商务英语谈判.docx

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