDerivedfromthenegotiator’sabilitytoassembleandorganizedatatosupporthisorherposition,arguments,ordesiredesAtooltochallengetheotherparty’spositionordesiredes,ortounderminetheeffectivenessoftheother’snegotiatingarguments7-6PowerBasedonPersonality

andIndividualDifferencesPersonalorientationCognitiveorientationIdeologiesaboutpowerMotivationalorientationSpecificmotivestousepowerDispositionandskillsOrientationtopetitionMoralorientationPhilosophicalorientationtopoweruse7-7PowerBasedon

PositioninanOrganizationTwomajorsourcesofpowerinanorganization:Legitimatepowerwhichisgroundedinthetitle,duties,andresponsibilitiesofajobdescriptionand“level”withinanorganizationhierarchyPowerbasedonthecontrolofresourcesassociatedwiththatposition7-8PowerBasedon

PositioninanOrganizationTwomajorsourcesofpowerinanorganization:Legitimatepowerisderivedfromoccupyingaparticularjob,office,orpositioninanorganizationalhierarchyPowerresidesinthetitleandresponsibilitiesofthejobitselfandthe“legitimacy”oftheofficeholderLegitimatepoweristhefoundationofoursocialstructureandmaybeacquiredbybirth,electionorappointmentorpromotion7-9PowerBasedon

ResourceControl

Peoplewhocontrolresourceshavethecapacitytogivethemtosomeonewhowilldowhattheywant,andwithholdthem(ortakethemaway)fromsomeonewhodoesn’tdowhattheywant.7-10PowerBasedon

ResourceControlSomeofthemostimportantresources:MoneySuppliesHumancapitalTimeEquipmentCriticalservicesInterpersonalsupport7-11PowerBasedonRelationshipsGoalinterdependenceHowpartiesviewtheirgoalsReferentpowerBasedonanappealtocommonexperiences,commonpast,commonfate,ormembershipinthesamegroups.NetworksPowerisderivedfromwhateverflowsthroughthatparticularlocationinthestructure(usuallyinformationandresources)7-12AnOrganizationHierarchy7-13AnOrganizationalNetworkGatekeeperStarIsolatedDyadLiaisonIsolateLinkingPinExternalEnvironment7-14PowerBasedonRelationshipsKeyaspectsofnetworks:TiestrengthAnindicationofthestrengthorqualityofrelationshipswithothersTiecontentTheresourcethatpassesalongthetiewiththeotherpersonNetworkstructureTheoverallsetofrelationshipswithinasocialsystem7-15PowerBasedonRelationshipsAspectsofnetworkstructurethatdeterminepowerinclude:CentralityCriticalityandrelevanceFlexibilityVisibilityMembershipinacoalition7-16ContextualSourcesofPowerPowerisbasedinthecontext,situationorenvironmentinwhichnegotiationstakeplace.BATNAsAnalternativedealthatanegotiatormightpursueifsheorhedoesnotcometoagreementwiththecurrentotherpartyCultureOftencontainsimplicit“rules”aboutuseofpowerAgents,constituenciesandexternalaudiencesAllthesepartiescaneactivelyinvolvedinpressuringothers7-17DealingwithOthers

WhoHaveMorePowerNeverdoanall-or-nothingdealMaketheotherpartysmallerMakeyourselfbiggerBuildmomentumt