CHAPTER 12: APPENDIX
N E G O T I A T I O N S K I L L S
I. INTRODUCTION
A. Negotiation is a fact of life. Everyone negotiates something every day.
无法访问1. Any method of negotiation may be judged by three criteria:
a. Should produce wi agreement if agreement is possible;
b. Should be efficient;
c. Should improve or at least not damage the relationship
between the parties.
2. Negotiation takes place on two levels:
a. Address the substance;
b. Focus on the procedure for dealing with the substance.
3. Negotiations often viewed as either:
a. “Hard”
adversaries
(1) participants
are
(2) goal is victory
(3) demand concessions as a condition of the
relationship
好书推荐怎么写(4) distrust others arch for the single answer: the one
you will accept
(5) try to win a contest of wills
pressure
(6) apply
b. “Soft”
(1) participants
friends
are
agreement
(2) goal
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(3) make concessions to cultivate the relationship
大悲咒念诵仪轨
(4) be soft on the people and the problem
others
(5) trust
(6) change your position easily
offers
(7) make
(8) arch for the single answer: the one they will
accept
(9) insist on agreement
(10) try to avoid contest of will
(11) yield to pressure
4. Dangers of “positional” negotiations:
a. Produces unwi agreements.
(1) Positions tied to ego.
(2) Negotiators locked into positions.
(3) As more attention is paid to positions, less attention
devoted to meeting the underlying concerns of the
parties.
党员示范岗b. Arguing over positions is inefficient.
(1) Incentives to stall ttlement.
concession.
(2) Agreement
requires
c. Endangers ongoing relationships.
(1) Contest of will.
(2) Anger/rentment may result from concessions
required to reach agreement.
d. Multi-party negotiation complicate positional bargaining.
(1) Varying positions make “common” position
difficult.
(2) Changing position difficult.
5. Additional method of negotiations—“Principled negotiations.”
a. Four basic points:
(1) Separate the people from the problem.
(2) Focus on interests, not positions.
(3) Generate a variety of possibilities before deciding
what to do.
(4) Insist that the result be bad on some objective
standard.
Elements:
b. Seven
(1) Interests
(2) Options
(3) Alternatives
(4) Legitimacy
(5) Communication
(6) Relationship
(7) Commitment
METHOD
NEGOTIATION好听的英文女名
II. PRINCIPLED
A. Separate the People from the Problem.
1. Negotiators on both sides of the issue bring emotion, perceptions,
and values to the negotiations.
2. Misunderstandings or personal perceptions of “facts” of
negotiation may lead to reactions that produce counter-reactions
that leads to failure of negotiation.
a. Discussions of substance entangled with emotions of issue.
(1) Statement may be intended to identify a problem
but may be heard as an attack.
(2) People draw inferences from comments that become
“facts” about other individual’s intentions and
attitudes.
3. Perceptions.
a. Conflict lies in each side’s perception of the problem.
b. Ability to e the situation as the other side es it is one of
the most important skills a negotiator can posss.
c. Understanding other side’s position does not mean agreeing
with it.
d. One way to deal with differing perceptions is to make them约拿
explicit and discuss them.
e. Look for opportunities to act inconsistently with other
side’s perceptions—may lead to change of perceptions.
f. Allow “face-saving”—reconciling an agreement with
principle and lf-image of the negotiators.
4. Emotions.
a. Recognize and understand emotions—yours and theirs.
(1) Identify source of emotions;
(2) Make emotions explicit and acknowledge them as
legitimate.
b. Allow other side to let off steam.
