| 8：THE MAJOR PART OF NEGOTIATION |
| http://www.sina.com.cn 2003/11/14 01:06 中图读者俱乐部 |
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第八章谈判的主要部分 做好谈判的准备之后，你就可以轻装上阵，直接面对你的谈判对手了。在这个时候，你就应该注意谈判的策略。有时候对方会虚张声势地故意制造紧张气氛，当对方采取强硬态度时，你要察言观色，看清他们的真实意图，本章第一部分讲述了这些问题。当谈判遇到问题，双方坚守自己的立场各不相让时，你应该透过对方的立场，认清立场背后的利益所在，本章第二部分讲述了这些内容。此外，谈判的时候，你还应该注意自己的语言行为和非语言行为，并利用它们推动谈判的顺利进行，本章第三、第四部分将分别论述这两种行为。
Tactics策略 Fifteen Tactics You don’t have to negotiate for twenty years to recognize the tactics that most people use. There are fifteen most common negotiating tactics listed below. You can get used to them as you are learning the most important negotiating skills. In any real deal it’s important that you know all of these tactics before you walksintosthe negotiation and most important, in the negotiating process. If you aren’t familiar with any of them, take the time and review those techniques. The more you know about these techniques and the more adept you are at recognizing them, the more easily you can turn them against the person trying to get you. Tactic 1Good Cop/Bad Cop Tactic 2Higher Authority Tactic 3“Take It or Leave It” Tactic 4The Proliferating Tip Tactic 5The Staller Tactic 6First Draft Tactic 7The Beggar Tactic 8Side-Issuers Tactic 9Fact or Fiction? Tactic 10Pressure Cookers Tactic 11“Or Else” Tactic 12The Non-Negotiators Tactic 13Upping the Ante Tactic 14Exhaustion Tactic 15Rotating Negotiators If you don’t recognize the tactic, you’re not going to know how to disarm it. One way to practice recognizing negotiation tactics is to have a friend try them out on you. You should first identify, then disarm the tactic. The faster you can identify a tactic against you, the more you can turn it to your advantage. Conversely, the longer you let a tactic go on without mentioning it, the more difficult it will be to stop it. Example Read the following excerpts from negotiations and identify what tactic one party is trying to use on the other party. 1.“You want an extra ten days to pay on the contract? I can give you the extra days if we double the price.” 2.“So I think we’ve come to common agreement on most of the major points. Why don’t I have my office draw up a contract right now so we can get this deal done?” 3.“You know, I’d love to make that change, but I’m going to have to run this by my boss, and you know he’s really tough, I don’t think he’ll go for it.” 4.“Sorry about all the sunlight, but the window blinds broke yesterday and I haven’t had a chance to get them fixed. Let’s discuss the terms.” 5.“Our figures, based on our own careful research, indicate that by the year 1999, seventy-three percent of the American people will be vegetarian, so we see our market for soy burgers increasing by at least 900 percent. Look at the way this graph slopes upward. It’s inevitable.” 6.“I know it’s been a long day, but let’s go over this one more time. If we can make one more push on some minor issues, I am highly confident that we can finish up the deal tonight.” 7.“I know that were going to have to talk about the rent you want for this apartment and the term of the lease, but I think we have to talk about the nopet clause. I’m a real believer in pets-I’ve had one all my life-but for this apartment I’m willing to give up my pet. I’m willing to install bars on the window to make this building more safe and secure. I also have some plumbing and repair skills, and I can fix up the apartment to make it in excellent condition. Now, let’s talk about rent.” 8.“I’m sorry for all the confusion. Larry, the last person you were talking to doesn’t have the authority to negotiate this contract. I’m the person you should have been negotiating with all along.” 9.“This is it. Either take it, or else I’ll have to leave you as my supplier.” 10.“I’ll tell you what. We need to show some cash up front, so if you sign this deal, I’ll cut you ten-no fifteen-percent off the next deal when we negotiate it next year. If we don’t, I’m not sure we’re going to be around to negotiate anything next year.” 11.“You have our offer. If you have problems with it, I suggest you go somewhere else.” 12.“Take it easy, Charlie. I’m sure we don’t want to blame David here if his offer wasn’t what we wanted. He was just doing the best he could. Can I get you some coffee, David? I sympathize with your position-you’re just trying to do your job. What I think Charlie means, his screaming aside, is that to do business, we’re going to need a better offer, and I know that with all your creative knowledge, you’ll be able to do better with the next one.” 13.“Sure we can accept your timing recommendations. I’ll pass them on to the senior committee and they’ll make a recommendation. Those will be passed along to the vice’president in charge of the division, who will form his own committee and then pass along a recommendation to the president. I don’t see any problems, though.” 14.“If you don’t accept our offer, I’ll ruin your name in this business. You’ll be looking for work in another country.” 15.“You know, I can sign this deal now if you can give me a custom color on this couch. I couldn’t pay any more, but I’m ready to sign if you can give me a bright red rather than the white one here.” During the negotiation, it may seem awkward to bring to light some of the other side’s tactics. After all, you want to maintain a good relationship with them, and isn’t accusing them of trying to use a tactic on you the same as accusing them of trying to cheat you? Relax. Just because someone tries to use experience to his advantage doesn’t mean he is trying to cheat you, or that he is not worth negotiating with. After all, it’s up to you to respond.
