商务英语谈判negotiationPrinciplessl.pptx

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1、商务英语谈判商务英语谈判(tnpn)negotiationPrinciplessl第一页，共69页。4CsinNegotiationThecontextofthe4Csinwhichnegotiationtakesplace.谈判要明确的四点背景内容Commoninterests(谈判者追求的目标)Conflictinginterests（要谈的内容）Compromise（取舍(qsh)点）Criteriaorobjectives（明确目标及实现的准则）第1页/共68页第二页，共69页。NegotiationenvironmentThecompositionofinternationalneg

2、otiationenvironment:会影响谈判的战略(zhnl)和策略1.Politicalsystem2.Economicalsystem3.Socialsystem4.Culturalsystem第2页/共68页第三页，共69页。SomeBasicNegotiationPrinciples1.1.Principleofwillingness(Principleofwillingness(premise of negotiationpremise of negotiation)2.2.EqualityPrinciple(EqualityPrinciple(foundation of ne

3、gotiationfoundation of negotiation)3.3.PrincipleofMutualBenefits(PrincipleofMutualBenefits(aim or goal of negotiationaim or goal of negotiation)4.PrincipleforCommoninterests(4.PrincipleforCommoninterests(key of negotiationkey of negotiation)5.Principle5.Principleforefficiency(guarantee of guarantee

4、of negotiationnegotiation)6.6.PrinciplePrincipleoflegality(foundation of negotiationfoundation of negotiation)第3页/共68页第四页，共69页。EqualityPrincipleEqualityPrinciple:1)Itmeansbothpartiesareequalinlawstatus.Theyhaveequalrightsandobligation.1)Itmeansbothpartiesareequalinlawstatus.Theyhaveequalrightsandobl

5、igation.TheydobusinessoutoftheirownneedsandtheyareinformedofeachothertoenjoyTheydobusinessoutoftheirownneedsandtheyareinformedofeachothertoenjoymutualbenefits.mutualbenefits.2)Whenonepartytakesmuchlessthanisgiven,theotherpartywillfeelreluctantto2)Whenonepartytakesmuchlessthanisgiven,theotherpartywil

6、lfeelreluctanttocontinuenegotiating.Henceeitherpartyshouldbewellpreparedforthenegotiationcontinuenegotiating.Henceeitherpartyshouldbewellpreparedforthenegotiationandreadytosatisfyeachothersneedsonanequalbasis.andreadytosatisfyeachothersneedsonanequalbasis.第4页/共68页第五页，共69页。PrincipleofCollaborativeNeg

7、otiationPrincipleofCollaborativeNegotiation(CN)ThesixguidelinesforCN1.1.Acknowledgetheconcernsoftheothersideandfocusoninterestsratherthanpositions.2.2.Encouragejointfactfinding.3.Offercontingentcommitmentstominimizeimpactsiftheydooccur,andpromisetocompensateknowablebutunintendedimpacts.第5页/共68页第六页，共

8、69页。4.4.Acceptresponsibility,admitmistakes,andsharepower.Acceptresponsibility,admitmistakes,andsharepower.5.5.Actinatrustworthyfashionatalltimes.Actinatrustworthyfashionatalltimes.6.6.Focusonbuildinglong-termrelationshipsFocusonbuildinglong-termrelationshipsThe collabrative negotiation focuses on in

9、terests rather than positions,place value on relationship.第6页/共68页第七页，共69页。PrincipledNegotiation(ItisparticularlyorientedtocollaborativenegotiationsItisparticularlyorientedtocollaborativenegotiations.)Fourkeywordsarefocused:People&problemsInterestsorpositionOptionsformutualgainsCriteria:insistonusin

10、gobjectivecriteria(continuedformoredetails)第7页/共68页第八页，共69页。1.1.SeparatethepeoplefromtheproblemPeopleproblemsareoftencausedbyinaccurateperceptions,inappropriateemotionsandpoorcommunication.Threetechniquesarerecommended:1)1)Establishanaccurateperception2)2)Cultivateappropriateemotion3)3)Striveforbett

