谈判与冲突管理 (2).ppt

《谈判与冲突管理 (2).ppt》由会员分享，可在线阅读，更多相关《谈判与冲突管理 (2).ppt（178页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突的解决NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突的解决NegotiationskillsarecriticaltosuccessintodaysNegotiationskillsarecriticaltosuccessintodaysglobalizedglobalizedworkworkenvironment.Theories,strategies,andethicsunderlyingnegotiationenvironment.Theories,str

2、ategies,andethicsunderlyingnegotiationandpersuasionincontemporaryorganizationsandsocieties.andpersuasionincontemporaryorganizationsandsocieties.EmphasizestheknowledgeandskillneededforeffectivenegotiationEmphasizestheknowledgeandskillneededforeffectivenegotiationandpersuasion.Alsocoverstheoriesandpra

3、cticesofconflictandpersuasion.Alsocoverstheoriesandpracticesofconflictresolutioninorganizations,strategiesforanalyzingandresolutioninorganizations,strategiesforanalyzingandaddressingconflicts,andskillsfordiagnosingandinterveninginaddressingconflicts,andskillsfordiagnosingandinterveninginconflictsitu

4、ations.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。NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决谈判与冲突的解决n nN

5、egotiationFundamentalsPartINegotiationFundamentalsPartI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IVIV部分部分

6、“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WhenisNegotiationNeeded?什么时候需要谈判？什么时候需要谈判？n nSituationwheretwoormorepartiesmustmakeadecisionaboutSituationwheretwoormoreparties

7、mustmakeadecisionabouttheirinterdependentgoalsandobjectives.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的分歧双方承诺以和平的方法解

8、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Whenis“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?什么是讨价还价？什么是讨价还价？“H

9、aggle”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.amutuallyacceptablesolutiontoacomplexconflict.双方

10、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Characteristicsofa“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 nConflictofInterestbetweentwoormorepartiesConflictofInterestbetwe

11、entwoormoreparties双方或多方利益的冲突双方或多方利益的冲突n nPartiesnegotiatebecausetheythinktheycanusesomeformofinfluencetogetaPartiesnegotiatebecausetheythinktheycanusesomeformofinfluencetogetabetterdealthanbysimplytakingwhattheothersideoffersbetterdealthanbysimplytakingwhattheothersideoffers 双方谈判因为他们认为他们利用一些形式的影响比另一

12、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

13、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

14、丢不丢“面子面子”，为未来创先例。等），为未来创先例。等）NEGOTIATIONANDCONFLICTRESOLUTION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,Interests,orPersons 不同的需要，意愿，利益或人不同的需要，意愿，利益或人n nWor

15、kingtowardsamegoalWorkingtowardsamegoal 为了共同的目标工作为了共同的目标工作LEVELSOFCONFLICT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DESTRUCTIVENATURE/IMAGEOFCONFLICT?冲突的破坏性本质冲突的破坏性本质/形象形象n nCompetitiveProcessesCompetitiveProcesses竞争过程竞争过程n nMisperce

16、ptionandBiasMisperceptionandBias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 nMagnifiedDifferencesMagnifiedDifferences夸大差异夸大差异n nEscalationoftheConflictEscalationoft

17、heConflict冲突升级冲突升级BENEFITSOFCONFLICT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”变革变革n nMakespeoplestronger-knowtheywillsurvivetheconflict!Mak

18、espeoplestronger-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 nEnhancespersonaldevelopmentEnhancespersonaldevelopment强调个人发展强调个人发展n nStimulatingand“fun”St

19、imulatingand“fun”刺激与刺激与“愉悦愉悦”CONFLICT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STRATEGYOFCONFLICTMANAGEMENT冲突管理战略冲突管理战略n nContending(CompetingorDominating)Contending(CompetingorDominating)斗争（竞争或控制）斗争（竞争或控制）

20、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(CollaboratingorIntegrating)解决问题（合作或整合）解决问题（合作或整合）n nCompromisingCompromising许诺许诺STRATEGYOFCONFLICTMA

21、NAGEMENT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NegotiationFundamentals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,Strategiz

