商务英语谈判.docx
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商务英语谈判.docx
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商务英语谈判
Chapter1PrinciplesofBusinessNegotiation
商务谈判的原则
何谓商务谈判?
谈判是人们为了协调彼此之间的关系,满足各自的需要,通过协商争取达到意见一致的行为和过程。
Negotiationtakesplacebetweenhumanbeings.Itisthemostcommonformofsocialinteraction.Almosteverybodyin
theworldisinvolvedinnegotiationsinonewayoranotherforagoodpartofanygivenday.Peoplenegotiateoverwheretogo
fordinner,whichmovietowatchorhowtosplithouseholdchores.
Negotiation,initsmodernsense,isdefinedinTheRootsofSoundRationalThinkingasfollows:
theabilitytodealwithbusinessaffairs,toarrangebydiscussionthesettlementofterms,toreachagreementsthroughtreatiesandcompromise,and
totravelthroughchallengingterritory.Allofthesesuggestapurposefulefforttoresolveproblemsthroughtalkingand
intellectualmaneuvering.Negotiationincludesconsultation,bargaining,mediation,arbitration,andsometimes,evenlitigation.
CompetitivestyleTotrytogainallthereistogain
(竞争式谈判)
AccommodativestyleTobewillingtoyieldallthereistoyield
(通融式谈判)
AvoidancestyleTotrytostayoutofnegotiation
(回避式谈判)
CompromisingstyleTotrytosplitthedifferenceorfind(妥协式谈判)anintermediatepointaccordingto
someprinciple
CollaborativestyleTotrytofindthemaximumpossible(合作式谈判)gainfor
bothparties----bycareful
explorationoftheinterestsofall
parties----andoftenbyenlargingthepie
VengefulstyleTotrytoharmtheother
(报复式谈判)
Self-inflictingstyleToactsoastoharmoneself
(自损式谈判)
Vengefulandself-inflictingstyleTotrytoharmtheotherandalso
(报复和自损式谈判)oneself
Peoplewhogoforthecompetitivestyleareknownashard-bargainingnegotiators.Theystartoffwithoutrageousdemands,usingthreatsandothertacticstogetwhattheywant.Onesidetypicallystartsouthighandtheotherlow.After
severalroundsofofferandcounter-offer,thenegotiatorsendup“splittingthedifference”.Inthisform,negotiationisviewedas
agamewhereeachsidetriestogetthebestdealforthemselves.Neithersideexhibitsconcernfortheotherside.
1.1PrincipleofCollaborativeNegotiation
合作式谈判的原则
Ⅰ.CollaborativeNegotiation
Negotiationcanalsoassumetheformofcollaborativestyle.Itinvolvespeoplewithdiverseinterestsworkingtogether
toachievemutuallysatisfyingoutcomes.Collaborativenegotiationisknownbymanynames.Somepopularnamesinclude“problem-solvingnegotiation”,“consensus-buildingnegotiation”,“interest-basednegotiation”,“win-winnegotiation”,“mutual
gainsnegotiation”,andsoon.
Thegoalofcollaborativenegotiationistomanagethedisputesothattheoutcomeismoreconstructivethandestructive.Adestructiveoutcomeresultsindamagesandinvolvesexploitationandcoercion.Aconstructiveoutcomefosterscommunication,problem-solving,andimprovedrelationships.
●Thenegotiationpartieshavebothdiverseandcommoninterests.
●Thecommoninterestsarevaluedandsought.
●Thenegotiationprocesscanresultinbothpartiesgainingsomething.
●Thenegotiatingarenaiscontrolledbyenlightenedself-interest.
●Interdependenceisrecognizedandenhanced.
●Limitedresourcesdoexist,buttheycanusuallybeexpandedthroughcooperationandcreativity.
●Thegoalisamutuallyagreeablesolutionthatisfairtoallpartiesandeffectiveforthecommunity/group.
Thecollaborativenegotiationfocusesoninterestsratherpositions.Integrativesolutionsareobtainedbyunderstanding
other’sself-interests,notbyjostlingforpositions.
Thecollaborativenegotiationplacesvalueonrelationship.Itrequirestrustandreliesonfulldisclosureofrelevantinformation.
Thedisadvantagesofthisapproachare:
●Itmaypressureanindividualtocompromiseandaccommodateinwaysnotinhisbestinterest.
●Itavoidsconfrontationalstrategies,whichcanbehelpfulattimes.
●Itincreasesvulnerabilitytodeceptionandmanipulationbyacompetitiveopponent.
●Itmakesithardtoestablishdefiniteaspirationlevelsandbottomlines.
●Itrequiressubstantialskillandknowledgeoftheprocess.
●Itrequiresstrongconfidenceinone’sperceptionsregardingtheinterestsandneedsoftheotherside.
Ⅱ.PrincipledNegotiation
Inthisform,eachsideofthenegotiatingpartiesattempttomeettheotherside’sinterestaswellastheirown.Bythoroughlyunderstandingtheirowninterestaswellastheother’s,bothsidesareoftenabletoarriveatsolutionsneitheralonecouldhaveenvisionedormadepossible.Inthistypeofnegotiation,eachsiderecognizesandacceptsthelegitimateinterestsoftheothersideandtheyarecommittedtodealingwithdifferencesconstructivelyinordertoadvancetheirownself-interests.Thishasbeencalled“collaborativeprinciplednegotiation”,aconceptsetforthbyRogerFisherandWilliamUryintheirbookGettingtoYes:
NegotiatingAgreementWithoutGivingIn.