11、ercommunication第8页/共68页第九页，共69页。1)Establishanaccurateperception.1)Establishanaccurateperception.Conflict,veryoften,isnotcausedbywhathappens,butbyhowpeopleConflict,veryoften,isnotcausedbywhathappens,butbyhowpeopleperceivewhathappens.perceivewhathappens.Increasethecapabilityofeachpartytoseetheothersid

12、esIncreasethecapabilityofeachpartytoseetheothersidespointofviewbyreversingroles.pointofviewbyreversingroles.AvoidblamingtheotherpartyforyourproblemAvoidblamingtheotherpartyforyourproblem第9页/共68页第十页，共69页。2)Cultivateappropriateemotion.2)Cultivateappropriateemotion.Youremotionaffectsthatoftheotherparty

13、.Youremotionaffectsthatoftheotherparty.Recognizeandunderstandemotionsofbothparties.Recognizeandunderstandemotionsofbothparties.MakeemotionsexplicitandlegitimateMakeemotionsexplicitandlegitimateAllowtheotherpartytoletoffsteam.Allowtheotherpartytoletoffsteam.Staycalmwiththeotherpartysemotionaloutburst

14、s.Staycalmwiththeotherpartysemotionaloutbursts.第10页/共68页第十一页，共69页。3)Striveforbettercommunication.Beanactivelistenerandacknowledgewhatisbeingsaid.Speaktobeunderstood.Avoidbeingjudgmentalordebatingtheotherpartyasanopponent.Avoidcriticismthatmayhurttheotherpartysfeelings.第11页/共68页第十二页，共69页。Discussthepr

15、oblemsbeforeproposingasolution.Discusstheproblemsbeforeproposingasolution.Beconcretebutflexible.Beconcretebutflexible.Behardontheproblembutsoftonthepeople.Behardontheproblembutsoftonthepeople.第12页/共68页第十三页，共69页。2.FocusoninterestsinsteadofpositionsMethods:1)1)Identifytheself-interests2)2)Discussinter

16、estswiththeotherparty第13页/共68页第十四页，共69页。1)Identifytheself-interests.1)Identifytheself-interests.RespectyourcounterpartsashumanbeingsandrecognizetheRespectyourcounterpartsashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.needsandintereststhatunderlietheirpositions.2)Discussinter

17、estswiththeotherparty2)DiscussinterestswiththeotherpartyGiveyourinterestsavividdescription.Bespecific.Giveyourinterestsavividdescription.Bespecific.DemonstrateyourunderstandingoftheotherpartysinterestsandDemonstrateyourunderstandingoftheotherpartysinterestsandacknowledgethemaspartoftheoverallproblem

18、thatyouaretryingacknowledgethemaspartoftheoverallproblemthatyouaretryingtosolve.tosolve.第14页/共68页第十五页，共69页。3.Inventoptionsformutualgains3.InventoptionsformutualgainsThebrainstormingofoptionspriortodecision-Thebrainstormingofoptionspriortodecision-makingisacriticalpieceforthesuccessofthemakingisacrit

19、icalpieceforthesuccessofthecollaborativenegotiationprocess.collaborativenegotiationprocess.TheabilitytoinventoptionsisoneofthemostusefulTheabilitytoinventoptionsisoneofthemostusefulassetsanegotiatorcanhave.assetsanegotiatorcanhave.1)Separatetheactofinventingoptionsfromtheact1)Separatetheactofinventi

20、ngoptionsfromtheactofjudgingthemofjudgingthem2)Developasmanyoptionsaspossiblebeforechoosing2)Developasmanyoptionsaspossiblebeforechoosingoneone3)Searchformutualgains3)Searchformutualgains4)Findwaystohelpmaketheotherpartysdecisioneasy4)Findwaystohelpmaketheotherpartysdecisioneasy第15页/共68页第十六页，共69页。1)

