国际商务谈判 Chapter 2Proper Behaviors in International Business Negotiations.ppt

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1、Chapter 2 Proper Behaviors in International Business NegotiationsnChapter 2 Proper Behaviors in International Business Negotiationsn第二章 国际商务谈判中的正确行为举止q Assumptions假定q Listening听q Talking说q Inquiring问q Observing观察Introduction nThis chapter tells you how to behave properly during negotiation.One alway

2、s makes assumptions before negotiation and tries to guess others assumptions.But assumptions may be true or false,in which case they need to be verified.In order to verify the assumptions,you should gather enough information from others,so that listening,talking,inquiring,and observing become very i

3、mportant for a successful negotiation.The following sections discuss how to be an active listener,how to talk in effective negotiating language,how to ask and answer questions,how to find valuable information from your opponents body language and how to get rid of your inappropriate body language.2.

4、1 Assumptionsn2.1.1 The concepts of assumptions nAssumptions are a vital part of negotiations.In entering a negotiation,a man is severely handicapped unless he reviews his own assumptions-and anticipates the assumptions of the other party.nThe negotiator must never forget that what his or her assump

5、tions are only a guess or a probability.It is necessary for us to reexamine our supercargo of assumptions.Some are wrong and must be discarded.Others need to be modified.Still others remain valid.2.1.2 The types of hidden assumptionsnMaking three categories of hidden assumption can prove useful in n

6、egotiation:The first category includes the assumptions we make about the extensional world,the physical world which exists outside the mind of a human being.Secondly,it includes our intensional world.For example,the world which exists within the mind of each of us.Thirdly,it also involves the other

7、persons intensional world.nSometimes we go so far as to make assumptions about what a person is going to say before he has had a chance to say it.We interrupt,present our version of what he is about to say,and never give ourselves the opportunity of hearing what he might have said.Thus we deprive ou

8、rselves of valuable information.2.2 ListeningnAside from asking questions and making statements,one must also recognize the needs of the opposer.One method is listening carefully to the words uttered by the opposer.Paying attention to phrasing,choice of expressions,mannerisms of speech,and tone of v

9、oice being used.All these elements give clues to the needs behind the statements an opposer makes.nThe barrier of listeningnStudies show that the average person remembers only about half of what he or she hears immediately after the speaker stops talking,no matter how carefully the listener has paid

10、 attention.nsimple rules at the same time that will actually help you maximize the benefit you get from what the other person is saying nFirst of all,if you find the subject dull and would normally go off on a mental tangent,recognize that you are trapped into listening anyway and force yourself to

11、tune in for any new knowledge that you can perhaps sift out.On the other hand,the subject may not be boring,but rather difficult and hard to comprehend,perhaps because it is too technical or detailed.Do not allow your mind to wander only because distractions are more fun than the topic under discuss

12、ion.Try to develop an interest and grasp the meaning of the broad things being said.nSecond,we tend to dismiss statements if they come from people we consider unimportant.Withhold judgment until your comprehension of the speakers proposal is complete.The good listener will hear out the other person

13、before passing judgment and framing rebuttals.nThird,do not turn yourself off simply because the speakers delivery is poor or unintelligible.The speaker may still know a lot more about the subject than it appears.Make every effort to understand what is being said.If necessary,interrupt and ask the s

14、peaker to repeat something.This person will appreciate your interest in not wanting to miss anything.n One of the problems every listener has is the ability to think at the rate of about 400 words a minute-almost four times faster than the average speaker talks.Do not let your mind drift.Instead,ant

15、icipate the speakers next point and give thought to what you hear while waiting for the next idea.nWhen taking notes,get down the concepts and principles.If you have time,write down the facts,but do not let them overwhelm you to the degree that you are missing important points.Not only does note-tak

16、ing force you to listen carefully,but it also psychologically throws the speaker off the balance when he or she sees you nodding and furiously writing away and having a record of all the facts and basically everything said.A further benefit of note taking is that you have the perfect excuse to avoid

