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1、NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突的解决1 1NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突的解决NegotiationskillsarecriticaltosuccessintodaysglobalizedworkNegotiationskillsarecriticaltosuccessintodaysglobalizedworkenvironment.Theories,strategies,andethicsunderlyingnegotiationenvironment.Theories,
2、strategies,andethicsunderlyingnegotiationandpersuasionincontemporaryorganizationsandsocieties.andpersuasionincontemporaryorganizationsandsocieties.EmphasizestheknowledgeandskillneededforeffectivenegotiationEmphasizestheknowledgeandskillneededforeffectivenegotiationandpersuasion.Alsocoverstheoriesand
3、practicesofconflictandpersuasion.Alsocoverstheoriesandpracticesofconflictresolutioninorganizations,strategiesforanalyzingandresolutioninorganizations,strategiesforanalyzingandaddressingconflicts,andskillsfordiagnosingandinterveninginaddressingconflicts,andskillsfordiagnosingandinterveninginconflicts
4、ituations.conflictsituations. 谈判技巧是当今全球工作环境成功的关键。在临时组织和社区中，理论，谈判技巧是当今全球工作环境成功的关键。在临时组织和社区中，理论，战略和伦理是谈判和说服力的基础。为了有效地谈判和说服，强调知识和战略和伦理是谈判和说服力的基础。为了有效地谈判和说服，强调知识和技能也涵盖和组织解决冲突的理论与实践，分析与论述冲突的战略，以及技能也涵盖和组织解决冲突的理论与实践，分析与论述冲突的战略，以及在冲突环境下诊断和介入的技巧。在冲突环境下诊断和介入的技巧。2 2NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突
5、的解决n nNegotiationFundamentalsPartINegotiationFundamentalsPartI谈判基础第谈判基础第I I部分部分n nNegotiationNegotiationSubprocessesSubprocessesPartIIPartII谈判阶段第谈判阶段第I I I I部分部分n nNegotiationContextsPartIIINegotiationContextsPartIII谈判过程第谈判过程第IIIIII部分部分n nNegotiationRemediesPartIVNegotiationRemediesPartIV谈判补救第谈判补救第I
6、VIV部分部分3 3“NEGOTIATION”ASANEXECUTIVETOOL“谈判谈判”是一种执行工具是一种执行工具4 4NegotiationFundamentals谈判基础谈判基础PartI第第I部分部分Chapter1Chapter1第第1 1章章TheNatureofNegotiationTheNatureofNegotiation谈判的性质谈判的性质5 5WhenisNegotiationNeeded?什么时候需要谈判？什么时候需要谈判？n nSituationwheretwoormorepartiesmustmakeadecisionaboutSituationwheretwo
7、ormorepartiesmustmakeadecisionabouttheirinterdependentgoalsandobjectives.theirinterdependentgoalsandobjectives.双方或多方对相互依赖的目标和目的作出决策的情景双方或多方对相互依赖的目标和目的作出决策的情景n n Thepartiesarecommittedtopeacefulmeansforresolvingtheirdispute.Thepartiesarecommittedtopeacefulmeansforresolvingtheirdispute. 双方承诺以和平的方法解决他们
8、的分歧双方承诺以和平的方法解决他们的分歧n n ThereisnoclearorestablishedmethodorprocedureformakingtheThereisnoclearorestablishedmethodorprocedureformakingthedecision.decision. 对于决策没有明确的或现成的方法或程序对于决策没有明确的或现成的方法或程序6 6Whenis“Negotiation”Or“Bargaining”Used?什么时候使用什么时候使用“谈判谈判”或或“讨价还价讨价还价”？n nWhatisBargaining?WhatisBargaining?
9、什么是讨价还价？什么是讨价还价？“ “Haggle”overpriceHaggle”overprice对价格争论不休对价格争论不休n nWhatisNegotiation?WhatisNegotiation?什么是谈判？什么是谈判？More“formal”processthatoccurswhenpartiesaretryingtofindMore“formal”processthatoccurswhenpartiesaretryingtofindamutuallyacceptablesolutiontoacomplexconflict.amutuallyacceptablesolutiont
10、oacomplexconflict.双方对复杂的冲突试图寻找共同的可接受的解决方法时所双方对复杂的冲突试图寻找共同的可接受的解决方法时所采取的更采取的更“ “正规正规” ”的方式的方式7 7Characteristicsofa“Negotiation”Or“Bargaining”Situation“谈判谈判”或或“讨价还价讨价还价”的特征的特征n nInterpersonalorInterpersonalorIntergroupIntergroupprocessprocess人际或群组之间的过程人际或群组之间的过程n nConflictofInterestbetweentwoormorepar
11、tiesConflictofInterestbetweentwoormoreparties双方或多方利益的冲突双方或多方利益的冲突n nPartiesnegotiatebecausetheythinktheycanusesomeformofinfluencetogetaPartiesnegotiatebecausetheythinktheycanusesomeformofinfluencetogetabetterdealthanbysimplytakingwhattheothersideoffersbetterdealthanbysimplytakingwhattheothersideoffe
12、rs 双方谈判因为他们认为他们利用一些形式的影响比另一方给予能够达成更双方谈判因为他们认为他们利用一些形式的影响比另一方给予能够达成更好的交易好的交易n nPartiesprefertosearchforagreementratherthan“fight”Partiesprefertosearchforagreementratherthan“fight” 各方愿意达成协议而不是各方愿意达成协议而不是“ “争斗争斗” ”n nWhenwenegotiate,WEEXPECTGIVEANDTAKE!Whenwenegotiate,WEEXPECTGIVEANDTAKE! 谈判时，谈判时，我们期望给
13、予和得到！我们期望给予和得到！我们期望给予和得到！我们期望给予和得到！n nTangibles(price)v.Intangibles(Needtolook“good”,desireto“book”moreTangibles(price)v.Intangibles(Needtolook“good”,desireto“book”morebusiness,save“face”,settingprecedentforfuture,etc.)business,save“face”,settingprecedentforfuture,etc.) 有形的（价格）与无形的（需要看得好些，期望有形的（价格）与
14、无形的（需要看得好些，期望“ “记录记录” ”更多商务活动，更多商务活动，不丢不丢“ “面子面子” ”，为未来创先例。等），为未来创先例。等）8 8NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突的解决n nInterdependenceInterdependence相互依赖相互依赖n nMutualAdjustmentMutualAdjustment共同调整共同调整n nConflictConflict冲突冲突n nDivergentNeeds,Ideas,Interests,orPersonsDivergentNeeds,Ideas,Interes
15、ts,orPersons 不同的需要，意愿，利益或人不同的需要，意愿，利益或人n nWorkingtowardsamegoalWorkingtowardsamegoal 为了共同的目标工作为了共同的目标工作9 9LEVELSOFCONFLICT冲突的层次冲突的层次n nInterpersonalInterpersonal个人内部个人内部n nIntragroupIntragroup组织内部组织内部n nIntergroupIntergroup组织之间组织之间1010DESTRUCTIVENATURE/IMAGEOFCONFLICT?冲突的破坏性本质冲突的破坏性本质/形象形象n nCompeti
16、tiveProcessesCompetitiveProcesses竞争过程竞争过程n nMisperceptionandBiasMisperceptionandBias误解和偏见误解和偏见n nEmotionalityEmotionality激动激动n nDecreasedCommunicationDecreasedCommunication减少沟通减少沟通n nBlurredIssuesBlurredIssues污损问题污损问题n nRigidCommitmentsRigidCommitments刻板的承诺刻板的承诺n nMagnifiedDifferencesMagnifiedDiffer
17、ences夸大差异夸大差异n nEscalationoftheConflictEscalationoftheConflict冲突升级冲突升级1111BENEFITSOFCONFLICT冲突的好处冲突的好处n nCreatesorganizationalawarenessandthusabletocopeCreatesorganizationalawarenessandthusabletocope 使组织能够意识到，并能够妥善处理使组织能够意识到，并能够妥善处理n nConflict“promises”change!Conflict“promises”change!冲突冲突“ “许诺许诺” ”变
18、革变革n nMakespeoplestronger-knowtheywillsurvivetheconflict!Makespeoplestronger-knowtheywillsurvivetheconflict!n n使人们清楚地知道他们处于冲突之中使人们清楚地知道他们处于冲突之中n nHeightensmoraleHeightensmorale加强伦理道德加强伦理道德n nWhatareyouwillingto“fightfor”Whatareyouwillingto“fightfor”你想为什么而你想为什么而“ “斗争斗争” ”n nEnhancespersonaldevelopmen
19、tEnhancespersonaldevelopment强调个人发展强调个人发展n nStimulatingand“fun”Stimulatingand“fun”刺激与刺激与“ “愉悦愉悦” ”1212CONFLICT冲突冲突DifficulttoResolvev.EasytoResolveDifficulttoResolvev.EasytoResolve不容易解决与容易解决不容易解决与容易解决DualConcernsModelDualConcernsModel双重影响模式双重影响模式1313STRATEGYOFCONFLICTMANAGEMENT冲突管理战略冲突管理战略n nContendi
20、ng(CompetingorDominating)Contending(CompetingorDominating)斗争（竞争或控制）斗争（竞争或控制）n nYielding(AccommodatingorObliging)Yielding(AccommodatingorObliging)屈从（调停或履行）屈从（调停或履行）n nInaction(Avoidance)Inaction(Avoidance)迟钝（回避）迟钝（回避）n nProblemSolving(CollaboratingorIntegrating)ProblemSolving(CollaboratingorIntegrati
21、ng) 解决问题（合作或整合）解决问题（合作或整合）n nCompromisingCompromising许诺许诺1414STRATEGYOFCONFLICTMANAGEMENT冲突管理的战略冲突管理的战略n nThirdPartyInterventionThirdPartyIntervention第三方干涉第三方干涉n n“ “Boss”Boss”老板老板n n“ “Mediator”Mediator”中介中介n n“ “ConflictManagementSystem”ConflictManagementSystem”冲突管理系冲突管理系统统1515NegotiationFundament
22、als谈判基础谈判基础PartI第第I部分部分Chapter2Chapter2第第2 2章章Negotiation:Negotiation:谈判谈判Framing,Strategizing,andPlanningFraming,Strategizing,andPlanning框架，战略与规划框架，战略与规划1616FramingtheProblem-TheProcessof DefiningWhatsImportant问题结构问题结构-确定重点的过程确定重点的过程n nWhyFramesAreCriticaltoUnderstandingStrategyWhyFramesAreCritical
23、toUnderstandingStrategy为什么结构是理解战略的关键为什么结构是理解战略的关键n n MajorApproachestoUnderstandingFrames-MajorApproachestoUnderstandingFrames- 理解结构的主要方法理解结构的主要方法n nFramesAsaSetofRulesFramesAsaSetofRules 结构是一系列规则结构是一系列规则n nFramesAsCategoriesofExperienceFramesAsCategoriesofExperience 结构作为经验的分类结构作为经验的分类1717ChineseNeg
24、otiationFrames中国人谈判的框架中国人谈判的框架Box2.2Box2.2表表表表2.22.2FiveConceptsofChineseCultureFiveConceptsofChineseCulture 中国文化的五种理念中国文化的五种理念n nSocialLinkageSocialLinkage社会联系社会联系n nHarmonyHarmony融洽融洽n nRolesRoles作用作用n nReciprocalobligationsReciprocalobligations相互的义务相互的义务n nFaceFace脸面脸面1818Goals-TheObjectivesThatD
25、riveaNegotiationStrategy目标目标-驱动谈判战略的目驱动谈判战略的目的的n nSimultaneousDevelopmentofGoalsandFramesSimultaneousDevelopmentofGoalsandFrames同时开发目标与结构同时开发目标与结构n n DirectEffectsofGoalsonChoiceofStrategy-DirectEffectsofGoalsonChoiceofStrategy- 在战略选择上目标的直接影响在战略选择上目标的直接影响n nWishesarenotgoalsWishesarenotgoals希望不是目标希望
26、不是目标n nOurgoalsareoftenlinkedtoothersgoalsOurgoalsareoftenlinkedtoothersgoalsn n我们的目标经常与其他目标相连接我们的目标经常与其他目标相连接n nTherearelimits/boundariestowhatgoalscanbeTherearelimits/boundariestowhatgoalscanben n目标有限目标有限/ /无限无限n nEffectivegoalsmustbespecificEffectivegoalsmustbespecific必须有特定的有效目标必须有特定的有效目标1919Stra
27、tegy-TheOverallPlanToAchieveOnesGoals战略战略-实现一个目标的总实现一个目标的总体规划体规划n nStrategy,Tactics,orPlanningStrategy,Tactics,orPlanning战略，战术，或规划战略，战术，或规划n n StrategicOptions-VehiclesforAchievingGoalsFigure2.2StrategicOptions-VehiclesforAchievingGoalsFigure2.2 战略选项战略选项-实现目标的媒介实现目标的媒介 n nAlternativeSituationalStrat
28、egiesAlternativeSituationalStrategies情景战略的备选方案情景战略的备选方案n nAvoidance:TheAvoidance:TheNonengagementNonengagementStrategyStrategy 回避：非进入战略回避：非进入战略n nActive-EngagementStrategies:Competition,Active-EngagementStrategies:Competition,Collaboration,andAccommodationCollaboration,andAccommodation主动主动- -进入战略：竞争
29、，合作和和解进入战略：竞争，合作和和解2020Strategy-TheOverallPlanToAchieveOnesGoals战略战略-实现一个目标的总实现一个目标的总体规划体规划Table2.2Table2.2n nCompetitive(DistributiveBargaining)Competitive(DistributiveBargaining) 竞争（分散性讨价还价）竞争（分散性讨价还价）n nCollaboration(IntegrativeNegotiation)Collaboration(IntegrativeNegotiation) 合作（整合谈判）合作（整合谈判）n n
30、AccommodativeNegotiationAccommodativeNegotiation 和解谈判和解谈判2121UnderstandingTheFlowOfNegotiations:Stages&Phases了解谈判的流程：层次与阶段了解谈判的流程：层次与阶段n nPhaseModelsofNegotiationPhaseModelsofNegotiation谈判的阶段模式谈判的阶段模式n nHowtheinteractionchangesovertimeHowtheinteractionchangesovertime如何随时影响变化如何随时影响变化n nHowtheinteract
31、ionstructures,overtime,relatetoinputsandHowtheinteractionstructures,overtime,relatetoinputsandoutcomesoutcomes如何随时影响结构，相关的投入与产出如何随时影响结构，相关的投入与产出n nHowthetactics/interventionsaffectthenegotiationsHowthetactics/interventionsaffectthenegotiations 战术战术/ /干涉如何影响谈判干涉如何影响谈判2222GettingReadytoImplementtheStr
32、ategy:ThePlanningProcess-1准备实施战略：计划过程准备实施战略：计划过程-1n nTheNeedforPlanning-Doyour“homework”!TheNeedforPlanning-Doyour“homework”!计划的需要计划的需要-做做“ “家庭作业家庭作业” ”！n n DefiningtheIssuesDefiningtheIssues确定问题确定问题n nAssemblingIssues&DefiningtheBargainingMixAssemblingIssues&DefiningtheBargainingMix 集中问题并确定讨价还价组合集中
33、问题并确定讨价还价组合n nDefiningyourInterests-Whydowe“want”it?DefiningyourInterests-Whydowe“want”it? 确定利益确定利益-我们为什么我们为什么“ “要要” ”它它n nConsultingwithOthersConsultingwithOthers有其他人咨询有其他人咨询n nConstituenciesConstituencies选区选区n nOthersideOtherside其他方面其他方面2323GettingReadytoImplementtheStrategy:ThePlanningProcess-2准备
34、实施战略：计划过程准备实施战略：计划过程-2n nTheNeedforPlanning-Doyour“homework”TheNeedforPlanning-Doyour“homework”计划的需要计划的需要-做做“ “家庭作业家庭作业” ”n n AssessingtheOthersPrioritiesAssessingtheOthersPriorities评估其他优先选项评估其他优先选项n nKnowingyourLimitsKnowingyourLimits了解你的限度了解你的限度n nSettingTargetsSettingTargets设定目标设定目标n nWheretostar
35、t-Optimistic,Realistic,orPessimisticWheretostart-Optimistic,Realistic,orPessimistic 从哪里开始从哪里开始-乐观，实际或悲观乐观，实际或悲观n nAnticipationof“Packaging”amongIssues/ObjectivesAnticipationof“Packaging”amongIssues/Objectives 对问题对问题/ /目标目标“ “整体整体” ”的预期的预期n nUnderstandingofTrade-Offsand“Throwaways”UnderstandingofTrad
36、e-Offsand“Throwaways” 了解补偿和了解补偿和“ “放弃放弃” ”2424GettingReadytoImplementtheStrategy:ThePlanningProcess-3准备实施战略：计划过程准备实施战略：计划过程-3n nTheNeedforPlanning-Doyour“homework”!TheNeedforPlanning-Doyour“homework”!计划的需要计划的需要-做做“ “家庭作业家庭作业” ”！n n DevelopingSupportingArgument-ResearchDevelopingSupportingArgument-Re
37、search-Box2.4Box2.4支持论据支持论据-调研调研n nAnalyzingtheOtherParty-Box2.5AnalyzingtheOtherParty-Box2.5分析对方分析对方 n nResources,Interests,NeedsResources,Interests,Needs资源，利益，需求资源，利益，需求n nObjectivesObjectives目标目标n nReputation&StyleReputation&Style信誉与风格信誉与风格n nOtherPartysAlternativesOtherPartysAlternatives对方备选方案对方
38、备选方案n nOtherPartysAuthorityOtherPartysAuthority对方授权对方授权n nOtherPartysStrategy&TacticsOtherPartysStrategy&Tactics对方的战略与战术对方的战略与战术2525NegotiationFundamentals谈判基础谈判基础PartI第第1部分部分Chapter3Chapter3第第3 3章章StrategyandTacticsofDistributiveStrategyandTacticsofDistributiveBargainingBargaining分散性讨价还价的战略与战术分散性讨价
39、还价的战略与战术2626TheDistributiveBargainingSituation分散性讨价还价的情景分散性讨价还价的情景n nTheRoleofAlternativestoaNegotiatedTheRoleofAlternativestoaNegotiatedAgreementAgreement 谈判协议备选方案的作用谈判协议备选方案的作用n nSettlementPointSettlementPoint解决点解决点n nBargainingMixBargainingMix讨价还价组合讨价还价组合2727FundamentalStrategies基础战略基础战略Discoveri