22、ing,andPlanningFraming,Strategizing,andPlanning框架，战略与规划框架，战略与规划FramingtheProblem-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 nWhyFramesAreCriticaltoUnderstandingStrategyWhyFramesAreCriticaltoUnderstandingStrategy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-Major

23、ApproachestoUnderstandingFrames-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ChineseNegotiationFrames中国人谈判的框架中国人谈判的框架Box2.2Box2.2表表表表2.22.2FiveConceptsofChineseCultureFiveConceptsofChines

24、eCulture 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Goals-TheObjectivesThatDriveaNegotiationStrategy目标目标-驱动谈判战略的目驱动谈判战略的目的的n nSimultaneousDevelopmentofGoalsandFramesSimultaneousDev

25、elopmentofGoalsandFrames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

26、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Strategy-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,

27、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 nAlternativeSituationalStrategiesAlternativeSituationalStrategies情景战略的备选方案情景战略的备选方案n nAvoidance:TheAvoidance:TheNonengagementNonengagementS

28、trategyStrategy 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，合作和和解进入战略：竞争，合作和和解Strategy-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 nCompeti

29、tive(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 nAccommodativeNegotiationAccommodativeNegotiation 和解谈判和解谈判UnderstandingTheFlowOfNegotiations:Stages&Phases了解谈判的流程：层次与阶段了

30、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 nHowtheinteractionstructures,overtime,relatetoinputsandHowtheinteractionstructures,overtime,relatetoinputsandoutcomesoutcomes如何随时影响结构，相关的投

31、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GettingReadytoImplementtheStrategy: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

32、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 nConsultingwithO

33、thersConsultingwithOthers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GettingReadytoImplementtheStrategy:ThePlanningProcess-2准备实施战略：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 AssessingtheOthersPr

34、ioritiesAssessingtheOthersPriorities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 nWheretostart-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”amongIs

35、sues/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”UnderstandingofTrade-Offsand“Throwaways”了解补偿和了解补偿和“放弃放弃”GettingReadytoImplementtheStrategy: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“homewor

36、k”!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-Research-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

37、，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NegotiationFundamentals谈判基础谈判基础PartI第

38、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还价的战略与战术TheDistributiveBargainingSituation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

39、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FundamentalStrategies基础战略基础战略DiscoveringtheOtherPartysResistancePointTHEBUYERSACTIONS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

40、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 nMaylowerresistanceandthusenlargesbargainingrangeMaylowerresistan

41、ceandthusenlargesbargainingrange 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?”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“overlappingsettlementrang

42、e,”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”isthebestthatispossible!Thissettlement”isthebestthatispossible!“这一设定是最可行的！这一设定是最可行的！”FundamentalStrategies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/perceptionofcostofdelay

43、orabortingnegotiationsImpactofestimate/perceptionofcostofdelayorabortingnegotiations 延迟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?

44、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 nPointvariesdirectlywithvalueotherpartyattachestooutcomePointvariesdirectlywithvalueotherpartyattachestooutcome 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

45、低，抵制点更实际n nOtherpartyspointvariesinverselywiththeperceivedvalueyouhave/attachtotheOtherpartyspointvariesinverselywiththeperceivedvalueyouhave/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 nLowerexpectationsandotherpartymovestomoremodestlevelLowerexpectationsandotherpart

46、ymovestomoremodestlevel 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TacticalTasks战术任务战术任务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/priceforRealEstat

47、e?Forexample,howdoyouascertainrent/priceforRealEstate?举例，你如何确定租赁举例，你如何确定租赁/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

48、.internete.g.internet,library,andtelephone,library,andtelephone ifunableifunabletoobtainfromtheotherpartytoobtainfromtheotherparty 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,inIntlnegotiatio

49、nsonemaycultivatesourcesofinfo,messagesare“intercepted”,codesarebroken,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TacticalTasks战术任务战术任务n nManageOtherPartysImpressionsManageOtherPartysImpressions控制对方印象控制对方印象n nScreeningActivities-ScreeningActivi

50、ties-筛选活动筛选活动n nSay/dolittle-“SilenceisGolden”Say/dolittle-“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 nMerelyMerelyfactf