Understand the Problem Fully对问题充分了解 Many writers on negotiation have stressed that a key to achieving an agreement is the ability of the parties to get at each other’s interests. Thus, we consider identifying interests an important part in the negotiation process. Interests are different from positions in that interests are the underlying concerns, needs, desires, or fears that motivate a negotiator to take a particular position. Many negotiators argue that although negotiators may have difficulty satisfying each other’s specific positions, an understanding of underlying interests may permit them to invent solutions that meet those interests. In this section, we will first define interests more fully and then discuss how understanding them may be critical to effective negotiation. The following example reveals the essence of the difference between interest and positions: Consider the story of two men quarreling in a library. One wants the window open and the other wants it closed. They bicker back and forth about how much to leave it open: a crack, halfway, three-quarters of the way. No solution satisfied them both. The librarian enters. She asks one why he wants the window open.“To get some fresh air.”She asks the other why he wants it closed.“To avoid the draft.”After thinking a minute she opens wide a window in the next room, bringing in fresh air without a draft. This is a classic example of parties- negotiating over positions and failing to understand underlying interest. Their positions are“window open”and“window closed.”If they continue to pursue positional bargaining, the set of possible outcomes can include only a victory for the one who wants the window open, a victory for the one who wants it shut, or some compromise in which neither gets what he want. The librarian’s solution satisfies both people: get fresh air and avoid a draft. Understanding these interests enables the librarian to invent a solution that meets the interest of both sides-a solution that was not at all apparent when the two men were arguing over their positions. In this description, the key word is why-why they want what they want. When two parties begin negotiation, they usually lay their position or demands on the table, and as we have pointed out, this position or these demands have emerged from a planning process in which the parties decided what they wanted and then specified opening bids, targets, and resistance point. The presumption is that if both parties understand the motivating factors for the other, they may recognize possible compatibilities in interests that permit them to invent new positions that both will endorse. Consider the following dialogue between a company recruiter and a job applicant over starting salary. Recruiter: What were you thinking about as a starting salary? Applicant: I would like＄40,000. Recruiter: We can only offer＄35,000. Applicant: That’s not acceptable. So far, the parties have only laid positions on the table. They are＄5,000 apart. Moreover, the applicant may be afraid to bargain position with the recruiter, whereas the recruiter may be afraid that the applicant-whom he very much wants to hire-will walk out. Now let us extend their dialogue to help them focus on interests. Recruiter:＄40,000 is a problem for our company. Can you tell me why you decided you wanted＄40,000? Applicant: Well, I have lots of education loans to pay off, and I will need to pay for a few more courses to finish my degree. I can’t really afford to pay these bills and live comfortably for less than＄40,000. Recruiter: Our company has a program to help new employees refinance their education loans. In addition, we also have a program to provide tuition assistance for new courses if the courses you need to take are related to your job. Would these programs help you with your problem? Applicant: Yes! Bringing the applicant’s interests-paying off education loans and future education costs-to the surface allows the recruiter to offer a financial package that meets the needs of both the company and the applicant. Similarly, the applicant might have asked why the company could only pay＄35,000 and discovered that it was company policy not to offer more than this to any applicant with the same qualifications. However, the question might also have revealed that the company can pay performance bonuses and would be willing to review the salary after six moths. Thus, the applicant may well make＄40,000 by the end of the first year and so have his financial goal met.