40、ngtheOtherPartysResistancePointTHEBUYERSACTIONS发现对方抵制点发现对方抵制点-买方的行为买方的行为n nMakingextremeofferstofind“resistancepoint?”Makingextremeofferstofind“resistancepoint?”做最大报价寻找做最大报价寻找“ “抵制点抵制点” ”n nProvidesBuyerthelargestpartofsettlementrangeProvidesBuyerthelargestpartofsettlementrange提供买方最大部分的设定范围提供买方最大部分的
41、设定范围n nInfluencethe“value,”theitemis“overpriced?”Influencethe“value,”theitemis“overpriced?” 影响影响“ “价值价值” ”，“ “价格过高价格过高” ”吗吗n nMaylowerresistanceandthusenlargesbargainingrangeMaylowerresistanceandthusenlargesbargainingrange 降低抵制点以增大讨价还价范围降低抵制点以增大讨价还价范围n nEachpointistoofarapart,“Selleracceptlowerprice
42、?”Eachpointistoofarapart,“Selleracceptlowerprice?” 每一点差距很大，每一点差距很大，“ “卖主接受较低的价格吗？卖主接受较低的价格吗？” ”n nWithout“overlappingsettlementrange,”oneofthepartiesneedsto“move”Without“overlappingsettlementrange,”oneofthepartiesneedsto“move”n n没有达到没有达到“ “预期设定范围预期设定范围” ”，一方需，一方需“ “让步让步” ”n n“ “Thissettlement”istheb
43、estthatispossible!Thissettlement”isthebestthatispossible!“ “这一设定是最可行的！这一设定是最可行的！” ”2828FundamentalStrategies基础战略基础战略InfluencingtheOtherPartysResistancePoint影响对方抵制点影响对方抵制点n nImpactofestimate/perceptionofcostofdelayorabortingnegotiationsImpactofestimate/perceptionofcostofdelayorabortingnegotiations 延迟
44、或结束谈判的成本对估计延迟或结束谈判的成本对估计/ /感觉的影响感觉的影响n nWhoneedssettlementquick?Whoneedssettlementquick?谁需要快速达成结果谁需要快速达成结果n nSatisfactoryalternativesavailabletoBuyerand/orSeller?SatisfactoryalternativesavailabletoBuyerand/orSeller? 对买主和对买主和/ /或卖主满意的备选方案或卖主满意的备选方案n nPointvariesdirectlywithvalueotherpartyattachestoou
45、tcomePointvariesdirectlywithvalueotherpartyattachestooutcome 抵制点直接与对方希望达到目标的结果的不同而变化抵制点直接与对方希望达到目标的结果的不同而变化n nPointismoremodestasvalueofoutcomeisreducedPointismoremodestasvalueofoutcomeisreduced作为产出的价值降低，抵制点更实际作为产出的价值降低，抵制点更实际n nOtherpartyspointvariesinverselywiththeperceivedvalueyouhave/attachtothe
46、Otherpartyspointvariesinverselywiththeperceivedvalueyouhave/attachtotheoutcomeoutcome 对方抵制点随着你所希望达到目标的结果的不同而变化对方抵制点随着你所希望达到目标的结果的不同而变化n nLowerexpectationsandotherpartymovestomoremodestlevelLowerexpectationsandotherpartymovestomoremodestlevel 期望值越低，对方就越靠近实际的水平期望值越低，对方就越靠近实际的水平2929TacticalTasks战术任务战术任
47、务n nAssessOutcomeValues&CostsofTerminationAssessOutcomeValues&CostsofTermination 评估产出价值与终止成本评估产出价值与终止成本n nIndirect/DirectAssessmentIndirect/DirectAssessment间接间接/ /直接评估直接评估n nForexample,howdoyouascertainrent/priceforRealEstate?Forexample,howdoyouascertainrent/priceforRealEstate? 举例，你如何确定租赁举例，你如何确定租赁/
48、 /价格的实际评估？价格的实际评估？Laborrates/negotiations?Auto/Commercialprices?-Comparables?Laborrates/negotiations?Auto/Commercialprices?-Comparables?劳动率劳动率/ /谈判？汽车谈判？汽车/ /产品价格？产品价格？- -可比吗？可比吗？n nNeedtoobtaininformation,Needtoobtaininformation,e.g.internete.g.internet,library,andtelephone,library,andtelephone ifu
49、nableifunabletoobtainfromtheotherpartytoobtainfromtheotherparty 需要获得信息，如：如果不能从其他方面获得就使用因特网，图书馆，和电需要获得信息，如：如果不能从其他方面获得就使用因特网，图书馆，和电话。话。n nForexample,inIntlnegotiationsonemaycultivatesourcesofinfo,messagesareForexample,inIntlnegotiationsonemaycultivatesourcesofinfo,messagesare“intercepted”,codesarebro
50、ken,etc.“intercepted”,codesarebroken,etc. 举例，在国际谈判中，一方会寻找信息来源，信息可举例，在国际谈判中，一方会寻找信息来源，信息可“ “截取截取” ”，密码破译，密码破译3030TacticalTasks战术任务战术任务n nManageOtherPartysImpressionsManageOtherPartysImpressions控制对方印象控制对方印象n nScreeningActivities-ScreeningActivities-筛选活动筛选活动n nSay/dolittle-“SilenceisGolden”Say/dolittle
51、-“SilenceisGolden” 少说少说/ /做做-“ “沉默是金沉默是金” ”n nStonewallingStonewalling拖延拖延n nCluesofdisappointment/boredomorprobingcouldindicateCluesofdisappointment/boredomorprobingcouldindicateinterestinterest 失望失望/ /厌烦的暗示或探察能够显示兴趣厌烦的暗示或探察能够显示兴趣n nMerelyMerelyfactfindingfactfinding? ?仅仅是查找事实吗？仅仅是查找事实吗？3131Tactica
52、lTasks战术任务战术任务n nManageOtherPartysImpressionsManageOtherPartysImpressions控制对方印象控制对方印象n nDirectActiontoAlterImpressionsDirectActiontoAlterImpressions直接活动以改变印象直接活动以改变印象n nLogicalargumentsLogicalarguments逻辑论据逻辑论据n n“ “Ifyouwereinmyshoes,hereisthewaythesefactswouldIfyouwereinmyshoes,hereisthewaythesefac
53、tswouldlookinlightoftheproposalyoupresented.”lookinlightoftheproposalyoupresented.” “ “如果我是你的话，这是你所展示的建议如果我是你的话，这是你所展示的建议” ”n nSelectivepresentations,i.e.revealfactsonlynecessarytoSelectivepresentations,i.e.revealfactsonlynecessarytosupportyourviewsupportyourview 有选择性的展示，如：仅在有必要支持你的观点时展示事实有选择性的展示，如：
54、仅在有必要支持你的观点时展示事实n nDisplayemotionalreactionsDisplayemotionalreactions显示情感反应显示情感反应3232TacticalTasks战术任务战术任务n nModifyOtherPartysPerceptionsModifyOtherPartysPerceptions改变对方感觉改变对方感觉n nMakedemandsmoreattractivetoother,i.e.explaintheimportofMakedemandsmoreattractivetoother,i.e.explaintheimportoftheirposit
55、ioninlogicalterms.theirpositioninlogicalterms.n n给对方提出更有吸引力的要求，如：逻辑性地解释他们立场给对方提出更有吸引力的要求，如：逻辑性地解释他们立场的重要性的重要性n nManipulatetheActualCostsofDelay/TerminationManipulatetheActualCostsofDelay/Termination 控制延迟控制延迟/ /终止的实际成本终止的实际成本n nDisruptiveAction-IncreasedCostDisruptiveAction-IncreasedCost破坏活动破坏活动-增加成本
56、增加成本n nAlliancewithOutsidersAlliancewithOutsiders与外界联盟与外界联盟n nScheduleManipulationScheduleManipulation控制安排控制安排3333PositionsTakenDuringNegotiation谈判过程中所采用的地位谈判过程中所采用的地位n nOpeningOfferOpeningOffer开放报价开放报价n nWhatshoulditbe?Toohigh?TooLow?Whatshoulditbe?Toohigh?TooLow? 应是什么样的报价？太高？太低？应是什么样的报价？太高？太低？n nT
57、he“Dance”The“Dance”“ “跳舞跳舞” ”n nExtreme?Getshighersettlements?Extreme?Getshighersettlements? 极限？得到较高的解决方法？极限？得到较高的解决方法？n nAdvantages:Givesroomformovement,sendsmessageAdvantages:Givesroomformovement,sendsmessage 优势：有移动的空间，传递信息优势：有移动的空间，传递信息n nDisadvantages:Rejected,conveys“attitude”oftoughnessDisadva
58、ntages:Rejected,conveys“attitude”oftoughness 劣势：拒绝，转变成粗暴的劣势：拒绝，转变成粗暴的“ “态度态度” ”n nMayneedalternativesifextreme!Mayneedalternativesifextreme!如果是极限，需备选方如果是极限，需备选方案案3434PositionsTakenDuringNegotiation谈判过程中所采用的地位谈判过程中所采用的地位n nOpeningStance/AttitudeOpeningStance/Attitude开放姿态开放姿态/ /态度态度n nCooperative?Coop
59、erative?合作？合作？n nFightforeverything?Fightforeverything?为任何事都争斗？为任何事都争斗？n nModerate,makeconcessionsModerate,makeconcessions有节制，作出让步有节制，作出让步n n“ “Letsbereasonable”Letsbereasonable”“ “让其合理让其合理” ”n n“ “Titfortat”Titfortat”“ “针锋相对针锋相对” ”n nOtherpartymaymirroryourstance/attitudeOtherpartymaymirroryourstan
60、ce/attitude 对方会以你的姿态对方会以你的姿态/ /态度为鉴态度为鉴3535PositionsTakenDuringNegotiation谈判过程中所采用的地位谈判过程中所采用的地位n nInitialConcessionsInitialConcessions初始让步初始让步n nInitialofferandcounterofferdefinethebargainingrangeInitialofferandcounterofferdefinethebargainingrange 初始报价和反报价确定了讨价还价的范围初始报价和反报价确定了讨价还价的范围n nIfunacceptab
61、le,askforanotherofferIfunacceptable,askforanotheroffer 如果不接受，寻求另外的报价如果不接受，寻求另外的报价n nUsedforcommunicationsUsedforcommunications用于沟通用于沟通 Whatmovement/concessionismade?Whatmovement/concessionismade? 做了什么变化做了什么变化/ /让步让步n nForexample,firm/smallpositionreflectsthatone“wantsForexample,firm/smallpositionref
62、lectsthatone“wantsmostofthebargainingrange”mostofthebargainingrange” 举例，强硬的举例，强硬的/ /小的地位显示出一方小的地位显示出一方“ “希望范围的大部分希望范围的大部分” ”3636PositionsTakenDuringNegotiation谈判过程中所采用的地位谈判过程中所采用的地位n nRoleofConcessionsRoleofConcessions让步的作用让步的作用n nPeopleexpectthedance!Peopleexpectthedance!人们希望跳舞！人们希望跳舞！n nHowlarge?H
63、owlarge?多大的让步？多大的让步？n nCooperativev.CombativeCooperativev.Combative合作与争斗合作与争斗n nFairnessreturnsfairness?Fairnessreturnsfairness?公平合理吗？公平合理吗？n nFirmness“shortens”thenegotiations?Firmness“shortens”thenegotiations?强硬强硬“ “缩短缩短” ”谈判？谈判？n nFlexibilityandlearnfromtheexchange?Flexibilityandlearnfromtheexcha
64、nge? 灵活以及从交换中吸取教训吗？灵活以及从交换中吸取教训吗？3737PositionsTakenDuringNegotiation谈判过程中所采用的地位谈判过程中所采用的地位n nPatternofConcessionMakingPatternofConcessionMaking作出让步的模式作出让步的模式n n“ “IfyougiveA,IllgiveB”IfyougiveA,IllgiveB”“ “如果你给我如果你给我A A ，我将给你，我将给你B B” ”n n“Notakeitorleaveit”usuallyresented“Notakeitorleaveit”usuallyr
65、esented “ “没有取舍没有取舍” ”- -通常不满通常不满n nProgressionshowspeoplefeelbetterProgressionshowspeoplefeelbetter进步显示人们感觉良好进步显示人们感觉良好n nOpeninggoestoshowwhereyouwillendup!Openinggoestoshowwhereyouwillendup! 开放说明你将如何结束开放说明你将如何结束n nMajorconcessioncallsforreturnoffer/similarweight&Majorconcessioncallsforreturnoffer
66、/similarweight&somewhatcomparablemagnitudesomewhatcomparablemagnitude 主要让步需要报价的回应主要让步需要报价的回应/ /类似的权重和可比的量类似的权重和可比的量3838PositionsTakenDuringNegotiation谈判过程中所采用的地位谈判过程中所采用的地位n nFinalOfferFinalOffer最终报价最终报价n nSendamessageSendamessage传输信息传输信息n n“ “ThisisallIcando”ThisisallIcando”“ “这是我所能够做的这是我所能够做的” ”n
67、n“ “ThisisasfarasIcango”ThisisasfarasIcango”“ “这是尽我所能这是尽我所能” ”n nMakeitsubstantialconcessionMakeitsubstantialconcession作出实际的让步作出实际的让步n n“ “IwenttothebossandgotaspecialdealjustIwenttothebossandgotaspecialdealjustforforyou”you” “ “我去找我老板为你所得到的特殊交易我去找我老板为你所得到的特殊交易” ”3939Commitment承诺承诺n nTacticalConside
68、rationinUsingCommitmentsTacticalConsiderationinUsingCommitments 战术考虑使用承诺战术考虑使用承诺n n“ “Pledgeregardingthefuturecourseofaction”Pledgeregardingthefuturecourseofaction” “ “对未来行动的保证对未来行动的保证” ”n nEstablishingaCommitmentEstablishingaCommitment建立一个承诺建立一个承诺n nMusthavefinality,specificityandstatementofconsequ
69、ences.Musthavefinality,specificityandstatementofconsequences. 必须对结果有定局，特性和说明必须对结果有定局，特性和说明n nPublicPronouncementPublicPronouncement对外公布对外公布n nLinkingwithanOutsideBaseLinkingwithanOutsideBase与外界联系与外界联系n nIncreasetheProminenceofDemandsIncreasetheProminenceofDemands提高要求的声望提高要求的声望n nReinforcetheThreator
70、PromiseReinforcetheThreatorPromise强调许诺的威胁强调许诺的威胁4040Commitment承诺承诺n nPreventingtheOtherPartyfromCommittingPreventingtheOtherPartyfromCommittingPrematurelyPrematurely防止另一方过早承诺防止另一方过早承诺n nGeneralstrategyistoretainflexibility!Generalstrategyistoretainflexibility!总的战略是保持灵活性总的战略是保持灵活性n nTimetodevelop“com
71、mitments”Timetodevelop“commitments”时间产生时间产生“ “承诺承诺” ”n nFindingWaystoAbandonaCommittedPositionFindingWaystoAbandonaCommittedPosition 寻找方法放弃受约束的地位寻找方法放弃受约束的地位n nProvideinfoProvideinfo提供信息提供信息n nAvoid“embarrassing”environment-toboth!Avoid“embarrassing”environment-toboth!避免双方避免双方“ “窘迫窘迫” ”4141Closingth
72、eDeal结束生意结束生意n n“ “WinnersCurse”WinnersCurse”“ “胜者曲线胜者曲线” ”n nAcceptoffertooquick?Acceptoffertooquick?接受报价过快？接受报价过快？n nBeforemakinganofferask,“WillIbehappyBeforemakinganofferask,“WillIbehappyiftheofferisacceptedquickly?”iftheofferisacceptedquickly?” 提出报价之前问一问，提出报价之前问一问，“ “如果接受报价过如果接受报价过快，我会不会满意？快，我会
73、不会满意？” ”4242ClosingtheDeal结束生意结束生意n nProvidealternativesProvidealternatives提供备选方案提供备选方案n nProvidechoices/solutionProvidechoices/solutions s提供选择提供选择/ /解决方法解决方法n nAssumethecloseAssumetheclose假设结束假设结束n nSalespeopledoitallthetime!Salespeopledoitallthetime!销售人员随时做！销售人员随时做！Writeup“order”Writeup“order”抬高抬高
74、“ “报价报价” ”n nSplitthedifferenceSplitthedifference区分差别区分差别n nPartiesstartedwith“fair”offers!Partiesstartedwith“fair”offers!各方从各方从“ “合理合理” ”的报价开始的报价开始4343ClosingtheDeal结束生意结束生意n nExplodingoffersExplodingoffers破除报价破除报价n nTightdeadlineTightdeadline紧密的期限紧密的期限n n“ “Stopconsideringalternatives”Stopconsider
75、ingalternatives”“ “不考虑备选方案不考虑备选方案” ”n nSweetenersSweeteners温柔温柔n nLinkage-Linkage-联系联系n n“ “Paymentamountversustimingofpayment”Paymentamountversustimingofpayment” “ “支付的数量与支付的时间支付的数量与支付的时间” ”n n“ “IllgiveyouX,ifyouacceptmydeal”IllgiveyouX,ifyouacceptmydeal” “ “如果你接受我的交易，我将给你如果你接受我的交易，我将给你X X” ”4444H
76、ardballTactics顽石战术顽石战术n nDealingwithTypicalHardballTacticsDealingwithTypicalHardballTactics处理典型的顽石战术处理典型的顽石战术n n IgnoreThemIgnoreThem忽略他们忽略他们n nDiscussThemDiscussThem与他们讨论与他们讨论n nNamethegame!“IdliketoavoidthatandnegotiatehowyouNamethegame!“Idliketoavoidthatandnegotiatehowyounegotiate”negotiate” 称其为游
77、戏称其为游戏“ “我不想像你这样谈判我不想像你这样谈判” ”n nRespondinKind-“TicforRespondinKind-“TicforTacTac” ”友善回应友善回应 n nCo-OpttheOtherPartyCo-OpttheOtherParty与其他人合作与其他人合作n nBefriendthemearlyandtherefore“sidetrack”tacticBefriendthemearlyandtherefore“sidetrack”tactic 起初友善来采用起初友善来采用“ “侧面回击侧面回击” ”的战术的战术4545HardballTactics顽石战术顽
78、石战术n nDealingwithTypicalHardballTacticsDealingwithTypicalHardballTactics处理典型的顽石战术处理典型的顽石战术n n Accommodation-Cooperative/UnassertiveAccommodation-Cooperative/Unassertive和解和解-合作合作/ /不过分自不过分自信信n nCompetition-Assertive/UncooperativeCompetition-Assertive/Uncooperative竞争竞争-过分自信过分自信/ /不合作不合作n nTricksTricks
79、骗局骗局n nExtremeoffersExtremeoffers极限报价极限报价n nWithholdconcession/infoWithholdconcession/info抑制让步抑制让步/ /信息信息n n“ “Stretching”thefactsStretching”thefacts“ “夸大夸大” ”事实事实n nAttacksAttacks攻击攻击n nThreats,rudeness,hostility,rigidity,intolerancetoThreats,rudeness,hostility,rigidity,intolerancetointimidationand