21、SeparatetheactofinventingoptionsfromtheactofjudgingthemBeforebrainstormDuringAfter第16页/共68页第十七页，共69页。2)DevelopasmanyoptionsaspossiblebeforechoosingoneLookattheproblemthroughtheeyesofdifferentexperts.Changethescopeofaproposedagreement-breakdowntheproblemintosmallerunits.Agreementsmaybepartial,involve

22、fewerparties,coverselectedsubjectmatters,orremainineffectforalimitedperiodoftime.第17页/共68页第十八页，共69页。3)SearchformutualgainsSharedinterestsexistineverynegotiation;theyareopportunities,notgodsends;第18页/共68页第十九页，共69页。4)FindwaystohelpmaketheotherpartysdecisioneasyYoursuccessinanegotiationdependsupontheot

23、herpartysmakingadecisionyouwant;therefore,youshoulddowhatyoucantomakethatdecisionaneasyone.第19页/共68页第二十页，共69页。4.Insistonusingobjectivecriteria4.Insistonusingobjectivecriteria(suchasstandardsindependentofwillsofany(suchasstandardsindependentofwillsofanyparty;legitimateandpractical;acceptabletoparty;l

24、egitimateandpractical;acceptabletoallparties)allparties)TheyarestandardsorprincipleswhichthepartiesbelieveTheyarestandardsorprincipleswhichthepartiesbelieveinandwhicharenotunderthecontrolofanysingleinandwhicharenotunderthecontrolofanysingleparty,suchasmarketvalue,scientificjudgment,party,suchasmarke

25、tvalue,scientificjudgment,moralstandards,tradition,courseofdealing,aflipmoralstandards,tradition,courseofdealing,aflipofcoin,ectofcoin,ect.1)1)FrameeachissueasajointsearchforobjectiveFrameeachissueasajointsearchforobjectivecriteria:oneexamplecriteria:oneexample2)2)Jointlydiscusswhichstandardsaremost

26、Jointlydiscusswhichstandardsaremostappropriateandhowtheyshouldbeappliedappropriateandhowtheyshouldbeapplied3)3)Neveryieldtopressure,onlytoprincipleNeveryieldtopressure,onlytoprinciple第20页/共68页第二十一页，共69页。1)Frameeachissueasajointsearchforobjectivecriteria:“Look,youwantahighpriceandIwantalowone.Letsfig

27、ureoutwhatafairpricewouldbe.”Ifthesellerstartsbygivingaposition,suchas“thepriceis80,000”,askforthetheorybehindthatprice.Treattheproblemasthoughthesellertooislookingforafairprice.第21页/共68页第二十二页，共69页。合作合作(hzu)原则谈判法原则谈判法一对事不对人二着眼于利益(ly)而非立场三制定双赢方案四引入客观评判标准第22页/共68页第二十三页，共69页。合作合作合作合作(hzu)(hzu)式谈判式谈判式谈判

28、式谈判合合作作原原则则谈谈判判法法即即著著名名的的哈哈佛佛原原则则谈谈判判法法，它它的的主主要要代代表表人人物物是是罗罗杰杰 费费希希尔和威廉尔和威廉 尤里。尤里。合合作作原原则则谈谈判判法法的的核核心心和和精精神神实实质质是是通通过过强强调调各各方方的的利利益益和和价价值值，而而非非讨讨价价还价本身，以及还价本身，以及(yj)(yj)通过提出寻求各方各有所获的方案来取得谈判的成功。通过提出寻求各方各有所获的方案来取得谈判的成功。合作原则谈判法由以下四个部分组成：合作原则谈判法由以下四个部分组成：对待谈判对手：对事不对人；对待谈判对手：对事不对人；对待各方利益：着眼于利益而非立场；对待各方利益