17、 eye contact if you are afraid to reveal your reactions to someones proposals.Active listening n In order to be a good listener,you must bear in mind that conversation or negotiation between individuals can proceed at various levels of meanings.n A persons conversation or statement has several level

18、s of meaning.For example,the opposers statement on one level is the message that he or she seems to be trying to communicate.On a second level,it may be the message that we can infer from the way he or she speaks and the words being used.On a third level,it may convey a meaning to us because it is l

19、inked with his or her manner of approach to the subject.nListening is as much a persuasive technique as speaking.A successful listener must keep an open mind and strive to be free from bias and preconceived notions.nThere is no one more competitive and hostile than negotiators who feel that their be

20、st arguments were ignored,misunderstood or dismissed.2.3 TalkingnNegotiation languagenNegotiations are almost always conducted on three basic levels of communication:the subconscious level,the emotional level and the level of reason and logic.Consistently high achievement in negotiation can be obtai

21、ned by mastering all three levels of negotiation so that the negotiators position can be communicated in a manner that is simple,attractive,suggestive,enthusiastic,truthful,fair,logic and personal.nThe most logical and sound reasoning will be of little value if it is not communicated in simple and p

22、recise terms.You should set forth only the points needed to encourage the action you desire.You should be informative with regard to supporting details only to the extent necessary to make your offer clear.Some of the most common and serious errors committed by negotiators involve their use of words

23、 and terms with broad or ambiguous meanings.Do not say something is large if you can give exact measurements.Sentences should also be simple,with the subject first,the verb next,and the object last.nYour presentation should be executed in an attractive manner that is pleasing,not offensive.It should

24、 be fair and consider the pros and cons,not suspicious.It should be cooperative and friendly,not argumentative or hostile.It should emphasize the positive,not the negative,stress the familiar,not the unknown,and be democratic,not dictatorial.Your presentation should be understated,not exaggerated;It

25、 should progress by starting with easy issues,not the frustration and stalemate promoted by hard issues.It should be complimentary and encourage agreement,not offensive or demeaning,discouraging cooperation.It should reveal reward consequences,not punishment or a threatening outcome,and should enter

26、tain and be enthusiastic,keeping the other person glued to your thoughts How to open and close nThere are a number of approaches you can use to attract immediate attention:n arouse curiosity by asking a question related to your talk n say something humorous n start off with an interesting news item

27、n begin with a specific illustration or case,which tends to lend an air of seriousness and reality to your talkn open with the impact of a profound quotation n show a visual illustration of your main points,which can be either a chart,picture or item related to your talk n open with a simple explana

28、tion of how your topic affects the common interests of the listeners n start off with a shocking statement n casually comment on something that has just happened or been said at the meeting if it ties into your presentationnYour closing statement can be the same as one with which you would end a mem

29、orandum,summarizing and briefly outlining the main points you cover.You can appeal for action.You can pay the listeners a sincere compliment by making reference to their organization,state or other aspect of common interest.Do not throw out the standard compliment that sounds shallow and insincere,s

30、uch as,“Youve been a great audience.”You can also leave them laughing when appropriate.nSeveral aspects to beware of nListeners unconsciously judge you by how you talk.Your speaking voice is one of the first impressions people have of you,and that impression is often dominated by your voice quality.

31、nA person may be characterized as friendly if his or her voice sounds warm and well modulated.Someone may be thought of as dull and uninteresting if the voice sounds flat and monotonous.Someone who is too loud may appear bombastic.Someone who is too soft may be tagged as timid.Speaking too fast may

32、convey impatience or anger.Speaking too slow may cause someone to be viewed as hesitant or fearful.2.4 Inquiring nDuring negotiation,there will undoubtedly be times when you need to have more information before you can intelligently evaluate views advanced by the other person.The usual way to get in

33、formation is to ask a question.Questions are windows to the mind.In an appropriate situation you should often ask your opponent,“What do you want from this negotiation?What do you expect?What would you like to accomplish?”Through such straightforward probes,in addition to other information,You can s