80、issuingultimatumsintimidationandissuingultimatums对威吓和最后通牒的威胁，粗鲁，敌视，刻板，不容忍对威吓和最后通牒的威胁，粗鲁，敌视，刻板，不容忍4646HardballTactics-1顽石战术顽石战术n nTypicalHardballTacticsTypicalHardballTactics典型的顽石战术典型的顽石战术n n Good/BadGuyGood/BadGuy好好/ /坏家伙坏家伙n nHighball/LowballHighball/Lowball高球高球/ /低球低球n nBogeyBogey可怕的人可怕的人n nTheNib
81、bleTheNibble蚕食蚕食4747HardballTactics-2顽石战术顽石战术n nTypicalHardballTacticsTypicalHardballTactics典型的顽石战术典型的顽石战术n nChickenChicken家禽家禽n nIntimidationIntimidation恐吓恐吓n nAggressiveBehaviorAggressiveBehavior激进行为激进行为n nSnow(Fog)JobSnow(Fog)Job天花乱坠的自吹天花乱坠的自吹n nOtherOther其他其他4848NegotiationFundamentals谈判基础谈判基础Pa
82、rtI第第I部分部分Chapter4Chapter4第第4 4章章StrategyandTacticsofIntegrativeNegotiationStrategyandTacticsofIntegrativeNegotiation整合谈判的战略与战术整合谈判的战略与战术4949Introduction介绍介绍n nWhatMakesIntegrativeNegotiationDifferent?WhatMakesIntegrativeNegotiationDifferent? 什么使整合谈判有差异？什么使整合谈判有差异？n nFocusonFocusonC Commonalties,not
83、ommonalties,notD Differencesifferences 集中到共同点，而非异同点集中到共同点，而非异同点n nAddressNeedsandInterests,notPositionsAddressNeedsandInterests,notPositions 强调需求，兴趣，而非地位强调需求，兴趣，而非地位n nCommitmenttoMeetingtheNeedsCommitmenttoMeetingtheNeeds承诺满足需求承诺满足需求n nExchangeofInfo&IdeasExchangeofInfo&Ideas交换信息与想法交换信息与想法n nInvent
84、ionofOptionsforMutualGainInventionofOptionsforMutualGain创造共同获得的选择创造共同获得的选择n nUseofObjectiveCriteriaforPerformanceUseofObjectiveCriteriaforPerformance 对绩效目标原则的使用对绩效目标原则的使用5050OverviewoftheIntegrativeNegotiationProcess整合谈判过程的总体看法整合谈判过程的总体看法n nCreatingaFreeFlowofInformationCreatingaFreeFlowofInformatio
85、n创建自由的信息流创建自由的信息流n nAttemptingtoUnderstandtheOtherNegotiatorsRealNeedAttemptingtoUnderstandtheOtherNegotiatorsRealNeedandandObjectivesObjectives试图理解谈判对方实际的需求与目标试图理解谈判对方实际的需求与目标n nEmphasizingtheCommonaltiesbetweentheParties&EmphasizingtheCommonaltiesbetweentheParties&MinimizingDifferencesMinimizingDi
86、fferences强调双方共同点，减少异同点强调双方共同点，减少异同点n nSearchingforSolutionsThatMeettheGoalsandObjectivesofSearchingforSolutionsThatMeettheGoalsandObjectivesofBothSidesBothSides 寻找满足双方目的和目标的解决方法寻找满足双方目的和目标的解决方法5151KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nIdentify&DefinetheProblemIdentify&
87、DefinetheProblem识别和确定问题识别和确定问题n nDefineProbleminMutuallyAcceptableWayDefineProbleminMutuallyAcceptableWay 以多种可接受的方法识别问题以多种可接受的方法识别问题n nKeepProblemStatementClean&SimpleKeepProblemStatementClean&Simple问题的描述清晰，简练问题的描述清晰，简练n nStatetheProblemasGoal&IdentifyObstaclesStatetheProblemasGoal&IdentifyObstacles
88、 作为目标和识别障碍来描述问题作为目标和识别障碍来描述问题n nDepersonalizetheProblemDepersonalizetheProblem与个人无关的问题与个人无关的问题n nSeparatetheProblemfromSearchforSolutionsSeparatetheProblemfromSearchforSolutions 从研究解决方法中区别问题从研究解决方法中区别问题5252KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nUnderstandtheProblemFully
89、-UnderstandtheProblemFully-全面理解问题全面理解问题n nIdentifyInterests/NeedsIdentifyInterests/Needs识别利益识别利益/ /需求需求n nNotpositionsbuttheunderlyingconcerns,needs,desires,orNotpositionsbuttheunderlyingconcerns,needs,desires,orfearsthatmotivateanegotiatortotakeaparticularposition.fearsthatmotivateanegotiatortotake
90、aparticularposition. 不注重地位，但基于关注，需要，愿望，或担心，激励谈判者不注重地位，但基于关注，需要，愿望，或担心，激励谈判者 承担一定的地位。承担一定的地位。 n nAllowsforinventivesolutionstomeetinterestsAllowsforinventivesolutionstomeetinterests 允许创意性的解决方法以满足利益允许创意性的解决方法以满足利益n n“ “Why”-ThatistheQuestion!Why”-ThatistheQuestion!“ “为什么为什么” ”- -这是个问题！这是个问题！n n“ “Whyt
91、heywant,whattheywant?”Whytheywant,whattheywant?”“ “为什么他们想要，他们想要什么？为什么他们想要，他们想要什么？” ” 5353KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nTypesofInterests-TypesofInterests-利益类型利益类型n nSubstantiveInterestsSubstantiveInterests实际利益实际利益n nTangibleonesTangibleones有形的有形的n nEconomicandFi
92、nancialEconomicandFinancial经济和金融经济和金融n nProcessInterestsProcessInterests过程利益过程利益n nArerelatedtothewaythedisputeissettledArerelatedtothewaythedisputeissettled与争端解决的方法相关与争端解决的方法相关n nExample,“Theyneverlistentome”Example,“Theyneverlistentome”举例举例“ “他们从来不听我的他们从来不听我的” ”n nRelationshipInterestsRelationship
93、Interests关系利益关系利益n nThepartiesvaluetherelationshiptooneanotheranddonotwanttoThepartiesvaluetherelationshiptooneanotheranddonotwanttodamageitdamageit不想打破双方的价值关系不想打破双方的价值关系n nInterestsinPrincipleInterestsinPrinciple利益原则利益原则n nWhatisright,acceptable,fair,orethicalWhatisright,acceptable,fair,orethical什么
94、是正确的，可接受的，什么是正确的，可接受的，合理的或合乎道德的合理的或合乎道德的5454KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nTypesofInterests-TypesofInterests-利益类型利益类型n nAlmostalwaysmorethanoneAlmostalwaysmorethanone总是比一个多总是比一个多n nPartieshavedifferentinterestsatstakePartieshavedifferentinterestsatstake各方利益不同各方利
95、益不同n nInterestscanberootedinhumanneedsorvaluesInterestscanberootedinhumanneedsorvalues 利益基于人类的需求或价值利益基于人类的需求或价值n nInterestscanchangeInterestscanchange利益可改变利益可改变n nGettingatInterestsGettingatInterests获得利益获得利益n nAskingthe“Why?”Askingthe“Why?”询问询问“ “为什么？为什么？” ”n nUnifiedpositionversusgeneralizedsetofin
96、terestsUnifiedpositionversusgeneralizedsetofinterests 独特的地位与利益的一般化独特的地位与利益的一般化5555KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-(Thecreativepart)GenerateAlternativeSolutions-(Thecreativepart) 创建备选方案的解决方法（有创意的部分）创建备选方案的解决方法（有创意的部分）n nInventingOption
97、sbyRedefiningtheProblemorProblemSetInventingOptionsbyRedefiningtheProblemorProblemSet 通过重新确定问题或问题系列进行选项通过重新确定问题或问题系列进行选项n nPartiesstatespecificunderlyingneedsandPartiesstatespecificunderlyingneedsand developdevelopalternativestosuccessfullymeetthemalternativestosuccessfullymeetthem 各方陈述特别的潜在的需求，开发可选
98、方案以成功地满足他各方陈述特别的潜在的需求，开发可选方案以成功地满足他们们5656KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-Techniques-1GenerateAlternativeSolutions-Techniques-1 创建备选方案的解决方法创建备选方案的解决方法-技术技术-1-1n nExpandthePieExpandthePie将蛋糕做大将蛋糕做大n nFirstandleastcostlyFirstandleastcost
99、ly首次与最小成本首次与最小成本n nHowcanbothpartiesgetwhattheyare“demanding?”Howcanbothpartiesgetwhattheyare“demanding?” 双方如何得到他们的双方如何得到他们的“ “需要需要” ”n nIstherearesourceshortage?Istherearesourceshortage? 资源短缺吗？资源短缺吗？n nHowcanadditionalresourcesassistinreachingasolution?Howcanadditionalresourcesassistinreachingasolu
100、tion? 额外的资源如何辅助寻求解决方法额外的资源如何辅助寻求解决方法5757KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-Techniques-2GenerateAlternativeSolutions-Techniques-2 创建备选方案的解决方法创建备选方案的解决方法-技术技术-2-2n nLogrollingLogrolling相互捧场相互捧场n nWhatissuesareofhigher/lowerprioritytome?Too
101、therparty?.Whatissuesareofhigher/lowerprioritytome?Tootherparty?.n n什么问题对我是较高什么问题对我是较高/ /较低优先选择？对另一方怎么样？较低优先选择？对另一方怎么样？n nAnyhighprioritytomematchlowtotheother?Anyhighprioritytomematchlowtotheother?n n对我方有无高优先选择以适应对方低优先选择？对我方有无高优先选择以适应对方低优先选择？n nMorethanoneissueinconflict-Morethanoneissueinconflict-
102、UnbundleUnbundlelargeones!largeones! 冲突中至少一个问题冲突中至少一个问题-杂乱的问题！杂乱的问题！n nTrialandErrortofindthe“rightsolution”TrialandErrortofindthe“rightsolution”尝试和错误寻找尝试和错误寻找“ “正确的答案正确的答案” ”n nTradeOffitemsTradeOffitems互补项目互补项目n nWhatisinexpensivetomebutvaluabletotheotherparty?Whatisinexpensivetomebutvaluabletothe
103、otherparty?什么对我方什么对我方费用不高，而对对方有价值？费用不高，而对对方有价值？5858KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-Techniques-3GenerateAlternativeSolutions-Techniques-3 创建备选方案的解决方法创建备选方案的解决方法-技术技术-3-3n nUse“NonspecificCompensation”Use“NonspecificCompensation” 使用使用“
104、“非特定补偿非特定补偿” ”n nWhatisofvaluetotheotherparty?Whatisofvaluetotheotherparty? 什么对对方有价值？什么对对方有价值？n nWhatcanIdotomaketheothersidehappyandWhatcanIdotomaketheothersidehappyandsimultaneouslyallowmeto“getmyway?”simultaneouslyallowmeto“getmyway?” 我方做些什么能够使对方愉快，同时使我方我方做些什么能够使对方愉快，同时使我方“ “随心所欲随心所欲” ”n nWhatisi
105、nexpensiveformetogiveuptosatisfytheotherparty?Whatisinexpensiveformetogiveuptosatisfytheotherparty? 对于我方放弃什么以满足对方费用便宜？对于我方放弃什么以满足对方费用便宜？5959KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-Techniques-4GenerateAlternativeSolutions-Techniques-4 创建备选方案的解
106、决方法创建备选方案的解决方法-技术技术-4-4n nCuttheCostofComplianceCuttheCostofCompliance 削减依从成本削减依从成本n nWhatrisks/costsdoesmyproposal/offercreatefortheotherWhatrisks/costsdoesmyproposal/offercreatefortheotherparty?party?我方的建议我方的建议/ /报价给对方带来了什么风险报价给对方带来了什么风险/ /成本？成本？n nWhatcanIdotominimizetheothersrisks/costssothatthe
107、yWhatcanIdotominimizetheothersrisks/costssothattheywouldmorewillingtogoalong?wouldmorewillingtogoalong? 我方能够做什么来减少对方的风险我方能够做什么来减少对方的风险/ /成本以使他们愿意继续成本以使他们愿意继续谈判？谈判？ 6060KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-Techniques-5GenerateAlternativeSol
108、utions-Techniques-5 创建备选方案的解决方法创建备选方案的解决方法-技术技术-5-5n nFindaBridgeSolutionFindaBridgeSolution寻找桥式解决方法寻找桥式解决方法n nWhataretheothersrealunderlyinginterests/needs?Whataretheothersrealunderlyinginterests/needs?对方实际的潜在对方实际的潜在的利益的利益/ /需求是什么？需求是什么？n nWhataremyown?Whataremyown? 我方实际的对方实际的潜在的利益我方实际的对方实际的潜在的利益/
109、/需求是什么？需求是什么？n nWhatisthehigher/lowerpriorityforeachinunderlyinginterests/needs?Whatisthehigher/lowerpriorityforeachinunderlyinginterests/needs?对于双方潜在的利益对于双方潜在的利益/ /需求，什么是较高需求，什么是较高/ /较低的优先选择？较低的优先选择？n nCansolutionsbeinventedthatmeeteachpartysrelativeCansolutionsbeinventedthatmeeteachpartysrelativep
110、rioritiesandtheirinterests/needs?prioritiesandtheirinterests/needs? 寻找的解决方法能否满足各方相对优先选择和他们的利益寻找的解决方法能否满足各方相对优先选择和他们的利益/ /需求？需求？6161KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nOtherTechniquesUsedtoGenerateAlternativeSolutions-OtherTechniquesUsedtoGenerateAlternativeSolutions-
111、 创建备选方案的解决方法的其他技术创建备选方案的解决方法的其他技术 n nBrainstormingtoGenerateSolutionsBrainstormingtoGenerateSolutions脑筋激荡法脑筋激荡法n nAvoidjudgingorevaluatingsolutionsAvoidjudgingorevaluatingsolutions避免评价或评估解决方法避免评价或评估解决方法n nSeparatethepeoplefromtheproblemSeparatethepeoplefromtheproblem将人从问题中分离出来将人从问题中分离出来n nBe“exhaust
112、ive”inthebrainstormingprocess!Be“exhaustive”inthebrainstormingprocess! 在脑筋激荡法中在脑筋激荡法中“ “竭尽全力竭尽全力” ”！n nAskOutsidersAskOutsiders询问局外人询问局外人n nAwareofPersonalityversusStatusDifferences?AwareofPersonalityversusStatusDifferences? 意识到人性与差异状况了吗？意识到人性与差异状况了吗？6262KeyStepsInTheIntegrativeNegotiationProcess整合谈
113、判过程中的主要步骤整合谈判过程中的主要步骤n nGenerateAlternativeSolutions-GenerateAlternativeSolutions- 生成解决备选方案生成解决备选方案n nThe“key”isexchangeofinformation!The“key”isexchangeofinformation! “ “关键关键” ”是交换信息是交换信息6363KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nCommunicationTechniques-CommunicationTec
114、hniques-沟通技术沟通技术n nUse“contentious”tacticstodefendbasicinterests(butnotpositionorUse“contentious”tacticstodefendbasicinterests(butnotpositionorsolution!)solution!) 使用使用“ “好争论好争论” ”战术以保护基本利益（但不是地位或解决方法）战术以保护基本利益（但不是地位或解决方法）n nSendsignalsofwillingness/flexibilitytoaddressotherpartysinterestsSendsignal
115、sofwillingness/flexibilitytoaddressotherpartysinterests 发出愿意发出愿意/ /灵活的信号以强调对方的利益灵活的信号以强调对方的利益n nIndicateawillingnesstochangeproposals/offersIndicateawillingnesstochangeproposals/offers 显示变更建议显示变更建议/ /报价的意愿报价的意愿n nDemonstrateaproblemsolvercapabilityDemonstrateaproblemsolvercapability显示解决问题的能力显示解决问题的能
116、力n nMaximizecommunicationchannelsANDkeepthemopen!MaximizecommunicationchannelsANDkeepthemopen! 最大限度的沟通渠道，并开诚布公最大限度的沟通渠道，并开诚布公n nSeparatecontentioustacticsfromproblem-solvingSeparatecontentioustacticsfromproblem-solving 从解决问题中分离好争论战术从解决问题中分离好争论战术6464KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主
117、要步骤整合谈判过程中的主要步骤n nEvaluationandSelectionofAlternatives-FiveDistinctEvaluationandSelectionofAlternatives-FiveDistinctSteps-Steps-评估和筛选备选方案评估和筛选备选方案-五个特定步骤五个特定步骤n nDefinitionsDefinitions确定确定n nStandardsStandards标准标准n nAlternativesAlternatives备选方案备选方案n nEvaluationEvaluation评估评估n nSelectionSelection选择选择
118、6565KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nEvaluationandSelectionofAlternatives-1EvaluationandSelectionofAlternatives-1备选方案的评估与选择备选方案的评估与选择-1-1n nNarrowtheRangeofOptionsNarrowtheRangeofOptions缩小选项范围缩小选项范围n nFocusonthosestronglysupportedbythepartiesFocusonthosestronglysu
119、pportedbytheparties聚焦双方的重点聚焦双方的重点n nThisallowsthepartiestofocuson“positive”ratherthanThisallowsthepartiestofocuson“positive”ratherthan“negative”,i.e.“unacceptable”“negative”,i.e.“unacceptable”使双方聚焦使双方聚焦“ “积极的积极的” ”而非而非“ “消极的消极的” ”如：不可接受如：不可接受n nEvaluateBasedonQualityandAcceptabilityEvaluateBasedonQu