29、：着眼于利益而非立场；对待利益获取：制定双赢方案；对待利益获取：制定双赢方案；对待评判标准：引入客观评判标准对待评判标准：引入客观评判标准。第23页/共68页第二十四页，共69页。一、对事不对人一、对事不对人谈判气氛是决定谈判各方关系的一个重要因素。合作原则谈判法对谈判存在的几类问题提出如下解决方法：发展移情法(1)从对方的立场看待问题；(2)避免(bmin)因自己的问题而责备对方；(3)协助对方参与到解决问题中去。第24页/共68页第二十五页，共69页。一、对事不对人一、对事不对人正确看待情绪正确看待情绪(1)(1)允许对方发火；允许对方发火；(2)(2)恰当看待情绪的爆发。恰当看待情绪的爆

30、发。加强加强(jiqing)(jiqing)沟通沟通(1)(1)注意倾听并总结听到的情况；注意倾听并总结听到的情况；(2)(2)避免给对方打分并将对方当做辩论的对手；避免给对方打分并将对方当做辩论的对手；(3)(3)不严厉指责对方的错误。不严厉指责对方的错误。第25页/共68页第二十六页，共69页。二、着眼于利益二、着眼于利益(ly)而非立场而非立场找到各方的共同利益是取得双赢结果的一个关键点。找到各方的共同利益是取得双赢结果的一个关键点。为帮助各方做到着眼于利益而非立场，可以为帮助各方做到着眼于利益而非立场，可以(ky)(ky)从以两从以两个方面着手个方面着手 ：明确利益明确利益(1)(1)

31、探寻妨碍我方的对方利益；探寻妨碍我方的对方利益；(2)(2)从不同的角度审视对方的不同利益；从不同的角度审视对方的不同利益；(3)(3)透过对方的立场看到对方的人性需求。透过对方的立场看到对方的人性需求。讨论利益讨论利益(1)(1)总结并接受对方的利益；总结并接受对方的利益；(2)(2)在提出解决方案前表达自己的见解或提出问题；在提出解决方案前表达自己的见解或提出问题；(3)(3)在解决问题时尽量不追究过去的矛盾而应朝前看。在解决问题时尽量不追究过去的矛盾而应朝前看。第26页/共68页第二十七页，共69页。三、制定三、制定(zhdng)双赢方案双赢方案在谈判中，人们极易陷入对自己的立场讨价还价

32、在谈判中，人们极易陷入对自己的立场讨价还价(to ji hun ji)(to ji hun ji)之之中原因有两个：中原因有两个：1 1、由于谈判的内容属于非输即赢类型的；、由于谈判的内容属于非输即赢类型的；2 2、人们往往把问题的解决方法限制在很窄的范围内。、人们往往把问题的解决方法限制在很窄的范围内。总的说来，阻止人们寻求建设性替代方案的原因有总的说来，阻止人们寻求建设性替代方案的原因有以下三个：以下三个：1 1、认为分配方案保持一成不变。、认为分配方案保持一成不变。2 2、是只寻求一种答案。、是只寻求一种答案。3 3、是在提出方案时只考虑满足自己利益和需要的解决办法。、是在提出方案时只考

33、虑满足自己利益和需要的解决办法。第27页/共68页第二十八页，共69页。三、制定双赢三、制定双赢(shunyn)方案方案针对以上问题，原则谈判法可总结如下：针对以上问题，原则谈判法可总结如下：诊断。诊断。(1)(1)放弃对方利益的满足一定是以我方的付出为代价的观念放弃对方利益的满足一定是以我方的付出为代价的观念(2)(2)鼓励各方共同解决问题；鼓励各方共同解决问题；(3)(3)在对方未做好充分准备之前不预先锁定在一种方案上。在对方未做好充分准备之前不预先锁定在一种方案上。提出创建性方案。提出创建性方案。(1)(1)将提出方案和评价方案分开；将提出方案和评价方案分开；(2)(2)在确定最终在确定

34、最终(zu zhn)(zu zhn)解决方案之前先提出几个可供选择的方案；解决方案之前先提出几个可供选择的方案；(3)(3)寻求各方的共同利益和互补利益；寻求各方的共同利益和互补利益；(4)(4)寻求使对方容易接受的方案。寻求使对方容易接受的方案。第28页/共68页第二十九页，共69页。四、引入客观四、引入客观四、引入客观四、引入客观(kgun)(kgun)评判标准评判标准评判标准评判标准 在判断一个标准是否属于客观标准时应从以下几个方面考虑：在判断一个标准是否属于客观标准时应从以下几个方面考虑：客客观观标标准准应应当当独独立立于于所所有有各各方方的的主主观观意意志志之之外外，因因而而它它可可