Principlednegotiationisparticularlyorientedtocollaborativenegotiations.However,itcanbeusedincompetitivenegotiationsandinotheraspectsofconflictmanagement.Itisamethodthatiscenteredaroundfourconsiderations(PIOC):
●People:
Separatethepeoplefromtheproblem.
●Interests:
Focusoninterests,notpositions(interestsalwaysunderliepositions).
●Options:
Inventoptionsformutualgains.
●Insistonusingobjectivecriteria.
1.Separatethepeoplefromtheproblem
FisherandUrypointedoutthat“negotiatorsarepeoplefirst”.Therearealwaysrelationalandsubstantiveissuesinnegotiation.Therelationalissuetendstobecomeentangledwiththeproblemandthepositionalbargainingputsrelationalandsubstantiveissuesinconflictwitheachother.FisherandUrysuggestedthatthenegotiatorsseparatetherelationshipfromthesubstanceanddealdirectlywiththepeopleproblem.
Itisafeasibletodealwithasubstantiveproblemandmaintainagoodworkingrelationshipbetweennegotiatingparties.Peopleproblemsareusuallycausedbyinaccurateperception,inappropriateemotionsandpoorcommunication.Inordertodealwiththoseproblems,threetechniquesarerecommendedforbothpartiestofollow:
A.Establishanaccurateperception.
●Conflict,veryoften,isnotcausedbywhathappens,butbyhowpeopleperceivewhathappens.
●Increasethecapabilityofeachpartytoseetheotherside’spointofview(forexample,byreversingroles).
●Avoidblamingtheotherpartyforyourproblems.
●Discusseachother’sperceptionsoftheproblem.
●Gettheotherpartytoparticipateinthemutualactivities.
●Seektomakenegotiationproposalsconsistentwiththeotherparty’svalues.
B.Cultivateappropriateemotion.
●Youremotionaffectsthatoftheotherparty.
●Recognizeandunderstandemotionsofbothparties.
●Makeemotionsexplicitandlegitimate.
●Allowtheotherpartytoletoffsteam.
●Staycalmwiththeotherparty’semotionaloutbursts.
C.Striveforbettercommunication.
●Negotiationisaprocessofcommunicatingbetweenpartiesforthepurposeofreachingajointdecision.
●Beanactivelistenerandacknowledgewhatisbeingsaid.
●Speaktobeunderstood.
●Avoidcriticismthatmayhurttheotherparty’sfeelings.
●Speakforapurpose.
2.Focusoninterests,notpositions
Insuchacase,negotiatorsneedtodistinguishbetweeninterestsandpositionsandfocusoninterestsnotpositions.Apositioniswhatyouwantormusthave.Aninterestiswhyyouwantwhatyouwant.
Positionscanbethoughtofasaone-dimensionalpointinaspaceofinfinitepossiblesolutions.Positionsaresymbolicrepresentationsofaparticipant’sunderlyingmotivatinginterests.Innegotiation,therearemanykindsofinterests:
multipleinterests,sharedinterests,compatibleinterestsandconflictinginterests.Indentifyingsharedandcompatibleinterestsas“commonground”canbehelpfulinestablishingafoundforadditionaldiscussions.“Easypointsofagreement”
canbeindentifiedandtheprinciplesunderlyingthoseeasypointsofagreementcanoftenbeextrapolatedtohelpresolveotherissues.Methodsforfocusingoninterestsinsteadofpositionsareasfollows:
A.Identifytheself-interests.
●Exploreandrecognizetheinterestsoftheotherpartythatstandinyourway.
●Examinethedifferentinterestsofdifferentpeopleontheotherside.
●Respectyourcounterpartyashumanbeingsandrecognizetheneedsandintereststhatunderlietheirpositions.
B.Discussinterestswiththeotherparty.
●Giveyourinterestsavividdescription.Bespecific.
●Demonstrateyourunderstandingoftheotherparty’sinterestsandacknowledgethemaspartoftheoverallproblem
thatyouaretryingtosolve.
●Discusstheproblemsbeforeproposingasolution.
●Directthediscussiontothepresentandthefuture.Stayawayfromthedifficultiesofthepast.
●Behardontheproblembutsoftonthepeople.
3.Inventoptionsformutualgains
Herearethestepsforovercomingtheobstaclesanddevelopingmultiplesolutionoptions:
A.Separatetheactofinventingoptionsfromtheactofjudgingthem.
●Runabrainstormingsession.
☆Beforebrainstorming:
■Defineyourpropose----whatyouwouldliketoachieveatmeeting.
■Chooseafewparticipant(betweenfiveandeightpeople)
■Changetheenvironment----selectatimeandplacedistinguishingthesessionfromregulardiscussions.
■Designaninformalatmosphere----talkingoveradrink,meetingatavacationlodgeoranyotherformsthatmakeparticipantsfeelrelaxed.
■Chooseafacilitator----afacilitatorisneededtokeepthemeetingontrack,makesureeveryonegetsachancetospeak,andstimulatediscussionbyaskingquestions.
☆Duringbrainstorming:
■Seattheparticipantssidebysidefacingtheproblem.
■Clar
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