120、alityandAcceptability基于质量与接受程度进行评估基于质量与接受程度进行评估n nHowgoodarethey?Howgoodarethey?他们如何好？他们如何好？n nHowacceptablearethey?Howacceptablearethey?他们他们 如何接受？如何接受？n nAppealtoobjectivestandardsformakingdecisions?Appealtoobjectivestandardsformakingdecisions?为了决策要求目标标准吗？为了决策要求目标标准吗？n nPastdecisionsorotherobjectiv
121、efairoutcomesavailable?Pastdecisionsorotherobjectivefairoutcomesavailable? 是否有过去的决策或其他目标错误的产生？是否有过去的决策或其他目标错误的产生？6666KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nEvaluationandSelectionofAlternatives-2EvaluationandSelectionofAlternatives-2 备选方案的评估与选择备选方案的评估与选择-2-2n nAgreetoCri
122、teriainAdvanceofEvaluatingOptionsAgreetoCriteriainAdvanceofEvaluatingOptions 提前同意评估选项原则提前同意评估选项原则n nWhatisfair,correct,or“therightthingtodo”Whatisfair,correct,or“therightthingtodo”什么是合理的，正确的，什么是合理的，正确的，或或“ “做正确的事做正确的事” ”n nNarrowsthechoiceprocessNarrowsthechoiceprocess缩短选择过程缩短选择过程n nBeBewillingwilli
123、ngtojustifyPersonalPreferencestojustifyPersonalPreferences愿意调整个人偏好愿意调整个人偏好n nWatchforIntangiblesaffectingtheSelectionWatchforIntangiblesaffectingtheSelection观察选择的无形影响观察选择的无形影响n nGainingrecognition,lookingstrongortoughtoaGainingrecognition,lookingstrongortoughtoaconstituency,etcconstituency,etc. . 获得
124、社区公认，敏锐或苛刻的观察，等获得社区公认，敏锐或苛刻的观察，等6767KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nEvaluationandSelectionofAlternatives-3EvaluationandSelectionofAlternatives-3 备选方案的评估与选择备选方案的评估与选择-3-3n nUseSubgroupsforComplexOptionsUseSubgroupsforComplexOptions 对复杂的选项分组对复杂的选项分组n nSmallergroups
125、overlarge,unwieldygroupSmallergroupsoverlarge,unwieldygroup 小规模的团组比大型，笨拙的团组好小规模的团组比大型，笨拙的团组好n n“ “Timeouttocooloff”Timeouttocooloff”“ “冷静下来冷静下来” ”n nAngerhasnoplaceintheprocess!Angerhasnoplaceintheprocess!程序中气氛和谐程序中气氛和谐6868KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nEvaluati
126、onandSelectionofAlternatives-4EvaluationandSelectionofAlternatives-4 备选方案的评估与选择备选方案的评估与选择-4-4n nExploreDifferentWaystoLogrollExploreDifferentWaystoLogroll看法不同的方法相互捧场看法不同的方法相互捧场n nMerge/combineoptionsintonegotiatedpackagesMerge/combineoptionsintonegotiatedpackages 兼并兼并/ /合并的选项纳入谈判之中合并的选项纳入谈判之中n nExpl
127、oitDifferencesinRiskPreferenceExploitDifferencesinRiskPreference风险偏好的差异风险偏好的差异n nDifferencesinExpectationsDifferencesinExpectations期望的差异期望的差异n nDifferencesinTimePreferencesDifferencesinTimePreferences时间偏好的差异时间偏好的差异6969KeyStepsInTheIntegrativeNegotiationProcess整合谈判过程中的主要步骤整合谈判过程中的主要步骤n nEvaluationand
128、SelectionofAlternatives-5EvaluationandSelectionofAlternatives-5备选方案的评估与选择备选方案的评估与选择-5-5n nDecisionsareTentativeandConditionalDecisionsareTentativeandConditional决策是暂时的和有条件的决策是暂时的和有条件的n nNothingshouldbefinaluntileverythingisfinal!Nothingshouldbefinaluntileverythingisfinal!n n只有所有事宜完成方能结束只有所有事宜完成方能结束n
129、nProducestrustand“comfort”intheprocess!Producestrustand“comfort”intheprocess!n n在过程中始终诚恳和在过程中始终诚恳和“ “舒适舒适” ”n nMinimizeFormality&RecordUntil“Final”AgreementMinimizeFormality&RecordUntil“Final”Agreementn n形式和记录最小化直至形式和记录最小化直至“ “最终最终” ”协议协议n nThenusethe“singletext”approachThenusethe“singletext”approac
130、h然后使用然后使用“ “简单文字简单文字” ”方法方法n nVotingcouldmake“losers”appearonthesceneVotingcouldmake“losers”appearonthescene投票会出现投票会出现“ “失败者失败者” ”7070FactorsThatFacilitateSuccessfulIntegrativeNegotiation促进整合谈判成功的因素促进整合谈判成功的因素n nSomeCommonObjective/GoalSomeCommonObjective/Goal一些共同目标一些共同目标n nFindsomemutuallyacceptabl
131、ejointsolution!Findsomemutuallyacceptablejointsolution! 寻找一些共同接受的解决方法寻找一些共同接受的解决方法n nCommonGoal-equallyshared,equally“worked”CommonGoal-equallyshared,equally“worked” 共同目标共同目标-平等分享，共同完成平等分享，共同完成n nSharedGoal-worktowardbuteachbenefitsdifferentlySharedGoal-worktowardbuteachbenefitsdifferently 共享目标共享目标-
132、向前发展但各自利益不同向前发展但各自利益不同7171FactorsThatFacilitateSuccessfulIntegrativeNegotiation促进整合谈判成功的因素促进整合谈判成功的因素n nFaithinProblem-SolvingAbilityFaithinProblem-SolvingAbility真正的问题真正的问题-解决能力解决能力n nExperienceandexpertiseiswelcomedbyallExperienceandexpertiseiswelcomedbyall 经验与专家经验与专家n nButnotfalsesenseofconfidence
133、Butnotfalsesenseofconfidence 不是信心的错觉不是信心的错觉n nAcceptanceofOthersattitude,information,anddesiresasAcceptanceofOthersattitude,information,anddesiresasaccurateaccurate准确接受对方的态度，信息和需要准确接受对方的态度，信息和需要n nAndyourown!Andyourown!以及自我！以及自我！7272FactorsThatFacilitateSuccessfulIntegrativeNegotiation促进整合谈判成功的因素促进整
134、合谈判成功的因素n nMotivationandCommitmenttoWorkTogetherMotivationandCommitmenttoWorkTogether 共同工作的激励与承诺共同工作的激励与承诺n nPartiesmustbemotivatedtocollaborateratherthancompete!Partiesmustbemotivatedtocollaborateratherthancompete! 必须鼓励双方合作而非竞争必须鼓励双方合作而非竞争n nInterestedintheotherpartysobjectivesandproblemsashisownIn
135、terestedintheotherpartysobjectivesandproblemsashisown 对对方的目标和自己的问题感兴趣对对方的目标和自己的问题感兴趣n nEnhancingEnhancing增强增强n n“ “Hangtogetherratherthanseparately”Hangtogetherratherthanseparately”“ “合作而非分离合作而非分离” ”n nMoretogainbyworkingtogetherMoretogainbyworkingtogether一起工作获得更多一起工作获得更多n nCommitto“Committo“Presett
136、lementPresettlementsettlementagreements”settlementagreements” 承诺承诺“ “提前设定的协议提前设定的协议” ”7373FactorsThatFacilitateSuccessfulIntegrativeNegotiation促进整合谈判成功的因素促进整合谈判成功的因素n nTrustTrust信任信任n nNoGuaranteesthatTrustleadstocollaborationbutNoGuaranteesthatTrustleadstocollaborationbutMistrustinhibitscollaborati
137、onMistrustinhibitscollaboration不保证信任促进合作，但不保证信任促进合作，但误解会影响合作误解会影响合作n nDefensiveNegotiatorswithdraw-AToneSetter!DefensiveNegotiatorswithdraw-AToneSetter! 防御的谈判者撤退防御的谈判者撤退n nHardandComplextoaccomplishHardandComplextoaccomplish完成起来很艰难，复杂完成起来很艰难，复杂n nPerceivedassimilartothemPerceivedassimilartothem感觉与他们
138、类似感觉与他们类似n nPositiveattitudetowardthemPositiveattitudetowardthem对他们态度积极对他们态度积极n nDependononeanotherDependononeanother取决另一方取决另一方n nCooperative/ListenCooperative/Listen合作合作/ /聆听聆听n nMakeConcessionsMakeConcessions让步让步7474HowtoImproveTrustinIntegrativeNegotiation在整合谈判中如何增进信任在整合谈判中如何增进信任n nCreateandMeetE
139、xpectationsCreateandMeetExpectations创建并满足期望创建并满足期望n nConvinceothersthatthebenefitsoftrustoutweighthecostsofmistrustConvinceothersthatthebenefitsoftrustoutweighthecostsofmistrust说服对方信任的利益大于误解的成本说服对方信任的利益大于误解的成本n nMeetandkeepshort-termpromisesMeetandkeepshort-termpromises满足和保持短期许诺满足和保持短期许诺n nEstablish
140、credibilityEstablishcredibility建立资信建立资信n nEstablishareputationfortrustworthinessEstablishareputationfortrustworthiness为信任而建立信誉为信任而建立信誉7575HowtoImproveTrustinIntegrativeNegotiation在整合谈判中如何增进信任在整合谈判中如何增进信任n nFrequentinteractionsFrequentinteractionsn nEstablishfamiliarityEstablishfamiliarityn nBeaccura
141、teinonespredictionoftheothersactionsandreactionsBeaccurateinonespredictionoftheothersactionsandreactionsn nConsistentlyuseinformationgainedabouttheothertoenhancetherelationship.Consistentlyuseinformationgainedabouttheothertoenhancetherelationship.n nEstablish/affirmsimilarinterestsEstablish/affirmsi
142、milarinterestsn nEstablish/affirmsimilargoals&objectivesEstablish/affirmsimilargoals&objectivesn nEstablish/affirmcommon,coordinatedactions.Establish/affirmcommon,coordinatedactions. 频繁互动建立类似点对对方的行为和反应做出准确的预测持续使用有关对方的经验以增强关系建立/证实相似的兴趣建立/证实相似的目标和目的建立/证实共同的协调的行为7676FactorsThatFacilitateSuccessfulInteg
143、rativeNegotiation促进整合谈判成功的因素促进整合谈判成功的因素n nClearandAccurateCommunicationClearandAccurateCommunication清晰准确的沟通清晰准确的沟通n nAbilitytoshareinformationANDstatewhattheywantANDwhyAbilitytoshareinformationANDstatewhattheywantANDwhytheywantit!theywantit! 分享信息的能力分享信息的能力以及以及以及以及他们所需要的陈述他们所需要的陈述以及以及以及以及他们为什么需要他们为什么
144、需要！n nFormalandinformalcommunicationchannelsmayhelpFormalandinformalcommunicationchannelsmayhelp 正式与非正式沟通渠道有助于谈判成功正式与非正式沟通渠道有助于谈判成功n nThirdpartyassistancemayhelpThirdpartyassistancemayhelp 第三方辅助有助于谈判成功第三方辅助有助于谈判成功n nTheDynamicsoftheProcessTheDynamicsoftheProcess过程的动态过程的动态7777WhyIntegrativeNegotiatio
145、nIsDifficultToAchieve为什么不容易实现整合谈判为什么不容易实现整合谈判n nHistoryofRelationshipHistoryofRelationship关系的来历关系的来历n nPreviousCompetitive&ConflictLaden?PreviousCompetitive&ConflictLaden? 过去竞争和冲突的累积吗？过去竞争和冲突的累积吗？n nAttitudeofWin-LoseinpastAttitudeofWin-Loseinpast过去胜负的态度过去胜负的态度n nExploitationandDistrustExploitationa
146、ndDistrust私利与不信任私利与不信任n nBeliefanIssueCanOnlyBeResolvedBeliefanIssueCanOnlyBeResolvedDistributivelyDistributively/Competitively/Competitively 相信仅有事件能够个别相信仅有事件能够个别/ /有竞争性的解决有竞争性的解决7878WhyIntegrativeNegotiationIsDifficultToAchieve为什么不容易实现整合谈判为什么不容易实现整合谈判n nMixed-MotiveNatureofMostNegotiationsMixed-Mot
147、iveNatureofMostNegotiations 大部分谈判的混合动机本质大部分谈判的混合动机本质n nSomerequireDistributiveBargainingSomerequireDistributiveBargaining ANDrequireANDrequireIntegrativeNegotiationIntegrativeNegotiation 有的要求分散式讨价还价有的要求分散式讨价还价以及以及以及以及有的要求整合式谈判有的要求整合式谈判n nPartiesfailtosearchfor(orrecognize)Partiesfailtosearchfor(orre
148、cognize)integrativepotentialearly-on!integrativepotentialearly-on! 各方没有及早寻找（意识到）整合的潜在性各方没有及早寻找（意识到）整合的潜在性7979NegotiationSubprocesses谈判的辅助过程谈判的辅助过程PartII第第II部分部分Chapter5Chapter5第第5 5章章Communication,Perception,Communication,Perception,andCognitiveBiasesandCognitiveBiases沟通，知觉与认识偏见沟通，知觉与认识偏见8080Communi
149、cations沟通沟通n nCommunicationInNegotiationCommunicationInNegotiation 谈判过程中的沟通谈判过程中的沟通n nWhatIsCommunicatedInNegotiations?WhatIsCommunicatedInNegotiations? 谈判中沟通什么？谈判中沟通什么？n nTheExistenceofaBATNA-page146TheExistenceofaBATNA-page146BATNABATNA的存在的存在n nHowPeopleCommunicateHowPeopleCommunicate 人们如何沟通人们如何沟通
150、8181PerceptionAndNegotiation知觉与谈判知觉与谈判n nRoleofPerceptionRoleofPerception 知觉的作用知觉的作用n nPerceptualDistortioninNegotiationPerceptualDistortioninNegotiation 谈判中知觉曲解谈判中知觉曲解n nFramingFraming 框架框架8282BiasesInNegotiations-1谈判中的偏见谈判中的偏见-1n nIrrationalCommitmentofCourseofActionIrrationalCommitmentofCourseofA
151、ction 行为的无理性的承诺行为的无理性的承诺 n n“ “Mythical”FixedPieMythical”FixedPie“ “虚构的虚构的” ”固定的蛋糕固定的蛋糕n n“ “Anchoring”andAdjustmentAnchoring”andAdjustment“ “固定固定” ”与调整与调整n nFramingFraming框架框架n nAvailabilityofInformationAvailabilityofInformation信息的可靠性信息的可靠性n n“ “Winners”CurseWinners”Curse“ “胜者胜者” ”曲线曲线8383BiasesInN
152、egotiations-2谈判中的偏见谈判中的偏见-2n nOverconfidenceOverconfidence过于乐观过于乐观n n“ “LawofSmallerNumbers”LawofSmallerNumbers”“ “为数不多的法律为数不多的法律n nSelf-ServingBiasesSelf-ServingBiases自我服务的偏见自我服务的偏见n nIgnoringOthersPerceptions/ThoughtsIgnoringOthersPerceptions/Thoughts忽略对方忽略对方的感觉的感觉/ /思维思维n nReactiveDevaluationReac
153、tiveDevaluation反应性的贬值反应性的贬值8484HowtoImproveCommunicationInNegotiation谈判中如何改进沟通谈判中如何改进沟通n nTheUseofQuestionsTheUseofQuestions提问题提问题n nTable5.1&Table5.2Table5.1&Table5.2表表5.15.1和和5.25.2n nListeningListening聆听聆听n nPassivePassive积极积极n nAcknowledgementAcknowledgement承认承认n nActiveActive活跃活跃n nRoleReversal
154、RoleReversal角色互换角色互换8585AndMoreOnCommunication关于沟通的更多的东西关于沟通的更多的东西.n nMood,Emotion,andNegotiationMood,Emotion,andNegotiation 情感，感情与谈判情感，感情与谈判n nSpecialCommunicationConsiderationsattheCloseofSpecialCommunicationConsiderationsattheCloseofNegotiationsNegotiations 在谈判结束时特别沟通的考虑在谈判结束时特别沟通的考虑n nWhento“shu
155、t-up”Whento“shut-up” 什么时候什么时候“ “闭嘴闭嘴” ”n nBox5.3andBox5.4Box5.3andBox5.4表表5.35.3和和5.45.48686NegotiationSubprocesses谈判的辅助过程谈判的辅助过程PartII第第II部分部分Chapter6Chapter6第第6 6章章FindingandUsingNegotiationLeverageFindingandUsingNegotiationLeverage寻找和使用谈判杠杆寻找和使用谈判杠杆8787Power权力权力n nLeverageAsAdvantage:WhyIsPowerLe
156、verageAsAdvantage:WhyIsPowerImportantToNegotiators?ImportantToNegotiators?n n作为优势的杠杆：为什么权力对谈判重要？作为优势的杠杆：为什么权力对谈判重要？n nDefinitionofPowerDefinitionofPower权力的定义权力的定义n nAbilitytobringaboutoutcomestheydesire?Abilitytobringaboutoutcomestheydesire? 能够带来他们所要求的结果的能力如何？能够带来他们所要求的结果的能力如何？n nAbilitytogetthingsd
157、one?Abilitytogetthingsdone? 完成事物的能力？完成事物的能力？8888SourcesofPower-HowPeopleAcquirePowerTable6.1表表6.1权力的来源权力的来源-人们如何获得权力人们如何获得权力n nInformationandExpertiseInformationandExpertise信息与专家信息与专家n nControloverResourcesControloverResources资源的控制资源的控制n nPowerDerivedfromLocationinanOrganizationalPowerDerivedfromLoc
158、ationinanOrganizationalStructure-Fig.6.1Structure-Fig.6.1 在组织结构中从其位置取得权力在组织结构中从其位置取得权力-表表6.16.18989ManagingInformationPower:ThePersuasionProcess管理信息权力：说服过程管理信息权力：说服过程n nCharacteristicsofMessagesCharacteristicsofMessages信息的特点信息的特点n nContent(“MakeitAttractive”)Content(“MakeitAttractive”) 内容（内容（“ “使其有吸
159、引力使其有吸引力” ”）n nFrameitsotheotherpartywillsay“yes”Frameitsotheotherpartywillsay“yes” 框架是这样，对方也说框架是这样，对方也说“ “是是” ”n nSuggest“AgreementinPrinciple”Suggest“AgreementinPrinciple” 建议建议“ “协议原则协议原则” ”9090ManagingInformationPower:ThePersuasionProcess管理信息权力：说服过程管理信息权力：说服过程n nMessageStructureMessageStructure信息