35、以以不不受受任任何何一一方方的的感感情影响。情影响。客观标准应当具有合法性并且切合实际。客观标准应当具有合法性并且切合实际。客观标准应当具有科学性和权威性。客观标准应当具有科学性和权威性。下面的几个步骤是对第四部分下面的几个步骤是对第四部分(bfen)(bfen)的总结：的总结：寻求不同的客观标准；寻求不同的客观标准；探讨不同客观标准的可行之处；探讨不同客观标准的可行之处；寻求公正的处理程序。寻求公正的处理程序。第29页/共68页第三十页，共69页。四、引入客观四、引入客观(kgun)评判标准评判标准某某种种方方法法是是成成功功还还是是失失败败，根根据据罗罗杰杰 费费希希尔尔和和威威廉廉 尤尤

36、里里的的观观点点可可以以从以下三个方面做出判断：从以下三个方面做出判断：一一项项可可能能达达成成(dchng)(dchng)的的协协议议应应当当最最大大限限度度地地满满足足各各方方的的合合法法利利益益，解解决他们之间的冲突，同时保护公众的利益不受损害。决他们之间的冲突，同时保护公众的利益不受损害。协议应当是高效的。协议应当是高效的。协议应当改善，或至少不伤害各方的关系。协议应当改善，或至少不伤害各方的关系。第30页/共68页第三十一页，共69页。PrincipleofInterestDistributionWhilethetraditionalcompetitiveapproachtonego

37、tiationtriestomaximizeonepartysgainovertheotherpartysloss,thecollaborativeapproachfocusesonpartieswithdiversinterestsworkingtogethertoachievemutuallysatisfyingoutcomes.InterestRealizationInterestRealization第31页/共68页第三十二页，共69页。Differentlevelsofinterests:Differentlevelsofinterests:1.1.Personalinterest

38、sPersonalinterests2.2.OrganizationalinterestsOrganizationalinterests3.3.NationalinterestsNationalinterestsInnegotiationatthedomesticlevel,therearetwotypesofInnegotiationatthedomesticlevel,therearetwotypesofinterestsinvolved:personalandorganizational;attheinterestsinvolved:personalandorganizational;a

39、ttheinternationallevel,therearethree:personalandorganizationalinternationallevel,therearethree:personalandorganizationalandnational.andnational.第32页/共68页第三十三页，共69页。Personal&OrganizationalPersonalinterestsareinlinewiththoseoftheorganization-thenegotiatorwilltryhisbesttopushforthemostattractivedealfor

40、theorganization.Ifnot,theorganizationthereforesuffersloss.第33页/共68页第三十四页，共69页。Personal&NationalWhilepersonalinterestsseemeasiertobeinlinewithorganizationalinterests,nationalonessoundsremoteandindirectlyconnectedwithpersonalones.tryhisbesttodefendtheinterestsofcountry.第34页/共68页第三十五页，共69页。Organization

41、al&NationalByrequestingassistancefromthegovernment,organizationscanstillhavestronginfluenceongovernmentsdecision-making.Organization,ontheotherhand,payingunderattentiontotheirowninterestsatthenegotiatingtablewillundermineorjeopardizenationalinterests.第35页/共68页第三十六页，共69页。Whenthereisaconflictbetweenth

42、em,theorganizationalinterestsmustbesubordinatetothenationalinterests.第36页/共68页第三十七页，共69页。利益利益(ly)分配法则分配法则任何在国内举行的谈判都至少涉及两个层次的利益(ly),有时是三个层次的利益(ly)：即个人利益(ly)、集体利益(ly)和国家利益(ly)。这三层利益(ly)如何融合、协调和平衡对谈判结果常常起着决定性的作用。一、个人利益(ly)与集体利益(ly)按照美国心理学家马斯洛的观点，人类的需要可以划分为五个层次：第37页/共68页第三十八页，共69页。利益利益(ly)分配法则分配法则第38页/