Being Verbally Sensitive语言行为敏感性 Words Author Deborah Tannen argues that most of us exist in an argument culture,swheresthe language we use in talking about issues reflects a preference for adversarial relationships. The words we choose to describe our interactions shape our perceptions of he experience. Consequently, when we refer to the“opponent”in a“debate，”we shape our communication as adversarial and are more likely to escalate the conflict. Tannnen proposed the following naming alternative to help defuse the argument culture: Instead of this... Say this...Battle of the sexes Relations between women and menCritiqueCommentFightDiscussionThe opposite sexThe other sexWar on drugsSolving the drug problemProvocativeThoughtprovokingMost controversialMost importantAttackdog journalismWatchdog journalismAutomatic oppositionGenuine oppositionFocus on differencesSearch for common groundWin the argumentUnderstand another point of viewThe opposition partyThe other partyThe argument cultureThe dialogue culture Sentences Offering something in return:“Let’s try to solve the problem in a different way. What can we do to help you? If we made an advanced payment of 30 percent, how much could you come down in price?” Delaying:“Take a careful look at the things I’m asking for. Don’t put yourself under any time pressure. We can arrange for a new meeting.” Signaling your readiness to compromise:“Don’t regard this as an ultimate demand on our part. I’m sure you can improve your offer enough so that we can reach a compromise that’s acceptable to both of us.” Making a request:“We’re giving you the same chance to shorten the delivery time that we’ve offered your competitors. Several of them have said they’d be able to give us a delivery time three months shorter than you’ve offered.shavingsit shortened that much would put us ahead quite a bit economically.” Making a Compliment:“You and I have different views of what your obligations to me are, I know, but you could have tried to spin them more in your favor, but you didn’t. You laid out the facts exactly as they occurred and didn’t play fast and loose with them. You’re an honest man, and I thank you for that.”
Being Nonverbally Sensitive非语言行为敏感性 Much of what people communicate to one another is transmitted not only with words and sentences, but also with body language: the way they position their body, their tone of voice, their head movement. Many nonverbal acts are very important in connecting with another person; they let the other know that you are listening and prepare the other party to receive your message. We will discuss three important nonverbal behaviors: eye contact，body position, and nonverbal encouraging cues. Make Eye Contact. Dishonest people and cowards are not supposed to be able to look people in the eye. Poets claim that the eye is the lens that permits us to looksintosa persons soul. These and other bits of conventional wisdom illustrate how important people believe eye contact to be. In general, making eye contact is one way in which you can show others you are paying attention and listening, and that you consider them important. If people do not look at you when you are speaking, you may question whether they are listening. Of course, you may listen very well even when you are not looking at the other person; in fact, it may be easier to look away because you can focus on the spoken words and not be confused by visual information. But the point is that by not making eye contact, you are not providing the other person with an important cue that you are listening. When persuading someone, it is important to make eye contact when you deliver the most important part of your message. This is the equivalent of staring inside the other person, talking directly to his heart and soul.shavingsthe verbal and nonverbal systems in parallel at this point emphasizes the importance of the message that is being sent. Also, you should maintain eye contact not only when speaking but when receiving communication as well. Adjust Your Body Position. Parents frequently advise their children about how to stand and sit, particularly when they are in formal settings such as school, church, or dinner parties. The command“Sit up!”is often accompanied by“And pay attention!”Here the parent is teaching the child another widely help belief-the way you hold your body indicates whether or not you are paying attention to the other party. If you want to make sure that others know you are attentive to them, you should hold you body erect, lean slightly forward, and face the other person directly. If you accept and endorse the other’s message, you need to take care not to show disrespect with your body position by slouching, turning away, or placing your feet on the table. In contrast, crossing your arms, bowing your head, furrowing your brow, and squeezing your eyebrows together all can signal strong rejection or disapproval of the message. Nonverbal Encouraging Cues. You can indicate your attention and interest in what another is saying through a variety of simple behaviors. A head nod, a simple hand gesture to go on, or a murmured“Unh hunh”to indicate understanding all tell the other person to continue, that you are listening. In fact, you can encourage someone to continue to talk about many subjects by simply nodding your head as he or she is speaking.
Summary总结 When negotiating, it is vital for you to identify the tactics the other party is using and understand the problems fully. Also, It is equally important for you to use correct verbal and nonverbal messages to the other party to keep the negotiation going smoothly. |
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