160、结构信息结构n nMessageOrderMessageOrder信息命令信息命令n nOne-andTwo-SidedMessagesOne-andTwo-SidedMessages单方和双方命令单方和双方命令n nMessageComponentsMessageComponents信息组成信息组成n nRepetitionRepetition重复重复n nConclusionsConclusions结论结论9191ManagingInformationPower:ThePersuasionProcess管理信息权力：说服过程管理信息权力：说服过程n nHowtoPitchtheMessag
161、eHowtoPitchtheMessage如何推广信息如何推广信息n nEncourageActiveParticipationEncourageActiveParticipation鼓励行为的参与鼓励行为的参与n nUse“Metaphors”Use“Metaphors”使用使用“ “比喻的说法比喻的说法” ”n nInciteFearsInciteFears引起敬畏引起敬畏n nCreateDistractionsCreateDistractions精神涣散精神涣散n nUseMoreIntenseLanguageUseMoreIntenseLanguage使用更强烈的语言使用更强烈的语言
162、n n“ “Violate”ReceiversExpectationsViolate”ReceiversExpectations“ “违背违背” ”接收者接收者的期望的期望9292CharacteristicsofSourcesofthePersuasiveEffort说服力影响来源的特点说服力影响来源的特点n nSourceCredibility-1SourceCredibility-1可信度来源可信度来源-1-1n nPersonalReputationforIntegrityPersonalReputationforIntegrity个人信誉的完善个人信誉的完善n n“ “Benefit
163、-of-the-Doubt”FirstImpressionsBenefit-of-the-Doubt”FirstImpressions “ “疑虑作用的疑虑作用的” ”初步印象初步印象n nIntentiontoPersuadeIntentiontoPersuade说服意图说服意图n nUseorMinimizeStatusDifferencesUseorMinimizeStatusDifferences 使用或差异的最小化使用或差异的最小化n nAppearanceandSelf-PreservationAppearanceandSelf-Preservation 外貌与自我保护外貌与自我保
164、护9393CharacteristicsofSourcesofthePersuasiveEffort说服力影响来源的特点说服力影响来源的特点n nSourceCredibility-2SourceCredibility-2可信度来源可信度来源-2-2n nAssociatesAssociates合伙人合伙人n nPerceivedExpertisePerceivedExpertise有感知的专家有感知的专家n nPersistenceandTenacityPersistenceandTenacity坚持与顽强坚持与顽强9494CharacteristicsofSourcesofthePersu
165、asiveEffort说服力影响来源的特点说服力影响来源的特点n nPersonalAttractivenessPersonalAttractiveness个人吸引力个人吸引力n nFriendlinessFriendliness友诚友诚n nComplimentsCompliments赞赏赞赏n nAttractivenessAttractiveness吸引力吸引力n nHelpingtheOtherPartyHelpingtheOtherParty帮助对方帮助对方n nPerceivedSimilarityPerceivedSimilarity类似的感觉类似的感觉n nEmotionEmo
166、tion情感情感9595CharacteristicsofReceiversofPersuasion说服接受者的特点说服接受者的特点n nAttending(Nonverbalacts)totheOtherAttending(Nonverbalacts)totheOther 专注（不是所有的行为）他人专注（不是所有的行为）他人n nMakeEyeContactMakeEyeContact目光的接触目光的接触n nAdjustYourBodyPositionAdjustYourBodyPosition调整身体姿态调整身体姿态n nNonverballyEncourageorDiscourageW
167、hattheOtherNonverballyEncourageorDiscourageWhattheOtherSaysSays 非语言鼓励或阻拦对方说话非语言鼓励或阻拦对方说话9696CharacteristicsofReceiversofPersuasion说服接受者的特点说服接受者的特点n nExploringorIgnoringtheOthersPositionExploringorIgnoringtheOthersPosition 发掘或忽略对方地位发掘或忽略对方地位n nSelectivelyParaphraseSelectivelyParaphrase有选择性的解释有选择性的解释n
168、 nReinforcePointsYouLikeintheOtherPartysReinforcePointsYouLikeintheOtherPartysProposalsProposals强调对方建议中你所喜欢的观点强调对方建议中你所喜欢的观点n nResistingtheOthersInfluenceResistingtheOthersInfluence抵制对方的影响抵制对方的影响n nHaveaBATNAHaveaBATNA使用使用BATNABATNAn nCommunicate/CommittoBATNACommunicate/CommittoBATNA 用用BATNABATNA沟通
169、沟通/ /承诺承诺9797ContextofPersuasion说服过程说服过程n nReciprocityReciprocity交互作用交互作用n nDoontoothersDoontoothers按对方的形式去做按对方的形式去做. .n nCompliancefactorCompliancefactor依照事实依照事实n nCommitment(“Consistency”)toaPositionCommitment(“Consistency”)toaPosition 对地位的承诺（对地位的承诺（“ “一致性一致性” ”）n nRewardandPunishmentRewardandPuni
170、shment奖励与处罚奖励与处罚n n“ “Quidproquo”Quidproquo”“ “替代物替代物” ”n nLocationofpowerwithinstructureLocationofpowerwithinstructure 结构之内的权力位置结构之内的权力位置9898NegotiationSubprocesses谈判的辅助过程谈判的辅助过程PartII第第II部分部分Chapter7Chapter7第第7 7章章EthicsInNegotiationEthicsInNegotiation谈判中的道德谈判中的道德9999WhyDoNegotiatorsNeedToKnowAbou
171、tEthics?为什么谈判者需了解道德问题？为什么谈判者需了解道德问题？n nWhatAreEthicsandWhyDoTheyApplyWhatAreEthicsandWhyDoTheyApply ToNegotiation?ToNegotiation? 什么是道德的以及为什么它们适用于谈判？什么是道德的以及为什么它们适用于谈判？n nDecisionbaseduponexpectedresultsorwhatthegreatestDecisionbaseduponexpectedresultsorwhatthegreatestreturnoninvestment?returnoninves
172、tment?决策是基于期望的结果或对投资的最大回报吗？决策是基于期望的结果或对投资的最大回报吗？n nDecisionbaseduponwhatlawsays?Decisionbaseduponwhatlawsays?决策是基于法律所说的吗？决策是基于法律所说的吗？n nDecisionbaseduponstrategy&valuesofmyorganization?Decisionbaseduponstrategy&valuesofmyorganization? 决策是基于我方组织的战略和价值吗？决策是基于我方组织的战略和价值吗？n nDecisionbaseduponpersonalcon
173、victions&conscience?Decisionbaseduponpersonalconvictions&conscience? 决策是基于人的说服力和道德心吗？决策是基于人的说服力和道德心吗？100100WhatAreTheMajorEthicalConcernsThatApplyToNegotiation?Table7.1n nEnd-ResultEthicsEnd-ResultEthics最终结果的道德最终结果的道德n nRuleEthicsRuleEthics道德规范道德规范n nSocialContractEthicsSocialContractEthics社会合同道德社会合
174、同道德n nPersonalEthicsPersonalEthics个人道德个人道德101101TypesOfEthical&UnethicalConductDuringNegotiations谈判中道德与非道德行为的类型谈判中道德与非道德行为的类型n nEthicsofTruthTellingEthicsofTruthTelling提供真实的道德提供真实的道德n nDeceptionTacticsDeceptionTactics欺骗战术欺骗战术n nMisrepresentationofpositionMisrepresentationofposition地位的错误展示地位的错误展示n nB
175、luffingBluffing欺骗欺骗n nFalsificationofInformationFalsificationofInformation伪造信息伪造信息n nDeceptionDeception蒙蔽蒙蔽n nSelectiveDisclosureSelectiveDisclosure有选择性的泄露有选择性的泄露102102TypesOfEthical&UnethicalConductDuringNegotiations谈判中道德与非道德行为的类型谈判中道德与非道德行为的类型n nAppropriatenessofTactic-Table7.2AppropriatenessofTac
176、tic-Table7.2适当的战术适当的战术-表表7.27.2n nGaininfoaboutopponentsnegotiatingposition/strategybyGaininfoaboutopponentsnegotiatingposition/strategybynetworkingnetworking通过网络获得对方谈判地位战略的信息通过网络获得对方谈判地位战略的信息n nMakeopeningdemandfargreaterthanwhatyoureallyexpectMakeopeningdemandfargreaterthanwhatyoureallyexpecttoset
177、tlefortosettlefor做出比你预期满足的结果更大的要求做出比你预期满足的结果更大的要求n nHideyourrealbottomlinefrom“opponent”Hideyourrealbottomlinefrom“opponent” 从从“ “对方对方” ”那里隐藏实际底线那里隐藏实际底线n nConveyfalseimpressionthatyouareinnohurrytocometoaConveyfalseimpressionthatyouareinnohurrytocometoanegotiatedagreementnegotiatedagreement 给对方错觉认为
178、你对谈判协议着急给对方错觉认为你对谈判协议着急103103TypesOfEthical&UnethicalConductDuringNegotiations谈判中道德与非道德行为的类型谈判中道德与非道德行为的类型n nInappropriatenessofTactic-Table7.2InappropriatenessofTactic-Table7.2 不适当的战术不适当的战术-表表7.27.2n nCategoryGroupingsofNegotiationTactics-CategoryGroupingsofNegotiationTactics-Table7.3Table7.3 谈判战术的
179、分类谈判战术的分类-表表7.37.3104104TypesOfEthical&UnethicalConductDuringNegotiations谈判中道德与非道德行为的类型谈判中道德与非道德行为的类型n nIntentionsandMotivestoUseDeceptiveTacticsIntentionsandMotivestoUseDeceptiveTactics 使用欺骗战术的意图与动机使用欺骗战术的意图与动机n nMotivationtoBehaveUnethicallyMotivationtoBehaveUnethically 不道德的行为动机不道德的行为动机n nConseque
180、ncesofUnethicalConductConsequencesofUnethicalConduct 不道德行为的后果不道德行为的后果n nExplanationsandJustificationsExplanationsandJustifications 解释与公正解释与公正105105WhatFactorsShapeANegotiatorsPredispositionToUseUnethicalTactics?什么因素导致谈判者倾向使用不道德的什么因素导致谈判者倾向使用不道德的战术？战术？n nDemographicFactorsDemographicFactors人口统计因素人口统计
181、因素n nGender,Age,Ethnicity,Nationality,NegotiatingGender,Age,Ethnicity,Nationality,NegotiatingExperience,ProfessionalOrientation,EthicsExperience,ProfessionalOrientation,EthicsTraining,etc.Training,etc.n n性别，年龄，种族，国际，谈判经验，职业方性别，年龄，种族，国际，谈判经验，职业方向，道德培养等向，道德培养等106106WhatFactorsShapeANegotiatorsPredispo
182、sitionToUseUnethicalTactics?什么因素导致谈判者倾向使用不道德的什么因素导致谈判者倾向使用不道德的战术？战术？n nPersonalityDifferencesandMoralDevelopmentPersonalityDifferencesandMoralDevelopment 个人性格的差异与道德的发展个人性格的差异与道德的发展n nCompetitivenessv.Cooperativeness,“IknowwhatisgoodforCompetitivenessv.Cooperativeness,“Iknowwhatisgoodforthem”attitude
183、,etc.them”attitude,etc. 竞争与合作竞争与合作“ “我知道什么对他们好我知道什么对他们好” ”的态度，等的态度，等n nSituationalInfluencesOnUnethicalConductSituationalInfluencesOnUnethicalConduct 形势对不道德行为的影响形势对不道德行为的影响n nRelationshipofthePartiesRelationshipoftheParties各方的关系各方的关系n nRelativepowerbetweenthePartiesRelativepowerbetweentheParties各方相对
184、的权力各方相对的权力n nActingasanAgentversusyourselfActingasanAgentversusyourself扮演成代理与你自己扮演成代理与你自己107107DealingWithTheOtherPartysUseofDeception应对对方的欺骗应对对方的欺骗n nAskingprobingquestionsAskingprobingquestions提出刺探性问题提出刺探性问题n nRecognizetheTactic(Table7.4)RecognizetheTactic(Table7.4)认识战术（表认识战术（表7.47.4）n nIgnorethet
185、acticIgnorethetactic忽视战术忽视战术n n“ “Call”thetacticCall”thetactic“ “召唤召唤” ”战术战术n nRespondinkind(“ticfortat”)Respondinkind(“ticfortat”)相应回应（相应回应（“ “针锋相对针锋相对” ”）n nDiscussconductand“help”theotherpartychangeDiscussconductand“help”theotherpartychange 讨论行为以及讨论行为以及“ “帮助帮助” ”对方改变对方改变108108NegotiationContexts谈
186、判过程谈判过程PartIII第第III部分部分Chapter8Chapter8第第8 8章章TheSocialContextofNegotiationTheSocialContextofNegotiation谈判社会过程谈判社会过程109109NegotiatingWithinARelationshipBetweenTheParties谈判双方的关系谈判双方的关系n nANegotiatingDyadANegotiatingDyad双向谈判双向谈判n nAgents&ConstituenciesAgents&Constituencies代理与顾客代理与顾客n nAdditionalNegoti
187、atorsAdditionalNegotiators额外谈判者额外谈判者n nNegotiatingTeamsNegotiatingTeams与群体谈判与群体谈判n nUnrepresentedBystanders/AudiencesUnrepresentedBystanders/Audiences不代表观众不代表观众n nThirdPartiesThirdParties第三方第三方110110NegotiatingWithinARelationshipBetweenTheParties谈判双方的关系谈判双方的关系n nNegotiatingWithinRelationshipsTakesPl
188、aceOverTimeNegotiatingWithinRelationshipsTakesPlaceOverTimen n关系之间的谈判随时发生关系之间的谈判随时发生n nNegotiationIsOftenNotAWayToDiscussIssueButAWayToNegotiationIsOftenNotAWayToDiscussIssueButAWayTo LearnAboutALearnAboutAPartyParty谈判往往不是讨论事物的方法而是学习对方的一种方法谈判往往不是讨论事物的方法而是学习对方的一种方法n nResolutionOfSimpleDistributiveIss
189、uesHasImplicationsForTheFutureResolutionOfSimpleDistributiveIssuesHasImplicationsForTheFuturen n简单的个别问题的解决对今后有牵连简单的个别问题的解决对今后有牵连n nDistributiveIssuesCanBeEmotionally“Hot”DistributiveIssuesCanBeEmotionally“Hot”个别问题可能在情感上个别问题可能在情感上“ “过热过热” ”n nNegotiatingWithRelationshipsMayNeverEndNegotiatingWithRela
190、tionshipsMayNeverEnd与关系的谈判永无止境与关系的谈判永无止境n nInManyNegotiationsTheOtherPersonisFocalProblemInManyNegotiationsTheOtherPersonisFocalProblemn n在许多谈判中对方的人是焦点问题在许多谈判中对方的人是焦点问题n nConcessionsMayBecomeMoreCommonplaceInOrderToConcessionsMayBecomeMoreCommonplaceInOrderTo“Preserve”TheRelationship“Preserve”TheRel
191、ationship为了保持关系，让步成为更共同的地方为了保持关系，让步成为更共同的地方111111KeyElementsInManagingNegotiationsWithinRelationships管理谈判关系之间的主要因素管理谈判关系之间的主要因素n nFormsofTrustFormsofTrust信任的形式信任的形式n nTrust-BuildingandNegotiationsTrust-BuildingandNegotiations信任的建立与谈判信任的建立与谈判n nTable8.2Table8.2表表8.28.2n nEmotionsEmotions情绪情绪n nPositi
192、veversusNegativePositiveversusNegative积极与消极积极与消极n nWhatis“fairandjust”Whatis“fairandjust”什么是什么是“ “公平与公正公平与公正” ”n nFormsofJusticeFormsofJustice公正的形式公正的形式n nFairnessInNegotiations-Box8.2FairnessInNegotiations-Box8.2谈判的公平谈判的公平 112112TheAgencyRelationship:TheImpactOfTheLargerSocialContextOnNegotiatorBeh
193、avior代理关系：大型社会过程对谈判行为的代理关系：大型社会过程对谈判行为的影响影响n nAudiences:TeamMembers,Constituents,Audiences:TeamMembers,Constituents,BystandersBystanders观众观众: :集体成员集体成员, ,选民选民, ,旁观者旁观者n nSeekfavorablereactionfromaudience?Seekfavorablereactionfromaudience? 从观众那里寻求积极的反应吗从观众那里寻求积极的反应吗? ?n nHoldnegotiatoraccountableHold
194、negotiatoraccountable 使谈判者负责任使谈判者负责任113113TheAgencyRelationship:TheImpactOfTheLargerSocialContextOnNegotiatorBehavior代理关系：大型社会过程对谈判行为的代理关系：大型社会过程对谈判行为的影响影响n nTheNegotiatorsDilemma-1TheNegotiatorsDilemma-1谈判者的窘境谈判者的窘境-1-1n nManipulatingAudienceVisibilityManipulatingAudienceVisibility操纵观众的操纵观众的 视觉视觉n
195、nLimitOnesOwnConcessionByVisibilityLimitOnesOwnConcessionByVisibility 通过视觉限制自己的让步通过视觉限制自己的让步n nUseToShow“Militancy”UseToShow“Militancy”用以显示用以显示“ “战斗性战斗性” ”n nLimitOnesAuthorityLimitOnesAuthority限制授权限制授权n nLessflexibilityLessflexibility不灵活不灵活114114TheAgencyRelationship:TheImpactOfTheLargerSocialConte
196、xtOnNegotiatorBehavior代理关系：大型社会过程对谈判行为的代理关系：大型社会过程对谈判行为的影响影响n nTheNegotiatorsDilemma-2TheNegotiatorsDilemma-2谈判者的窘境谈判者的窘境-2-2n nPossibleResponsesPossibleResponses相应的回应相应的回应n nEstablishprivacypriortobeginningofnegotiationsEstablishprivacypriortobeginningofnegotiations 在谈判开始之前自我隐藏在谈判开始之前自我隐藏n nScreenv
197、isibilityduringnegotiationsScreenvisibilityduringnegotiations 谈判中筛选可视性谈判中筛选可视性115115TheAgencyRelationship:TheImpactOfTheLargerSocialContextOnNegotiatorBehavior代理关系：大型社会过程对谈判行为的代理关系：大型社会过程对谈判行为的影响影响n nTheNegotiatorsDilemma-3TheNegotiatorsDilemma-3谈判者的窘境谈判者的窘境-3-3n nCommunicatingwiththeConstituencyorw
198、ithAudiencesCommunicatingwiththeConstituencyorwithAudiences 与选民或与观众沟通与选民或与观众沟通n nThroughSuperiorsThroughSuperiors通过上级通过上级n nThroughIntermediariesThroughIntermediaries通过媒介通过媒介n nDirectlytotheOtherPartysConstituencyDirectlytotheOtherPartysConstituency 直接与对方的选民直接与对方的选民116116NegotiationContexts谈判过程谈判过程P
