国际商务谈判教案Chapter4预习复习.docx

国际商务谈判教案Chapter4预习复习.docx

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国际商务谈判教案Chapter4预习复习

Chapter4

Negotiation:

StrategyandPlanning

Overview

Inthischapter,wediscusswhatnegotiatorsshoulddobeforeopeningnegotiations.Effectivestrategyandplanningarethemostcriticalprecursorsforachievingnegotiationobjectives.Witheffectiveplanningandtargetsetting,mostnegotiatorscanachievetheirobjectives;withoutthem,resultsoccurmorebychancethanbynegotiatoreffort.

Regrettably,systematicplanningisnotsomethingthatmostnegotiatorsdowillingly.Althoughtimeconstraintsandworkpressuresmakeitdifficulttofindthetimetoplanadequately,formanyplanningissimplyboringandtedious,easilyputoffinfavorofgettingintotheactionquickly.Itisclear,however,thatdevotinginsufficienttimetoplanningisoneweaknessthatmaycausenegotiatorstofail.

Thediscussionofstrategyandplanningbeginsbyexploringthebroadprocessofstrategydevelopment,startingwithdefiningthenegotiator’sgoalsandobjectivesthenmovestodevelopingastrategytoaddresstheissuesandachieveone’sgoals.Finally,weaddressthetypicalstagesandphasesofanevolvingnegotiationandhowdifferentissuesandgoalswillaffecttheplanningprocess.

LearningObjectives

1.Goals–Thefocusthatdrivesanegotiationstrategy.

2.Strategy–Theoverallplantoachieveone’sgoals.

3.Gettingreadytoimplementthestrategy:

Theplanningprocess.

I.Goals–TheFocusThatDrivesaNegotiationStrategy

A.Directeffectsofgoalsonchoiceofstrategy

1.Therearefourimportantaspectstounderstandabouthowgoalsaffectnegotiations:

a.Wishesarenotgoals,especiallyinnegotiation.

b.Goalsareoftenlinkedtotheotherparty’sgoals.

c.Thereareboundariesorlimitstowhatgoalscanbe.

d.Effectivegoalsmustbeconcrete,specificandmeasurable.Iftheyarenot,thenitwillbehardto:

（1）Communicatetotheotherpartywhatwewant

（2）Understandwhattheotherpartywants

（3）Determinewhetheranofferonthetablesatisfiesourgoals.

2.Goalscanbetangibleorprocedural.

Thecriteriausedtodeterminegoalsdependonyourspecificobjectivesandyourprioritiesamongmultipleobjectives.

B.Indirecteffectsofgoalsonchoiceofstrategy

1.Short-termthinkingaffectsourchoiceofstrategy;indevelopingandframingourgoals,wemayignorethepresentorfuturerelationshipwiththeotherpartyinaconcernforachievingasubstantiveoutcomeonly.

2.Negotiationgoalsthatarecomplexordifficulttodefinemayrequireasubstantialchangeintheotherparty’sattitude.Inmostcases,progresswillbemadeincrementally,andmaydependonestablishingarelationshipwiththeotherparty.

II.Strategy–TheOverallPlantoAchieveOne’sGoals

A.StrategyversusTactics

1.Amajordifferencebetweenstrategyandtacticsisthatofscale,perspectiveorimmediacy.

2.Tacticsareshort-term,adaptivemovesdesignedtoenactorpursuebroadstrategies,whichinturnprovidestability,continuity,anddirectionfortacticalbehaviors.

3.Tacticsaresubordinatetostrategy:

theyarestructured,directed,anddrivenbystrategicconsiderations.

B.Unilateralversusbilateralapproachestostrategy

1.Aunilateralchoiceismadewithouttheactiveinvolvementoftheotherparty.

2.Unilaterallypursuedstrategiescanbewhollyone-sidedandintentionallyignorantofanyinformationabouttheothernegotiator.

3.Unilateralstrategiesshouldevolveintoonesthatfullyconsidertheimpactoftheother’sstrategyonone’sown.

C.Thedualconcernsmodelasavehiclefordescribingnegotiationstrategies.Thismodelproposesthatindividualshavetwolevelsofrelatedconcerns:

aconcernfortheirownoutcomes,andalevelofconcernfortheother’soutcomes.

1.Alternativesituationalstrategies

a.Thereareatleastfourdifferenttypesofstrategieswhenassessingtherelativeimportanceandpriorityofthenegotiator’ssubstantiveoutcomeversustherelationaloutcome:

competitive,collaboration,accommodation,andavoidance

2.Thenonengagementstrategy:

Avoidance

a.Therearemanyreasonswhynegotiatorsmaychoosenottonegotiate:

（1）Ifoneisabletomeetone’sneedswithoutnegotiatingatall,itmaymakesensetouseanavoidancestrategy

（2）Itsimplymaynotbeworththetimeandefforttonegotiate（althoughtherearesometimesreasonstonegotiateinsuchsituations

Thedecisiontonegotiateiscloselyrelatedtothedesirabilityofavailablealternatives–theoutcomesthatcanbeachievedifnegotiationsdon’tworkout

3.Active-engagementstrategies:

Competition,collaboration,andaccommodation

a.Competitionisdistributivewin-losebargaining.

b.Collaborationisintegrativeorwin-winnegotiation.

c.Accommodationisasmuchawin-losestrategyascompetition,althoughithasadecidedlydifferentimageitinvolvesanimbalanceofoutcomes,butintheoppositedirection.（“Ilose,youwin”asopposedto“Iwin,youlose.”）

d.Therearedrawbackstothesestrategiesifappliedblindly,thoughtlesslyorinflexibly:

（1）Distributivestrategiestendtocreate“we-they”or“superiority-inferiority”patterns,whichmayresultinadistortionoftheotherside’scontributions,aswellastheirvalues,needsandpositions.