34、ucceed in finding out your opponents needs,what he is after,and then guide your future negotiation accordingly.nQuestions appear to be able to be divided into five basic functions:n Cause attention.Provide preparatory conditions for the operation of the others thinking.Example:“How are you?”n Get in

35、formation.Provide questioner with information.“How much is it?”n Give information.Provide the other with information.“Did you know you could handle this?”n Start thinking.Cause the others thinking to operate.“What would your suggestion be on this?”n Bring to conclusion.Bring the others thinking to a

36、 conclusion.“Isnt it time to act?”nHaving a reserve of functional questions ready at any time will permit you to direct the stream of conversation in any manner you want.You can make up several questions that will help guide your overall strategy.At the same time,under each individual tactic,have se

37、veral questions ready for moment-to-moment guidance.Even when the opposer is doing most of the talking,you can safely permit this because with the use of a question you can always obtain conversational control.How to deliver questionsnQuestions may raise anxiety in the minds of those who must answer

38、 them.They will immediately think,“What are they trying to find out?”or,“How can I avoid giving away information they shouldnt know about?”It is an established fact that answers to direct questions are unreliable because people do not generally give truthful responses and do not always have the abil

39、ity to give correct information,even when they think they do.nThere are two ways to assure a high degree of reliability for answers to your questions.nOne way is to lay the foundation for asking them.By letting someone know why you want to ask the question,you reduce his or her anxiety level and con

40、sequent evasiveness.There will be less inhibition in giving the true facts that first come to mind.For instance,you are doomed before you start if you ask your vendor,“How many of these machines has our competitor bought?”Instead you should say,“I respect your ability to analyze the needs of compani

41、es like mine.How many of these machines do you feel a company of our size should have?”This is a“nondirective question”that puts people at ease and allows them to express themselves with sincerity.nThe second method of assuring the reliability of answers to your questions is through the use of the t

42、actic called“bipolar questioning.”Basically,this technique asks the answerer to make a choice or express a preference between two diametrically opposed features of the subject in question.Such questioning is indirect.The answer will shed light on how the person feels about the subject matter as a wh

43、ole,even though the answer only has a connection with a feature of it.n For instance,if a manufacturer is offering you the right to take on the distribution of a new product it has developed,you should ask:“Will it be socially acceptable to lower-class families or upper-class families?”or,“Would mor

44、e of these be sold to teenagers or adults?”Getting answers to such questions before indicating the area of market introduction you have in mind will get you truthful and unbiased answers from the manufacturer.nBecause uncertainty is one of the prime factors in making poor or bad deals,you must force

45、 yourself to ask questions that make you uncomfortable.Have the courage to pry into the other persons affairs if the facts you are looking for are important to your decision.Have the courage to ask what may seem to be dumb questions.Have the courage to ask questions that you feel will be evaded.Evas

46、ion itself will give you information you need to know.Be quiet after you ask your question.Make silence your tool for encouraging the other person to talk more and more and more.Be persistent in following up your questions when they evade.Several aspects to beware of n The use of questions is a powe

47、rful negotiation tool and must be employed with discretion and judgment.The question determines the direction in which the conversation,argument,or testimony will move.The proper use of the question can often command an ensuing negotiation.nthe use of questions raises several problems.One may innoce

48、ntly touch some emotional chord with a question and arouse considerable antagonism.Experience shows that it is necessary to prepare the ground before asking questions.It is good practice to explain the reason for asking a question wherever this is feasible.It avoids trouble and embarrassment.Another

49、 way of avoiding unnecessary or unpleasant emotional response is to avoid asking forcing questions like“What is your excuse?”A nonforcing question,such as“How do you feel about the matter?”permits full and continuing discussion.Effective respondingnHow do you counter questions?Always give yourself t

50、ime to think.Never answer until you clearly understand what is being asked.Do not be embarrassed to answer a question with another question:“What do you mean by that?”Some questions do not even deserve answers,especially if they are antagonistic or rhetorical.Do not be afraid to give an excuse for i