199、artIII第第III部分部分Chapter9Chapter9第第9 9章章MultipartyNegotiations:MultipartyNegotiations:CoalitionsandGroupsCoalitionsandGroups多方谈判：联盟与集团多方谈判：联盟与集团117117Introduction介绍介绍n nNegotiationsWithMoreNegotiationsWithMoreThanTwoThanTwoNegotiatorsNegotiators-Fig.9.1-Fig.9.1比双方更多的谈判比双方更多的谈判n nNegotiatingCoalitionsN
200、egotiatingCoalitions联盟谈判联盟谈判n nTypesofCoalitionsTypesofCoalitions联盟类型联盟类型n nHowandWhyTheyFormHowandWhyTheyForm他们为什么以及如何结盟他们为什么以及如何结盟118118Coalitions联盟联盟n nStandardsforCoalitionDecisionMakingStandardsforCoalitionDecisionMaking联盟决策的标准联盟决策的标准n nWhatistheStrengthinCoalitions?WhatistheStrengthinCoalition
201、s?联盟中什么是优势联盟中什么是优势n nOtherTypesofCoalitionsOtherTypesofCoalitions联盟的其他类型联盟的其他类型n n“ “Veto”Games“Veto”Games“否决权否决权” ”游戏游戏n n“ “TragedyofCommons”“TragedyofCommons”“共同的悲剧共同的悲剧” ”n nFormationFormation形式形式n nAllies,Opponents,Bedfellows,FenceSitters,Adversaries-Allies,Opponents,Bedfellows,FenceSitters,Adv
202、ersaries-Box9.1Box9.1n n联盟联盟, ,对立对立, ,同伙同伙, ,骑墙派骑墙派, ,敌对敌对-表表9.19.1119119MultipartyNegotiations多方谈判多方谈判n nDifferenceswithTwo-PartyDifferenceswithTwo-PartyNegotiations-Figure9.4Negotiations-Figure9.4双方谈判的差异双方谈判的差异-表表9.49.4120120ManagingMultipartyNegotiations管理多方谈判管理多方谈判n nPrenegotiationPrenegotiation
203、StageStage提前谈判阶段提前谈判阶段n nFormalNegotiationStage-ManagingFormalNegotiationStage-Managing正式谈判阶段正式谈判阶段- -管理管理GroupProcessandOutcomeGroupProcessandOutcome集体过程与结果集体过程与结果n nAppointChairAppointChair指定主席指定主席n nAgendaAgenda议事日程议事日程n nDiversityofInfo&PerspectiveDiversityofInfo&Perspective信息的多样化与感觉信息的多样化与感觉n n
204、ConsiderationofAllAvailableInformationConsiderationofAllAvailableInformation 考虑所有可获得的信息考虑所有可获得的信息n nDelphiTechniqueDelphiTechnique代菲尔技术代菲尔技术n nBrainstormingBrainstorming脑筋激荡法脑筋激荡法121121ManagingMultipartyNegotiations管理多方谈判管理多方谈判n nReviewandManagetheDecisionRulesReviewandManagetheDecisionRules 回顾与管理决策
205、准则回顾与管理决策准则n nStriveforaFirstAgreementStriveforaFirstAgreement为第一个协议而奋斗为第一个协议而奋斗n nRoleofChair:ManagetheProcess,NottheOutcomeRoleofChair:ManagetheProcess,NottheOutcome 主席的作用主席的作用: :管理过程管理过程, ,而非结果而非结果n nPages348&349Pages348&349n nAgreementPhaseAgreementPhase协议阶段协议阶段Table9.1Table9.1 表表9.19.1122122Neg
206、otiationContexts谈判过程谈判过程PartIII第第III部分部分Chapter10Chapter10第第1010章章IndividualDifferencesIndividualDifferences个人差异个人差异123123Introduction介绍介绍n nEarlyResearchonPersonalityandNegotiationEarlyResearchonPersonalityandNegotiation 人格与谈判的早期研究人格与谈判的早期研究n nDifferencesinStyle/ApproachDifferencesinStyle/Approachn
207、 n风格与方法的差异风格与方法的差异n nRelationshipBetweenPersonalityPredispositionsandRelationshipBetweenPersonalityPredispositionsandNegotiationOutcomesNegotiationOutcomes人格的预先安排与谈判结果的关系人格的预先安排与谈判结果的关系124124LaterResearchOnPersonality&Negotiation人格与谈判的后期调研人格与谈判的后期调研n nConflictManagementStyle-冲突管理风格Page358etseq.12512
208、5YOURMYERS/BRIGGS“PROFILE”(implicationsfornegotiationeffectivenessimplicationsfornegotiationeffectiveness) )你MYERS/BRIGGS“”形象(谈判效果的影响)126126MYERS/BRIGGSPERSONALITYINVENTORYBACKGROUND1. 1.BRIGGS/MYERSBRIGGS/MYERSWASWASAAMOTHER/DAUGHTERMOTHER/DAUGHTERTEAM.TEAM. BRIGGSBRIGGSWASWASMARRIEDMARRIEDTOTO AA
209、PHYSICISTPHYSICIST ATAT THETHE NATIONALNATIONAL BUREAUBUREAU OFOF STANDARDS.STANDARDS. ININ 1926,1926,BRIGGSBRIGGSWROTEWROTEAABOOKBOOKONON4 4PERSONALITYPERSONALITYTYPES.TYPES. AFTERAFTERSHESHEWROTEWROTEIT,IT,SHESHEDISCOVEREDDISCOVEREDTHETHEWORKSWORKSOFOFCARLCARLJUNG.JUNG. SHESHETHOUGHTTHOUGHTHISHIST
210、HEORYTHEORYWASWASIDENTICALIDENTICALANDANDACKNOWLEDGEDACKNOWLEDGEDTHETHEFACTFACTHISHISTHEORYTHEORYWASWASMOREMOREDEVELOPED.DEVELOPED. 2. 2.ISABELISABELBRIGGS,BRIGGS,THETHEDAUGHTER,DAUGHTER,MARRIEDMARRIEDAAGENTLEMANGENTLEMANNAMEDNAMEDMYERS.MYERS. MOTHERMOTHERANDANDDAUGHTERDAUGHTERBUILTBUILTUPONUPONBRIG
211、GSBRIGGSANDANDJUNGJUNGTHEORIESTHEORIESANDANDDEVELOPEDDEVELOPEDTHEIRTHEIRPERSONALITYPERSONALITYINDICATORINDICATORWHICHWHICH WASWASUSEDUSEDININWWIIWWIITOTOCLASSIFYCLASSIFYSOLDIERS.SOLDIERS. ITITHASHASBEENBEENSUBSEQUENTLYSUBSEQUENTLYUSEDUSEDININMARRIAGEMARRIAGEANDFAMILYTHERAPY.ANDFAMILYTHERAPY.3. 3.THE
212、FOURDIMENSIONSINMYERS/BRIGGSARE:THEFOURDIMENSIONSINMYERS/BRIGGSARE:n nEXTROVERTED-INTROVERTEDEXTROVERTED-INTROVERTED外向型外向型-内向型内向型n nSENSING-INTUITIVESENSING-INTUITIVE感知型感知型-直觉型直觉型n nTHINKING-FEELINGTHINKING-FEELING思考型思考型-感觉型感觉型n nJUDGING-PERCEIVINGJUDGING-PERCEIVING判断型判断型-认知型认知型MYERS/BRIGGS个性基本特征127
213、127MYERS/BRIGGSPERSONALITYINVENTORYBACKGROUND MYERS/BRIGGS个性基本特征1.MYERS/BRIGGS是母女集团，BRIGGS与一位在国家标准局工作的物理学家结婚。1926年，BRIGGS写了一本关于个性4个层面的书。她完成之后，她发现了CARLJUNG的著作。她想，他的理论具有识别性，和对事实的认可。因此，他的理论更具发展。2.女儿ISABELBRIGGS与一位叫MYERSD的绅士结婚。母女俩建立了BRIGGS和JUNG的理论，并发展了个性类型，其类型已用于WWII来对士兵分类。此种方法经常用于婚姻和家庭治疗。3.MYERS/BRIGGS
214、的四维层面是：EXTROVERTED-INTROVERTED外向型-内向型SENSING-INTUITIVE感知型-直觉型THINKING-FEELING思考型-感觉型JUDGING-PERCEIVING判断型-认知型128128MYERS/BRIGGSPERSONALITYINVENTORYBACKGROUND4. 4.THETHE EXTROVERT-INTROVERTEXTROVERT-INTROVERT DIMENSIONDIMENSION RELATESRELATES TOTO THETHE WAYSWAYS OFOFGETTINGGETTING ENERGY.ENERGY. THE
215、THE EXTROVERTEXTROVERT GETSGETS ENERGYENERGY FROMFROM PEOPLEPEOPLE ANDANDTHINGS.THINGS. THETHE INTROVERTINTROVERT GETSGETS ENERGYENERGY FROMFROM HIS/HERHIS/HER OWNOWN INNERINNERWORLD.WORLD.5. 5.THETHESENSING-INTUITIVESENSING-INTUITIVEDIMENSIONDIMENSIONRELATESRELATESTOTOTHETHEWAYSWAYSOFOFGETTINGGETTI
216、NGANDAND GATHERINGGATHERING INFORMATION.INFORMATION. THETHE SENSORSENSOR USESUSES THETHE 5 5 SENSESSENSES ANDANDVIEWSVIEWS THINGSTHINGS ININ REALISTICREALISTIC TERMS.TERMS. THETHE INTUITINTUIT USESUSES THETHE SIXSIX SENSESSENSESANDVIEWSTHEPOSSIBILITIESOFTHINGS.ANDVIEWSTHEPOSSIBILITIESOFTHINGS.6. 6.T
217、HETHE THINKING-FEELINGTHINKING-FEELING DIMENSIONDIMENSION RELATESRELATESTOTO THETHE WAYSWAYSOFOF MAKINGMAKINGDECISIONS.DECISIONS. THETHE THINKERTHINKER USESUSES ANALYSISANALYSIS ININ MAKINGMAKING DECISIONS.DECISIONS. THETHEFEELERUSESASUBJECTIVEDECISION-MAKINGPROCESS.FEELERUSESASUBJECTIVEDECISION-MAK
218、INGPROCESS. 7. 7.THETHEJUDGING-PERCEIVINGJUDGING-PERCEIVINGDIMENSIONDIMENSIONRELATESRELATESTOTOTHETHEWAYSWAYSOFOFOUTEROUTERORIENTATION.ORIENTATION. THETHE JUDGERJUDGER MAKESMAKES DECISIONS.DECISIONS. THETHE PERCEIVERPERCEIVERKEEPSKEEPSHIS/HEROPTIONSOPEN.HIS/HEROPTIONSOPEN.129129MYERS/BRIGGSPERSONALI
219、TYINVENTORYBACKGROUNDMYERS/BRIGGS个性基本特征4.外向型-内向型与能量获取有关。外向型从他人和事物中获得能量。内向型从个人内心世界获得能量。5.感知型-直觉型与获取的收集信息有关。感知型的人用五官以及对实际事物的感受。直觉型的人用第六感觉以及对事物可能性的观点。6.思考型-感觉型与决策有关。思考型的人通过分析做决策。感觉型的人凭主观臆断。7.判断型-认知型与外界趋向有关。判断型的人做决策。认知型的人保持其开放的选择。130130MYERS/BRIGGSPERSONALITYINVENTORYBACKGROUND8. 8.ININ THETHE US.US. 75
220、%75% OFOF THETHE POPULATIONPOPULATION ISIS EXTROVERTED,EXTROVERTED,75%75% ISIS SENSING.SENSING.60%60% OFOF MENMEN AREARE THINKINGTHINKING WHILEWHILE 65%65% OFOF THETHE WOMENWOMEN AREARE FEELING.FEELING. 50%OFTHEPOPULATIONISJUDGINGAND50%ISPERCEIVING.50%OFTHEPOPULATIONISJUDGINGAND50%ISPERCEIVING. 9. 9
221、.WHENWHENCOMBININGCOMBININGDIMENSIONS,DIMENSIONS,24%24%OFOFTHETHEPOPULATIONPOPULATIONISISINTROVERTEDINTROVERTED ANDAND SENSING,SENSING, 4%4% ISIS INTROVERTEDINTROVERTED & INTUITIVE,INTUITIVE, 52%52% ISISEXTROVERTED&SENSING,20%ISEXTROVERTED&INTUITIVE.EXTROVERTED&SENSING,20%ISEXTROVERTED&INTUITIVE.10.
222、10. ITIT ISIS QUITEQUITE COMMONCOMMON FORFOR PEOPLEPEOPLE TOTO HAVEHAVE SPLITSSPLITS ININ THEIRTHEIRORIENTATIONS.ORIENTATIONS. VERYVERYFEWFEWPEOPLEPEOPLEAREAREPUREPUREOROR100%100%EXTROVERTEDEXTROVERTEDORORINTROVERTED,INTROVERTED,FORFOREXAMPLE.EXAMPLE. THETHEBESTBESTANALOGYANALOGYTOTOTHETHESITUATIONS
223、ITUATIONISIS WRITINGWRITING YOURYOUR SIGNATURESIGNATUREBOTHBOTH RIGHTRIGHT HANDEDHANDEDANDAND LEFTLEFT HANDED.HANDED. THETHE NORMALNORMAL HANDHAND FEELSFEELS EASY,EASY, FLOWING,FLOWING, NATURAL,NATURAL, ANDANDAUTOMATIC.AUTOMATIC. THETHEOTHEROTHERHANDHANDFEELSFEELSAWKWARD,AWKWARD,SLOW,SLOW,IMPOSSIBLE
224、,IMPOSSIBLE, CHALLENGING,CHALLENGING, ANDAND CHILDLIKE.CHILDLIKE. THETHE SAMESAME WOULDWOULDBEBE TRUETRUE OFOF EXTROVERTEDEXTROVERTED BEHAVIORSBEHAVIORS FORFOR ANAN INTROVERT,INTROVERT, ANDAND VICEVICEVERSA.THESAMEWOULDBETRUEFORTHEOTHERTHREEDIMENSIONS.VERSA.THESAMEWOULDBETRUEFORTHEOTHERTHREEDIMENSIO
225、NS.131131MYERS/BRIGGSPERSONALITYINVENTORYBACKGROUND8.8. 在在美美国国75%75%的的人人是是外外向向型型的的。75%75%的的人人是是感感知知型型的的。60%60%的的男男人人属属于于思思考考型型，65%65%的女人属于感觉型。的女人属于感觉型。50%50%的人是判断型。的人是判断型。50%50%的人是认知型。的人是认知型。9.9. 当合并这些层面时，当合并这些层面时，24%24%的人是内向并感知型。的人是内向并感知型。4%4%的人是内向并直觉型。的人是内向并直觉型。52%52%的人是外向并感知型。的人是外向并感知型。20%20%的人是外
226、向并直觉型。的人是外向并直觉型。10.10. 具有多层面个性的人十分正常。很少有具有多层面个性的人十分正常。很少有“ “单一的单一的” ”或或“100%”“100%”的外向或的外向或内向型。举例：最类似的情况是用左手或右手签名。正常的手感觉内向型。举例：最类似的情况是用左手或右手签名。正常的手感觉“ “容容 易易” ”，“ “随随意意” ”，“ “自自然然” ”而而且且“ “自自动动” ”。而而另另一一只只手手感感觉觉“ “不不熟熟练练” ”，“ “慢慢” ”，“ “不不可可能能” ”，“ “挑挑战战” ”和和“ “像像孩孩子子一一样样” ”。同同样样，对对内内向向的的人人，外外向向人的行为是
227、正确的，反之也一样。对于其他三个层面也一样。人的行为是正确的，反之也一样。对于其他三个层面也一样。132132Myers-BriggsTypeIndicatorPARAMETERPARAMETERPREFERENCESPECTRUMPREFERENCESPECTRUM DIRECTIONOFINTERESTORDIRECTIONOFINTERESTOREXTROVERSION-INTROVERSIONEXTROVERSION-INTROVERSIONFOCUSOFATTENTIONFOCUSOFATTENTION GATHERINGORTAKINGGATHERINGORTAKINGSENSIN
228、G-INTUITIONSENSING-INTUITIONINDATAINDATA MAKINGDECISIONSMAKINGDECISIONSTHINKING-FEELINGTHINKING-FEELING LIFESTYLEORORIENTATIONLIFESTYLEORORIENTATIONJUDGING-PERCEIVINGJUDGING-PERCEIVINGTOTHEOUTERWORLDTOTHEOUTERWORLD 参数参考范围兴趣或注意力方面对数据的收集与提取决策生活方式或对外部世界的趋向外向型-内向型感知型-直觉型思考型-感觉型判断型-认知型133133EffectsofPref
229、erencesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果EXTROVERSIONEXTROVERSIONINTROVERSIONINTROVERSION LIKEVARIETYANDACTIONLIKEVARIETYANDACTIONLIKEQUIETFORLIKEQUIETFORCONCENTRATIONCONCENTRATION OFTENIMPATIENTWITHLONG,OFTENIMPATIENTWITHLONG, TENDNOTTOMINDTENDNOTTOMINDSLOWJOBSSLOWJOBSWORKINGONONEWORKINGONONEPR
230、OJECTFORALONGPROJECTFORALONGTIMETIMEAREINTERESTEDINTHEACTIVITIESAREINTERESTEDINTHEACTIVITIESAREINTERESTEDINTHEAREINTERESTEDINTHEOFTHEIRWORKANDINHOWOTHEROFTHEIRWORKANDINHOWOTHERFACTS&IDEASBEHINDFACTS&IDEASBEHINDPEOPLEDOITPEOPLEDOITTHEIRWORKTHEIRWORK外向型内向型喜欢变化并付诸行动对长时间,速度慢的工作仍然有耐心喜欢安静地集中精力不在乎长时间的项目对工作
231、的行为和其他人如何做感兴趣对工作事实与创意感兴趣134134EffectsofPreferencesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果EXTROVERSIONEXTROVERSION外向型外向型INTROVERSIONINTROVERSION内向型内向型 OFTENACTQUICKLY,SOMETIMESOFTENACTQUICKLY,SOMETIMESLIKETOTHINKALOTLIKETOTHINKALOTWITHOUTTHINKINGWITHOUTTHINKINGBEFORETHEYACT,BEFORETHEYACT,SOMETIMESWITH
232、OUTSOMETIMESWITHOUTACTINGACTING WHENWORKINGONATASK,FINDWHENWORKINGONATASK,FINDWHENCONCENTRATINGWHENCONCENTRATINGPHONECALLSWELCOMEDIVERSIONPHONECALLSWELCOMEDIVERSIONONATASK,FINDPHONEONATASK,FINDPHONECALLSINTRUSIVECALLSINTRUSIVE DEVELOPIDEASBYDISCUSSIONDEVELOPIDEASBYDISCUSSIONDEVELOPIDEASBYDEVELOPIDEA
233、SBYREFLECTIONREFLECTION LIKEHAVINGPEOPLEAROUNDLIKEHAVINGPEOPLEAROUNDLIKEWORKINGALONELIKEWORKINGALONE经常快速行动,有时不加思考通过决策进行创意喜欢与群体一起工作当执行某项任务时,拿电话消遣喜欢三思而后行,有时没有行动当集中某一任务时,有电话干扰通过反应进行创意喜欢独立工作135135EffectsofPreferencesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果SENSINGSENSING感知型感知型 INTUITIONINTUITION直觉型直觉型 LIKE
234、USINGEXPERIENCEANDLIKEUSINGEXPERIENCEANDLIKESOLVINGNEWCOMPLEXLIKESOLVINGNEWCOMPLEXSTANDARDWAYSTOSOLVESTANDARDWAYSTOSOLVEPROBLEMSPROBLEMSPROBLEMSPROBLEMS ENJOYAPPLYINGWHATTHEYENJOYAPPLYINGWHATTHEYENJOYLEARNINGANEWSKILLENJOYLEARNINGANEWSKILLHAVEALREADYLEARNEDHAVEALREADYLEARNEDMORETHANUSINGITMORETHANUS
235、INGIT MAYDISTRUSTANDIGNOREMAYDISTRUSTANDIGNOREMAYFOLLOWTHEIRINSPIRATIONS,MAYFOLLOWTHEIRINSPIRATIONS,THEIRINSPIRATIONSTHEIRINSPIRATIONSGOODORBADGOODORBAD SELDOMMAKEERRORSOFFACTSELDOMMAKEERRORSOFFACTMAYMAKEERRORSOFFACTMAYMAKEERRORSOFFACT 喜欢用经验和标准解决问题喜欢解决新的复杂的问题喜欢应用所学的东西喜欢学习新的技巧,多于使用怀疑并忽略他们的灵感很少犯错误会跟随他
236、们的灵感,不论对与错会犯错误136136EffectsofPreferencesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果SENSINGSENSING感知型感知型INTUITIONINTUITION直觉型直觉型LIKETODOTHINGSWITHALIKETODOTHINGSWITHALIKETODOTHINGSWITHANLIKETODOTHINGSWITHANPRACTICALBENTPRACTICALBENTINNOVATIVEBENTINNOVATIVEBENTLIKETOPRESENTTHEDETAILSLIKETOPRESENTTHEDETAILS
237、LIKETOPRESENTANOVERVIEWOFLIKETOPRESENTANOVERVIEWOFOFTHEIRWORKFIRSTOFTHEIRWORKFIRSTTHEIRWORKFIRSTTHEIRWORKFIRSTPREFERCONTINUATIONOFWHATPREFERCONTINUATIONOFWHATPREFERCHANGES,SOMETIMES,PREFERCHANGES,SOMETIMES,ISISRADICAL,TOCONTINUATIONOFRADICAL,TOCONTINUATIONOFWHATISWHATISUSUALLYPROCEEDSTEP-BY-STEPUSUA
238、LLYPROCEEDSTEP-BY-STEPUSUALLYPROCEEDINBURSTSOFUSUALLYPROCEEDINBURSTSOFENERGYENERGY喜欢用实际爱好做事喜欢展示工作细节喜欢工作的一致性经常循序渐进地工作喜欢根据鼓励的情况做事喜欢展示工作概况喜欢变革,有时是根本性的变化经常充满热情地工作137137EffectsofPreferencesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果THINKINGTHINKING思考型思考型 FEELINGFEELING感觉型感觉型USELOGICALANALYSISTOUSELOGICALANALY