（2）Ifanegotiatorpursuesanintegrativestrategywithoutregardtotheother’sstrategy,thentheothermaymanipulateandexploitthecollaboratorandtakeadvantageofthegoodfaithandgoodwillbeingdemonstrated.

（3）Accommodativestrategiesmaygenerateapatternofconstantlygivingintokeeptheotherhappyortoavoidafight.

III.UnderstandingtheFlowofNegotiations:

StagesandPhases

A.Phasemodelsofnegotiation:

1.Initiation

2.Problemsolving

3.Resolution

B.Greenhalgh（2001）suggeststhattherearesevenkeystepstoanidealnegotiationprocess:

1.Preparation:

decidingwhatisimportant,defininggoals,thinkingaheadhowtoworktogetherwiththeotherparty.

2.Relationshipbuilding:

gettingtoknowtheotherparty,understandinghowyouandtheotheraresimilaranddifferent,andbuildingcommitmenttowardachievingamutuallybeneficialsetofoutcomes.

3.Informationgathering:

learningwhatyouneedtoknowabouttheissues,abouttheotherpartyandtheirneeds,aboutthefeasibilityofpossiblesettlements,andaboutwhatmighthappenifyoufailtoreachagreementwiththeotherside.

4.Informationusing:

atthisstage,negotiatorsassemblethecasetheywanttomakefortheirpreferredoutcomesandsettlement,onethatwillmaximizethenegotiator’sownneeds.

5.Bidding:

theprocessofmakingmovesfromone’sinitial,idealpositiontotheactualoutcome.

6.Closingthedeal:

theobjectivehereistobuildcommitmenttotheagreementachievedinthepreviousphase.

7.Implementingtheagreement:

determiningwhoneedstodowhatoncehandsareshakenandthedocumentssigned.

IV.GettingReadytoImplementtheStrategy:

ThePlanningProcess

A.Definingtheissues

1.Usuallybeginswithananalysisofwhatistobediscussedinthenegotiation.

2.Thenumberofissuesinanegotiation,alongwiththerelationshipbetweenthenegotiatorandtheotherparty,areoftentheprimarydeterminantofwhetheroneusesadistributiveorintegrativestrategy.

3.Inanynegotiation,acompletelistoftheissuesatstakeisbestderivedfromthefollowingsources:

a.Ananalysisofallthepossibleissuesthatneedtobedecided.

b.Previousexperienceinsimilarnegotiations.

c.Researchconductedtogatherinformation.

d.Consultationwithexpertsinthatindustry.

B.Assemblingtheissuesanddefiningthebargainingmix

1.Thecombinationoflistsfromeachsideinanegotiationdeterminesthebargainingmix.

2.Therearetwostepsanegotiatorcanusetoprioritizetheissuesonanagenda:

a.Determinewhichissuesaremostimportantandwhicharelessimportant.

b.Determinewhethertheissuesarelinkedtogetherorareseparate.

C.DefiningInterests

1.Interestsmaybe:

a.Substantive,thatis,directlyrelatedtothefocalissuesundernegotiation.

b.Process-based,thatis,relatedtohowthenegotiatorsbehaveastheynegotiate.

c.Relationship-based,thatis,tiedtothecurrentordesiredfuturerelationshipbetweentheparties.

2.Interestsmayalsobebasedonintangiblesofnegotiation.

D.Knowinglimitsandalternatives

1.Goodpreparationrequiresthatyouestablishtwoclearpoints:

a.Resistancepoint–theplacewhereyoudecidethatyoushouldabsolutelystopthenegotiationratherthancontinue.

b.Alternatives–otheragreementsnegotiatorscouldachieveandstillmeettheirneeds.Alternativesdefinewhetherthecurrentoutcomeisbetterthananotherpossibility.

E.Settingtargetsandopenings

1.Twokeypointsshouldbedefinedinthisstep:

a.Thespecifictargetpointwhereonerealisticallyexpectstoachieveasettlement

Theaskingprice,representingthebestdealonecanhopetoachieve.

2.Targetsettingrequirespositivethinkingaboutone’sownobjectives.

3.Targetsettingoftenrequiresconsideringhowtopackageseveralissuesandobjectives.

4.Targetsettingrequiresanunderstandingoftrade-offsandthrowaways.

F.Assessingconstituentsandthesocialcontextofanegotiation

1.Whenpeoplenegotiateinaprofessionalcontext,theremaybemorethantwoparties.

a.Theremaybemorethantwonegotiatorsatthetable.Multiplepartiesoftenleadtotheformationofcoalitions.

b.Negotiatorsalsohaveconstituentswhowillevaluateandcritiquethem.

c.Negotiationoccursinacontextofrules–asocialsystemoflaws,customs,commonbusinesspractices,culturalnorms,andpoliticalcross-pressures.

2.“Fieldanalysis”canbeusedtoassessallthekeypartiesinanegotiation.

a.Whois,orshouldbe,ontheteamonmysideofthefield?

b.Whoisontheothersideofthefield?

c.Whoisonthesidelinesan