43、共68页第三十九页，共69页。二、个人利益与集体二、个人利益与集体(jt)和国家利益和国家利益二、个人利益与集体和国家利益二、个人利益与集体和国家利益 个人利益由于和集体利益之间的内在和直接的关联比个人利益由于和集体利益之间的内在和直接的关联比较容易取得一致，个人利益在多数情况下可以服从较容易取得一致，个人利益在多数情况下可以服从(fcng)(fcng)集集体利益，但可能有时与国家利益不能形成一致。从个体利益，但可能有时与国家利益不能形成一致。从个人利益的角度看，国家利益有时显得遥远，与个人利人利益的角度看，国家利益有时显得遥远，与个人利益之间关系比较间接，因此国家利益常常被视为是一益之间关系

44、比较间接，因此国家利益常常被视为是一个指导原则。个指导原则。第39页/共68页第四十页，共69页。PrincipleofTrustinNegotiationThreetypesoftrustinprofessionalrelationships:Threetypesoftrustinprofessionalrelationships:Deterrence-basedtrustDeterrence-basedtrust（威慑（威慑(wish)(wish)型信任）型信任）Knowledge-basedtrustKnowledge-basedtrust（了解型信任）（了解型信任）Identifica

45、tion-basedtrustIdentification-basedtrust（识别型信任）（识别型信任）Question:Question:HowHowtotobuildtrustworthiness?buildtrustworthiness?第40页/共68页第四十一页，共69页。Deterrence-basedtrustDeterrence-basedtrust（威慑（威慑(wish)(wish)型信任）型信任）PeopletrustorexpectthattheywillbepunishediftheyPeopletrustorexpectthattheywillbepunished

46、iftheydoordonotdosomethingbasedonconsistencywithdoordonotdosomethingbasedonconsistencywithpastbehavior.pastbehavior.第41页/共68页第四十二页，共69页。Knowledge-basedtrust（了解(lioji)型信任）PeopletrustorexpecttPeopletrustorexpectthattheotherpersonwillactinacertainwaybasedonwhattheyhavelearnedaboutthatperson.Predictabil

47、ityisbasedontheirunderstandingoftheotherpersonsactions,thoughtsandintents,notjusthispastbehavior.第42页/共68页第四十三页，共69页。Identification-basedtrustIdentification-basedtrust（识别（识别(shbi)(shbi)型信任）型信任）PeopletrustorexpecttPeopletrustorexpectthattheycanactonbehalfoftheotherpersonbecausetheysharetheinterests,v

48、aluesandconcernsoftheotherpersonverywell.Itinvolvessubstantialinternalizationoftheotherpersonsdesires,intentions,values,andsoon.第43页/共68页第四十四页，共69页。TrustBuildingSixstrategiesforbuildingtrustworthiness:SpeaktheirlanguageSpeaktheirlanguageManageyourreputationManageyourreputationMakeadependenceafactorM

49、akeadependenceafactorMakeunilateralconcessionsMakeunilateralconcessionsNameyourconcessionsNameyourconcessionsExplainyourdemandsExplainyourdemands第44页/共68页第四十五页，共69页。SpeaktheirlanguageIthelpsto:Understandtechnicaltermsandlingo(行话，难懂(nndn)的方言).Catchthenuance（法语：细微的感情）andculturalimplicationsbehindwhats

50、beingsaid.Learnhowtheothersideuseswordstoconveyideas.第45页/共68页第四十六页，共69页。ManageyourreputationMakeyourreputationatoolinnegotiationbyprovidingreferencesfrommutuallytrustedthirdpartiesthatspeakforyourcharacterandcompetenceorbyofferingotherformsofevidenceofpastsuccesssuchasmediaortraderreports.第46页/共68页