239、SISTOUSEVALUESTOREACHCONCLUSIONSUSEVALUESTOREACHCONCLUSIONSREACHCONCLUSIONSREACHCONCLUSIONS CANWORKWITHOUTHARMONYCANWORKWITHOUTHARMONYWORKBESTINHARMONYWITHWORKBESTINHARMONYWITHOTHERSOTHERS MAYHURTPEOPLESFEELINGSMAYHURTPEOPLESFEELINGSENJOYPLEASINGPEOPLE,EVENINENJOYPLEASINGPEOPLE,EVENINWITHOUTKNOWINGI
240、TWITHOUTKNOWINGITUNIMPORTANTTHINGSUNIMPORTANTTHINGS TENDTODECIDEIMPERSONALLY,TENDTODECIDEIMPERSONALLY,OFTENLETDECISIONSBEOFTENLETDECISIONSBESOMETIMESPAYINGINSUFFICIENTSOMETIMESPAYINGINSUFFICIENT INFLUENCEDBYTHEIROWNANDINFLUENCEDBYTHEIROWNANDATTENTIONTOPEOPLESWISHESATTENTIONTOPEOPLESWISHESOTHERPEOPLE
241、SLIKES&DISLIKESOTHERPEOPLESLIKES&DISLIKES使用逻辑分析得出结论使用价值得出结论不需要协调就可工作与他人协调工作最佳会伤害他人感情而不知晓喜欢愉悦他人,甚至微不足道的事情趋向于非个人决定,有时对他人的意愿不注意决策通常受自己和他人的好恶决定138138EffectsofPreferencesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果THINKINGTHINKING思考型思考型FEELINGFEELING感觉型感觉型TENDTOBEFIRM-MINDEDANDTENDTOBEFIRM-MINDEDANDTENDTOBESYM
242、PATHETICANDTENDTOBESYMPATHETICANDCANGIVECRITICISMWHENCANGIVECRITICISMWHENDISLIKE(EVENAVOID),TELLINGDISLIKE(EVENAVOID),TELLINGAPPROPRIATEAPPROPRIATEPEOPLEUNPLEASANTTHINGSPEOPLEUNPLEASANTTHINGS LOOKATTHEPRINCIPLESLOOKATTHEPRINCIPLESLOOKATTHEUNDERLYINGVALUESLOOKATTHEUNDERLYINGVALUESINTHESITUATIONINTHES
243、ITUATIONINTHESITUATIONINTHESITUATION FEELREWARDEDWHENJOBISFEELREWARDEDWHENJOBISFEELREWARDEDWHENPEOPLESFEELREWARDEDWHENPEOPLESDONEWELLDONEWELLNEEDSAREMETNEEDSAREMET固定思维，适当的时候会批评看重事态的原则当工作完成出色时，感觉受到奖励同情和厌恶（甚至回避），告诉他人不愉快的事情看重事态潜在价值当人们的需求得到满足时，感觉受到奖励139139EffectsofPreferencesinWorkSituations在工作环境中偏好的效果在
244、工作环境中偏好的效果JUDGMENTJUDGMENTPERCEPTIONPERCEPTIONWORKBESTWHENTHEYCANWORKBESTWHENTHEYCANENJOYFLEXIBILITYINTHEIRWORKENJOYFLEXIBILITYINTHEIRWORKPLANTHEIRWORKANDFOLLOWPLANTHEIRWORKANDFOLLOWTHEIRPLANTHEIRPLAN LIKETOGETTHINGSSETTLEDLIKETOGETTHINGSSETTLEDLIKETOLEAVETHINGSOPENFORLIKETOLEAVETHINGSOPENFORANDFINI
245、SHEDANDFINISHEDLASTMINUTECHANGESLASTMINUTECHANGES MAYNOTNOTICENEWTHINGSMAYNOTNOTICENEWTHINGSMAYPOSTPONEUNPLEASANTTASKSMAYPOSTPONEUNPLEASANTTASKSTHATNEEDTOBEDONETHATNEEDTOBEDONETHATNEEDTOBEDONETHATNEEDTOBEDONE 4)TENDTOBESATISFIEDONCE4)TENDTOBESATISFIEDONCETENDTOBECURIOUSANDWELCOMETENDTOBECURIOUSANDWE
246、LCOMETHEYREACHADECISIONONATHEYREACHADECISIONONAANEWLIGHTONATHING,SITUATIONANEWLIGHTONATHING,SITUATIONTHING,SITUATION,ORPERSONTHING,SITUATION,ORPERSONORPERSONORPERSON判断型认知型喜欢工作灵活当他们能够按计划进行工作时效果最佳喜欢安排并完成其工作喜欢在最后一分钟完成不会注意需完成的新事物会推迟不喜欢而需要完成的任务一旦达成对事物，形势或人的决策时，就会满足对新的事物，形势或人表示好奇并欢迎140140EffectsofPreferen
247、cesinWorkSituations在工作环境中偏好的效果在工作环境中偏好的效果JUDGMENTJUDGMENT判断型判断型PERCEPTIONPERCEPTION认知型认知型REACHCLOSUREBYDECIDINGREACHCLOSUREBYDECIDINGPOSTPONEDECISIONSWHILEPOSTPONEDECISIONSWHILEQUICKLYQUICKLYSEARCHINGFOROPTIONSSEARCHINGFOROPTIONS SEEKSTRUCTUREANDSCHEDULESSEEKSTRUCTUREANDSCHEDULES ADAPTWELLTOCHANGING
248、ADAPTWELLTOCHANGINGSITUATIONSANDFEELRESTRICTEDSITUATIONSANDFEELRESTRICTEDWITHOUTCHANGEWITHOUTCHANGE USELISTSTOPROMPTACTIONONUSELISTSTOPROMPTACTIONONUSELISTSTOREMINDTHEMOFALLUSELISTSTOREMINDTHEMOFALLTHESPECIFICTASKSTHESPECIFICTASKSTHINGSTHEYHAVETODOSOMEDAYTHINGSTHEYHAVETODOSOMEDAY通过快速决策而终止工作寻求结构和议事日程
249、对特定任使用清单方式来果断行动寻找方案时，推迟决策很好地适应事态变化，没有变化就觉得受限制使用清单提醒他们以后需要做的事情141141PreferredMethodsofCommunication沟通偏好的方法沟通偏好的方法EXTROVERSIONEXTROVERSION外向型外向型INTROVERSIONINTROVERSION内向型内向型COMMUNICATEENERGYANDCOMMUNICATEENERGYANDKEEPENERGYANDENTHUSIASMKEEPENERGYANDENTHUSIASMENTHUSIASMENTHUSIASMINSIDEINSIDE RESPONDQU
250、ICKLYWITHOUTRESPONDQUICKLYWITHOUTLIKETOTHINKBEFORERESPONDINGLIKETOTHINKBEFORERESPONDINGLONGPAUSESTOTHINKLONGPAUSESTOTHINK FOCUSOFTALKISONPEOPLE&FOCUSOFTALKISONPEOPLE&FOCUSISONINTERNALIDEASANDFOCUSISONINTERNALIDEASANDTHINGSINTHEEXTERNALTHINGSINTHEEXTERNALTHOUGHTSTHOUGHTSENVIRONMENTENVIRONMENT NEEDTOM
251、ODERATEEXPRESSIONNEEDTOMODERATEEXPRESSIONNEEDTOBEDRAWNOUTNEEDTOBEDRAWNOUT与能量和热情沟通不用长时间思考迅速回应在外部环境注重与人和事物沟通需缓和语气将能量和热情保留在内心喜欢在回应前思考注重内心的想法和思维需逗引说话142142PreferredMethodsofCommunication沟通偏好的方法沟通偏好的方法EXTROVERSIONEXTROVERSION外向型外向型INTROVERSIONINTROVERSION内向型内向型SEEKOPPORTUNITIESTOSEEKOPPORTUNITIESTOSEEKOP
252、PORTUNITIESTOSEEKOPPORTUNITIESTOCOMMUNICATECOMMUNICATECOMMUNICATECOMMUNICATEINGROUPSINGROUPSONE-ON-ONEONE-ON-ONE PREFERFACE-TO-FACEOVERPREFERFACE-TO-FACEOVERPREFERWRITTENOVERFACE-TO-PREFERWRITTENOVERFACE-TO-WRITTENCOMMUNICATIONWRITTENCOMMUNICATIONFACECOMMUNICATIONFACECOMMUNICATION INMEETINGS,LIKETAL
253、KINGOUTINMEETINGS,LIKETALKINGOUT INMEETINGS,VERBALIZEALREADYINMEETINGS,VERBALIZEALREADYLOUDBEFORECOMINGTOLOUDBEFORECOMINGTOWELL-THOUGHT-OUTCONCLUSIONSWELL-THOUGHT-OUTCONCLUSIONSCONCLUSIONSCONCLUSIONS 找机会与群体沟通书面沟通时喜欢面对面在会议中，喜欢在得出结论前大声谈话找机会与人单独沟通面对面沟通时，喜欢用书面形式在会议中，在考虑好结论后才发言143143PreferredMethodsofCom
254、munication沟通偏好的方法沟通偏好的方法SENSINGSENSING感知型感知型INTUITIONINTUITION直觉型直觉型LIKEEVIDENCE(FACTS,DETAILS,LIKEEVIDENCE(FACTS,DETAILS,LIKEGLOBALSCHEMES,WITHBROADLIKEGLOBALSCHEMES,WITHBROADANDEXAMPLES)PRESENTEDFIRSTANDEXAMPLES)PRESENTEDFIRST ISSUESPRESENTEDFIRSTISSUESPRESENTEDFIRST WANTPRACTICALANDREALISTICWANTP
255、RACTICALANDREALISTICWANTPOSSIBLEFUTUREWANTPOSSIBLEFUTUREAPPLICATIONSSHOWNAPPLICATIONSSHOWNCHALLENGESDISCUSSEDCHALLENGESDISCUSSED RELYONDIRECTEXPERIENCETORELYONDIRECTEXPERIENCETORELYONINSIGHTSANDRELYONINSIGHTSANDPROVIDEANECDOTESPROVIDEANECDOTESEXPERIENCETOPROVOKEEXPERIENCETOPROVOKEDISCUSSIONDISCUSSIO
256、N USEANORDERLY,STEP-BY-STEPUSEANORDERLY,STEP-BY-STEPUSEAROUND-ABOUTAPPROACHINUSEAROUND-ABOUTAPPROACHINAPPROACHINPRESENTATIONSAPPROACHINPRESENTATIONSPRESENTATIONSPRESENTATIONS喜欢首先展示证据（事实，细节和示例）喜欢首先展示大范围的事物希望实际和务实的展示希望讨论今后可能的挑战依赖直接的经验来提供轶事依赖内心主见和经验来激发讨论在展示中，使用有次序循序渐进的方法在展示中，使用迂回的方法144144PreferredMetho
257、dsofCommunication沟通偏好的方法沟通偏好的方法SENSINGSENSING感知型感知型INTUITIONINTUITION直觉型直觉型LIKESUGGESTIONSTOBELIKESUGGESTIONSTOBELIKESUGGESTIONSTOBELIKESUGGESTIONSTOBESTRAIGHTFORWARD&FEASIBLESTRAIGHTFORWARD&FEASIBLENOVELANDUNUSUALNOVELANDUNUSUAL REFERTOASPECIFICEXAMPLEREFERTOASPECIFICEXAMPLEREFERTOAGENERALCONCEPTRE
258、FERTOAGENERALCONCEPT INMEETINGS,AREINCLINEDTOINMEETINGS,AREINCLINEDTOINMEETINGS,AREINCLINEDTOUSEINMEETINGS,AREINCLINEDTOUSEFOLLOWTHEAGENDAFOLLOWTHEAGENDATHEAGENDAASASTARTINGPOINTTHEAGENDAASASTARTINGPOINT喜欢率直的，可行的建议喜欢特定的示例在会议中，倾向于议事日程的安排喜欢故事性的，独特的建议喜欢总体理念在会议中，倾向于用议事日程作为开始145145PreferredMethodsofCommu
259、nication沟通偏好的方法沟通偏好的方法THINKINGTHINKING思考型思考型FEELINGFEELING感觉型感觉型PREFERTOBEBRIEF&CONCISEPREFERTOBEBRIEF&CONCISEPREFERTOBESOCIABLEANDPREFERTOBESOCIABLEANDFRIENDLYFRIENDLY WANTTHEPROSANDCONSOFWANTTHEPROSANDCONSOFWANTTOKNOWWHYANWANTTOKNOWWHYANEACHEACHALTERNATIVETOBELISTEDALTERNATIVETOBELISTEDALTERNATIVE
260、ISVALUABLEANDALTERNATIVEISVALUABLEANDHOWITAFFECTSPEOPLEHOWITAFFECTSPEOPLE CANBEINTELLECTUALLYCANBEINTELLECTUALLYCANBEINTERPERSONALLYCANBEINTERPERSONALLYCRITICALANDOBJECTIVECRITICALANDOBJECTIVEAPPRECIATIVEAPPRECIATIVE CONVINCEDBYCOOL,CONVINCEDBYCOOL,CONVINCEDBYPERSONALCONVINCEDBYPERSONALIMPERSONALREA
261、SONINGIMPERSONALREASONINGINFORMATION,ENTHUSIASTICALLYINFORMATION,ENTHUSIASTICALLYDELIVEREDDELIVERED喜欢简单明了喜欢和谐友善希望列举正反两方面的可能想知道为什么各方各具价值，以及如何影响他人明智的批评和目标明智的鉴赏力接受冷静，非个人因素的解释被他人的信息和热情所诚服146146PreferredMethodsofCommunication沟通偏好的方法沟通偏好的方法THINKINGTHINKING思考型思考型FEELINGFEELING感觉型感觉型PRESENTGOALSANDOBJECTIVE
262、SPRESENTGOALSANDOBJECTIVES PRESENTPOINTSOFAGRFEEMENTPRESENTPOINTSOFAGRFEEMENTFIRSTFIRSTFIRSTFIRST CONSIDEREMOTIONS&FEELINGSCONSIDEREMOTIONS&FEELINGS CONSIDERLOGICANDOBJECTIVITYCONSIDERLOGICANDOBJECTIVITYASAS DATATOCONSIDERDATATOCONSIDERASDATATOVALUEASDATATOVALUE INMEETINGS,SEEKINVOLVEMENTINMEETINGS,
263、SEEKINVOLVEMENTINMEETINGS,SEEKINVOLVEMENTINMEETINGS,SEEKINVOLVEMENTWITHTASKSWITHTASKSWITHPEOPLEWITHPEOPLE 首先展示目的和目标像考虑数据那样考虑情感与感觉在会议中，参与到任务之中首先展示协议的内容考虑数据价值的逻辑性在会议中，参与到人之中147147PreferredMethodsofCommunication沟通偏好的方法沟通偏好的方法JUDGMENTJUDGMENT判断型判断型PERCEPTIONPERCEPTION认知型认知型 WANTTODISCUSSSCHEDULESWANTTOD
264、ISCUSSSCHEDULESWILLINGTODISCUSSTHESCHEDULEWILLINGTODISCUSSTHESCHEDULEANDTIMETABLESWITHTIGHTANDTIMETABLESWITHTIGHTBUTAREUNCOMFORTABLEWITHBUTAREUNCOMFORTABLEWITHDEADLINESDEADLINESTIGHTDEADLINESTIGHTDEADLINES DISLIKESURPRISESANDWANTDISLIKESURPRISESANDWANTENJOYSURPRISESANDLIKEENJOYSURPRISESANDLIKEADVANC
265、EWARNINGADVANCEWARNINGADAPTINGTOLAST-MINUTEADAPTINGTOLAST-MINUTECHANGESCHANGES EXPECTOTHERSTOFOLLOWEXPECTOTHERSTOFOLLOWEXPECTOTHERSTOADAPTTOEXPECTOTHERSTOADAPTTOTHROUGHANDCOUNTONITTHROUGHANDCOUNTONITSITUATIONALREQUIREMENTSSITUATIONALREQUIREMENTS STATETHEIRPOSITIONSANDSTATETHEIRPOSITIONSANDPRESENTTHE
266、IRVIEWSASTENTATIVEPRESENTTHEIRVIEWSASTENTATIVEDECISIONSCLEARLYDECISIONSCLEARLY在有限的期限内想按进度讨论不喜欢意外，想提前警示期望他人跟随形势的发展明确表达他们的地位与决策愿意按进度讨论，但不喜欢有限的期限喜欢意外，喜欢接受最后一分钟的变化期望他人接受形势的要求临时表达他们的观点148148PreferredMethodsofCommunication沟通偏好的方法沟通偏好的方法JUDGMENTJUDGMENT判断型判断型PERCEPTIONPERCEPTION认知型认知型 COMMUNICATERESULTSAND
267、COMMUNICATERESULTSANDCOMMUNICATEOPTIONSANDCOMMUNICATEOPTIONSANDACHIVEMENTSACHIVEMENTSOPPORTUNITIESOPPORTUNITIES TALKOFPURPOSE&DIRECTIONTALKOFPURPOSE&DIRECTIONTALKOFAUTONOMYANDTALKOFAUTONOMYANDFLEXIBILITYFLEXIBILITY INMEETINGS,FOCUSONTHETASKINMEETINGS,FOCUSONTHETASK INMEETINGS,FOCUSONTHEINMEETINGS,FO
268、CUSONTHETOBEDONETOBEDONEPROCESSTOBEAPPRECIATEDPROCESSTOBEAPPRECIATED讨论目的与方向讨论结果与完成情况在会议中，着重应完成的任务讨论选项与机会讨论自治与灵活性在会议中，着重应完成的任务的过程149149NegotiatingStrengthsandWeaknessesofPsychologicalTypes心理类型的谈判优势与劣势心理类型的谈判优势与劣势STRENGTHSTRENGTHWEAKNESSWEAKNESS EXTROVERTEXTROVERTPersonable.Personable.Talkstoomuch.Tal
269、kstoomuch.Quicktosizeupsituations.Quicktosizeupsituations.Maynotlistenwell.Maynotlistenwell.Goodat“thinkingonfeet”.Goodat“thinkingonfeet”.Mayactimpulsivelyw/othinking.Mayactimpulsivelyw/othinking.GoodatestablishingGoodatestablishingNotgoodatprocessingdatainNotgoodatprocessingdatain rapportone-to-one
270、rapportone-to-onereflectivemanner.reflectivemanner. andingroups.andingroups.ExploresabreadthofExploresabreadthofMayoverdoselfdisclosure.Mayoverdoselfdisclosure. territory.territory.INTROVERTINTROVERTGoodlisteners.Goodlisteners.Needstimetoreflect/processdataNeedstimetoreflect/processdataThinksbeforea
271、cting.Thinksbeforeacting.a.notgoodat“thinkingonfeet.”a.notgoodat“thinkingonfeet.”GoodatestablishingGoodatestablishingb.takestimetosizeupsituation.b.takestimetosizeupsituation. rapportone-to-one.rapportone-to-one.Maybetooquiet,notaskMaybetooquiet,notaskExploresafewissuesExploresafewissuesquestions,or
272、exploreissues.questions,orexploreissues. deeply.deeply.fullyduetofearofbeingintrusive.fullyduetofearofbeingintrusive.MayhavedifficultyestablishingMayhavedifficultyestablishingrapportquickly.rapportquickly.Maynotactwhenthereisaneedtoact.Maynotactwhenthereisaneedtoact.优势劣势外向型内向型150150NegotiatingStreng
273、thsandWeaknessesofPsychologicalTypes心理类型的谈判优势与劣势心理类型的谈判优势与劣势STRENGTHSTRENGTHWEAKNESSWEAKNESS EXTROVERTEXTROVERT INTROVERTINTROVERT优势劣势外向型内向型有风度迅速衡量事态才思敏捷善于建立个人与集体的和睦关系开发一个舒缓的空间谈论过多不会很好地倾听会有冲动的想法对反映的事物中，不擅长处理数据会自我过度而无休止善于倾听三思而后行善于建立个人的和睦关系很少开发深层次的空间需时间反映/处理数据a.才思不敏捷b.花时间衡量事态由于害怕不被信任，会十分安静，不提问，或不深究问题迅
274、速建立和睦的关系有一定难度需要行动时而不行动151151NegotiatingStrengthsandWeaknessesofPsychologicalTypes心理类型的谈判优势与劣势心理类型的谈判优势与劣势 STRENGTHSTRENGTHWEAKNESSWEAKNESS JUDGERJUDGER PERCEIVERPERCEIVER优势劣势判断者认知者安排务实的方法时间观念强工作型的人组织，准备有条不紊会过早地结束结构过于刻板倾向封闭型问题一时冲动游戏型的人保持开放式的讨论，选择数据的量能够倾听而不强迫停止即使有不要结束，也不会决策性地行动时间观念差在没有组织收集数据时，也会察觉1521
275、52Questions问题问题n n1.1. AREEXTROVERT,JUDGERSBETTERNEGOTIATORSTHANINTROVERT,AREEXTROVERT,JUDGERSBETTERNEGOTIATORSTHANINTROVERT,PERCEIVERS?PERCEIVERS? n n2.2. HOWSHOULDANINTROVERTNEGOTIATEWITHANEXTROVERT(ANDHOWSHOULDANINTROVERTNEGOTIATEWITHANEXTROVERT(ANDVICEVERSA?VICEVERSA? n n3. 3.DOPERSONALITYPROFIL
276、ESCHANGEOVERTIME?DOPERSONALITYPROFILESCHANGEOVERTIME? n n4.4.ARETHEREETHNICPERSONALITYPROFILEDIFFERENCES?ARETHEREETHNICPERSONALITYPROFILEDIFFERENCES? n n5. 5.ARETHEREGENDERPERSONALITYPROFILEDIFFERENCES?ARETHEREGENDERPERSONALITYPROFILEDIFFERENCES?有无性别个性形象的差异有无性别个性形象的差异? ?n n6. 6.WHATARETHEIMPLICATION
277、SOFTHEABOVEFORNEGOTIATIONWHATARETHEIMPLICATIONSOFTHEABOVEFORNEGOTIATIONSUCCESS?SUCCESS? 外向,判断型的谈判者比内向,感觉的谈判者好吗?内向的人如何与外向的人谈判?个性形象经常变化吗?有无道德个性形象的差异?什么对上述谈判的成功有影响?153153Myers-BriggsConclusionsMyers-Briggs结论结论1. 1.MYERS-BRIGGSMYERS-BRIGGS ISIS ANAN EXCELLENTEXCELLENT SELF-DIAGNOSTICSELF-DIAGNOSTICTOOL.
278、TOOL.1. 1.PERSONALITYDOESPLAYAROLEINNEGOTIATION.PERSONALITYDOESPLAYAROLEINNEGOTIATION.2. 2.PEOPLEPEOPLE WISHINGWISHING TOTO INCREASEINCREASE THEIRTHEIR NEGOTIATIONNEGOTIATIONABILITYCANUSEMYERS-BRIGGSASATOOLTODOSO.ABILITYCANUSEMYERS-BRIGGSASATOOLTODOSO.MYERS-BRIGGS是一种极佳的自我诊断的工具个性在谈判中起作用想在谈判中增加能力的人可使用
279、MYERS-BRIGGS作为一种工具154154MoreDifferences更多的差别更多的差别n nSex,Gender,AndNegotiation:NewApproachesSex,Gender,AndNegotiation:NewApproaches 性别与谈判性别与谈判: :新方法新方法n nDifferencesInWayMaleandFemaleConceiveofDifferencesInWayMaleandFemaleConceiveofNegotiationsNegotiations 男人和女人在谈判中想象的方法不同男人和女人在谈判中想象的方法不同n nBehaviora
280、lApproachBehavioralApproach 行为方法行为方法155155NegotiationContextsPartIIIChapter11Chapter11第第1111章章GlobalNegotiationGlobalNegotiation全球谈判全球谈判156156GlobalNegotiationStyles全球谈判风格全球谈判风格n nAmericanStyle美国人风格n nChineseStyle中国人风格157157WhatMakesCross-BorderNegotiationsDifferent?什么使跨国谈判有差异？什么使跨国谈判有差异？n nEnvironm
281、entContextEnvironmentContext环境过程环境过程n nPoliticalandLegalDifferencesPoliticalandLegalDifferences政治与法律的差异政治与法律的差异n nInternationalEconomics/CurrencyInternationalEconomics/Currency国际经济国际经济/ /货币货币n nGovernmentRegulation/BureaucraciesGovernmentRegulation/Bureaucracies政府规定政府规定/ /官僚官僚n nInstabilityInstabili
282、ty不稳定不稳定n nIdeology,e.gIdeology,e.g.individual/grouprights,capitalism.individual/grouprights,capitalism 意识形态，如：个人意识形态，如：个人/ /小组权利，资本主义小组权利，资本主义n nCultureCulture文化文化n nOtherOther其他其他158158WhatMakesCross-BorderNegotiationsDifferent?什么使跨国谈判有差异？什么使跨国谈判有差异？n nImmediateContextImmediateContext即时过程即时过程n nRe
283、lativeBargainingPowerRelativeBargainingPower 相对争价力相对争价力n nLevelsofConflictLevelsofConflict冲突层次冲突层次n nRelationshipBetweenNegotiatorsRelationshipBetweenNegotiators 谈判者的关系谈判者的关系n nDesiredOutcomesDesiredOutcomes 期望的结果期望的结果159159WhatMakesCross-BorderNegotiationsDifferent?什么使跨国谈判有差异？什么使跨国谈判有差异？n nGlobalNe
284、gotiationOutcomesGlobalNegotiationOutcomes 全球谈判结果全球谈判结果n nCultureImpactsCultureImpacts 文化影响文化影响n nPower,Individualism,Masculinity&Power,Individualism,Masculinity& Femininity,etc.Femininity,etc. 权力，个人主义，大男子主义和女权主义等权力，个人主义，大男子主义和女权主义等160160WhatMakesCross-BorderNegotiationsDifferent?什么使跨国谈判有差异？什么使跨国谈判有
285、差异？n nCultureandNegotiationCultureandNegotiation文化与谈判文化与谈判n nHowDoCulturalDifferencesInfluenceNegotiations?HowDoCulturalDifferencesInfluenceNegotiations? 文化差异如何影响谈判？文化差异如何影响谈判？n nDefinitionofNegotiationDefinitionofNegotiation谈判的定义谈判的定义n nSelectionofNegotiatorsSelectionofNegotiators谈判者的选择谈判者的选择n nPro
286、tocolProtocol草案草案n nCommunicationsCommunications沟通沟通n nTimeEffectTimeEffect时间影响时间影响n nRiskPropensityRiskPropensity风险倾向风险倾向n nGroupversusIndividualsGroupversusIndividuals团组与个人团组与个人n nNatureofAgreementsNatureofAgreements协议的性质协议的性质161161CulturallyResponsiveNegotiationStrategies文化回应的谈判战略文化回应的谈判战略n nBeCa
287、utiousonModifyingApproachBeCautiousonModifyingApproach注意改变方法注意改变方法n nEmployAgents/AdvisorsEmployAgents/Advisors使用代理使用代理/ /顾问顾问n nBringaMediatorBringaMediator引用中介引用中介n nAdapttoOneortheOthersApproachAdapttoOneortheOthersApproach 采用一方或另一方的方法采用一方或另一方的方法n nImproviseanApproachImproviseanApproach改进的方法改进的方法
288、n nJointStrategyJointStrategy联合战略联合战略162162NegotiationRemedies谈判补救谈判补救PartIV第第IV部分部分Chapter12Chapter12第第1212章章ManagingDifficultNegotiations:ManagingDifficultNegotiations:IndividualApproachesIndividualApproaches管理困难的谈判：个别方法管理困难的谈判：个别方法163163Impasses僵局僵局n nContentiousNegotiationBehaviorContentiousNego
289、tiationBehavior好争论的谈判行为好争论的谈判行为n n“ “GettingMad,GettingEven”GettingMad,GettingEven”“ “变得发狂变得发狂” ”n nSocialComparisonsandContrastsSocialComparisonsandContrasts社会比较与对比社会比较与对比n nDynamics-Dynamics-动态动态n nAnger,frustration,andresentmentAnger,frustration,andresentment生气，受挫及怨恨生气，受挫及怨恨n nCommunicationclosed
290、orconstrainedCommunicationclosedorconstrained停止沟通或限制停止沟通或限制n nIssuesatStakeare“blurred”IssuesatStakeare“blurred”问题的利害关系受到问题的利害关系受到“ “玷污玷污” ”n nPerceivegreatdifferencesinpositionsPerceivegreatdifferencesinpositions 在立场方面感觉有很大差别在立场方面感觉有很大差别n nLockedintopositionsLockedintopositions立场受限制立场受限制n n“ “Usver
291、susThem”setsinUsversusThem”setsin使用使用“ “我们比他们我们比他们” ”164164GeneralRemediesToImpasses-1对僵局的总体补救对僵局的总体补救-1n nReducingTensionandSynchronizingDe-escalationReducingTensionandSynchronizingDe-escalation 减少紧张空气，并将紧张程度降级减少紧张空气，并将紧张程度降级n nTensionReleaseTensionRelease松弛松弛n nAcknowledgementofOthersFeeling:Activ
292、eListeningAcknowledgementofOthersFeeling:ActiveListeningn n承认对方的感情：积极聆听承认对方的感情：积极聆听n nSeparatingthePartiesSeparatingtheParties各方分离各方分离n nSynchronizedDe-escalationSynchronizedDe-escalation紧张程度降级紧张程度降级165165GeneralRemediesToImpasses-2对僵局的总体补救对僵局的总体补救-2n nImprovingtheAccuracyofCommunications-Box12.2&12
293、.3Box12.2&12.3 改善沟通的准确性改善沟通的准确性n nRoleReversal/ImagingRoleReversal/Imaging 角色互换角色互换/ /形象形象166166GeneralRemediesToImpasses-3对僵局的总体补救对僵局的总体补救-3n nControllingIssuesControllingIssues控制局势控制局势n nReducetheNumberofPartiesonEachSideReducetheNumberofPartiesonEachSide减少各方人数减少各方人数n nControltheNumberofSubstantiv
294、eIssuesControltheNumberofSubstantiveIssues 控制次要问题的数量控制次要问题的数量n nStateIssuesinConcreteTermsStateIssuesinConcreteTerms用具体的词汇描述问题用具体的词汇描述问题n nRestrictPrecedentsBetweenthePartiesRestrictPrecedentsBetweentheParties双方限制先例双方限制先例n nSearchforWaysto“Fractionate”BigIssuesSearchforWaysto“Fractionate”BigIssues 寻
295、求方法将大问题寻求方法将大问题“ “分解成几个部分分解成几个部分” ”n nDepersonalizeIssuesDepersonalizeIssues 与人无关的问题与人无关的问题167167GeneralRemediesToImpasses-4对僵局的总体补救对僵局的总体补救-4n nEstablishingCommonaltiesEstablishingCommonalties建立共同体建立共同体n n“ “Tryingtopleaseeveryone”Tryingtopleaseeveryone”“ “试图愉悦每个人试图愉悦每个人” ”n nSuperordinateSuperordi
296、nateGoalsGoals超常目标超常目标n nCommonEnemiesCommonEnemies共同的敌人共同的敌人n nAgreementonRules&ProceduresAgreementonRules&Procedures 规则和程序协议规则和程序协议168168GeneralRemediesToImpasses-5对僵局的总体补救对僵局的总体补救-5n nMakingPreferredOptionsMoreDesirabletotheMakingPreferredOptionsMoreDesirabletotheOtherPartyOtherParty 提供给对方愿意接受的选项
297、提供给对方愿意接受的选项n nGivea“Givea“yesableyesable”proposal”proposal提供提供“ “可行可行” ”的建议的建议n nAskadifferentquestionAskadifferentquestion提不同的问题提不同的问题n nSweetentheofferratherthanintensifyingthethreatSweetentheofferratherthanintensifyingthethreat 柔和的报价而不是强烈的威胁柔和的报价而不是强烈的威胁n nUselegitimacyorobjectivecriteriatoevalu
298、atesolutionsUselegitimacyorobjectivecriteriatoevaluatesolutions 用合法的，客观的准则评估解决的方法用合法的，客观的准则评估解决的方法169169UnattendedImpasses:CollaborativeShortfalls-1未被注意的僵局：缺乏协作未被注意的僵局：缺乏协作-1n nIntegrativeProcessestowardbothpartysinterestIntegrativeProcessestowardbothpartysinterest 整合过程面向双方的利益整合过程面向双方的利益n nFaultyGro
299、upProcessMaintainedatFaultyGroupProcessMaintainedat“anycost”andthusavoidanceofdifficult“anycost”andthusavoidanceofdifficultpointspoints 以以“ “任何成本任何成本” ”维持错误的集体过程以及回避难维持错误的集体过程以及回避难点点n nTimeConstraints&DeadlinesTimeConstraints&Deadlines 时间的约束与限制时间的约束与限制170170UnattendedImpasses:CollaborativeShortfalls
300、-2未被注意的僵局：缺乏协作未被注意的僵局：缺乏协作-2n nGenerationofCreativeAlternativesareDifficultGenerationofCreativeAlternativesareDifficult 产生有创意的备选方案很困难产生有创意的备选方案很困难n nRespondingto“DirtyTricks”Respondingto“DirtyTricks”回应回应“ “欺诈欺诈” ”n nOtherSidehasMorePowerOtherSidehasMorePower另一方很强大另一方很强大n nHandling“Ultimatums”Handlin
301、g“Ultimatums”处理处理“ “最后通牒最后通牒” ”n n“ “BreakthroughApproach”-Table12.2BreakthroughApproach”-Table12.2 “ “突破突破” ”方法方法171171UnattendedImpasses:CollaborativeShortfalls-3未被注意的僵局：缺乏协作未被注意的僵局：缺乏协作-3n nRespondingto“Difficult”People对应“困难”的人Box12.6Box12.6172172NegotiationRemedies谈判补救谈判补救PartIV第第IV部分部分Chapter13
302、Chapter13第第1313章章ManagingDifficultNegotiations:ManagingDifficultNegotiations:ThirdPartyApproachesThirdPartyApproaches管理困难的谈判：第三方加入方法管理困难的谈判：第三方加入方法173173AddingThirdPartiesToTheTwo-PartyNegotiationProcess加入第三方到双方谈判过程加入第三方到双方谈判过程n nBenefitsofThird-PartyInterventionBenefitsofThird-PartyIntervention第三方介
303、入的好第三方介入的好处处n nBreathingSpaceBreathingSpace缓冲空间缓冲空间n nEnhancesCommunicationEnhancesCommunication增加沟通增加沟通n nRefocuson“Real”IssuesRefocuson“Real”Issues从新关注从新关注“ “实质实质” ”问题问题n nRemedyingImpairedRelationshipsRemedyingImpairedRelationships弥补受伤害的关系弥补受伤害的关系n nEstablishestimelimitsEstablishestimelimits建立时间限
304、制建立时间限制n nSalvages“sunkcost”Salvages“sunkcost”挽救挽救“ “沉降成本沉降成本” ”n nIncreasinglevelsofcommitmenttoconflictresolutionIncreasinglevelsofcommitmenttoconflictresolutionprocess/outcomeprocess/outcome 提高对冲突解决过程提高对冲突解决过程/ /产出承诺的水平产出承诺的水平174174AddingThirdPartiesToTheTwo-PartyNegotiationProcess加入第三方到双方谈判过程加入第
305、三方到双方谈判过程n nLimitationsofThird-PartyInterventionLimitationsofThird-PartyIntervention 第三方干预的局限第三方干预的局限n nWhenIsThird-PartyInvolvementAppropriate?WhenIsThird-PartyInvolvementAppropriate?Page447Page447 第三方什么时候介入适当？第第三方什么时候介入适当？第447447页页n nContinuumofConflictManagementContinuumofConflictManagement 冲突管理的
306、统一体冲突管理的统一体Figure13.1&Figure13.7Figure13.1&Figure13.7175175FormalInterventionMethods正式干涉方法正式干涉方法n nArbitrationArbitration仲裁仲裁 n nMediation-Figure13.3Mediation-Figure13.3中介中介n nHowtoGetMaximumValuefromHowtoGetMaximumValuefromMediationBox13.2MediationBox13.2 如何从中介中获得最大的价值如何从中介中获得最大的价值n nDisputeResolut
307、ionSystems-OrganizationalDisputeResolutionSystems-Organizational 争端解决系统争端解决系统-组织组织176176Conclusions/Summary结论结论/综述综述1. 1.Negotiationislife,andlifeisnegotiation.Negotiationislife,andlifeisnegotiation.谈判是生活，生活是谈判谈判是生活，生活是谈判2. 2.SuccessinlifecannotbeassuredwithoutawillingnessandSuccessinlifecannotbeass
308、uredwithoutawillingnessandabilitytonegotiate.abilitytonegotiate.没有意愿和能力去谈判，不能称之为成功的生活没有意愿和能力去谈判，不能称之为成功的生活3. 3.NegotiationisalearnedactivityNegotiationisalearnedactivity谈判是一种学习活动谈判是一种学习活动. .4. 4.Skillinnegotiationstartswithconsciousstudy,Skillinnegotiationstartswithconsciousstudy,practice/mocknegotiations,and“practice/mocknegotiations,and“modellingmodelling”oneselfafter”oneselfafterskillfulpractitioners.skillfulpractitioners.谈判的技巧始于自觉学习，实践谈判的技巧始于自觉学习，实践/ /模仿谈判，在有技巧地模仿谈判，在有技巧地参与之后形成自己的参与之后形成自己的“ “模式模式” ”177177“NEGOTIATION”ASANEXECUTIVETOOL“谈判谈判”是一种执行工具是一种执行工具178178
