国际商务谈判 课件 双语CHAPTER 6.ppt

CHAPTER 6Developing a Negotiating Style Your Subtitle Goes HereMOTIVATION-APPROACH-EMOTIONBasic motivations influence behavior in negotiations.Approach(interests-based,rights-based or legalistic,or power-based)affects negotiation.Emotions(or lack thereof)are also type of bargaining style.Most people have a dominant or instinctive style.(Sidebar 61)Figure 6-1:Subset of Social ValuesFigure 6-1:Subset of Social ValuesIndividualismMasochismOwn OutcomeOthers Outcome54321-1-2-3-4-512345-5-4-3-2-1MartyrdomCooperationSadomasochismCompetitionAltruismAggressionAssessing Your Motivational Style Individualistic negotiatorCompetitive negotiatorCooperative negotiator Table 6-1:Motivational StylesTable 6-1:Motivational StylesObjectiveView of othersSituational factors that trigger this MOIndividualisticCompetitiveCooperativeMotivational Style Self-interest Self-interested Group competition When organizations make interpersonal comparisons salient Victory Joint welfare Competitive Heterogeneous:Some cooperators,some competitive;some individualistic Incentives to maximize own gain Social identity;superordinate goalsTools for overly cooperative negotiatorTools for overly cooperative negotiator Avoid concentrating too much on your bottom lineDevelop your BATNAGet an agent and delegate the negotiation taskBargain on behalf of someone or something else,not yourselfCreate an audienceSay“youll have to do better than that,because”,not“yes”Insist on commitments,not just agreementsTools for overly competitive negotiatorTools for overly competitive negotiator Think about pie expansion,not just pie-slicingAsk more questions than you think you shouldRely on standardsHire a relationship managerBe scrupulously reliableDont haggle when you can negotiateAlways acknowledge the other party and protect his/her self-esteemStrategic Issues Concerning Strategic Issues Concerning Motivational StyleMotivational StyleThe myth of the hard bargainerDo not lose sight of your own interestsSocial comparison can cause breakdowns in negotiationUse the principle of reinforcement to shape behaviorRecognize the power of reciprocityAnticipate motivation clashes at the bargaining tableAnticipate convergenceAssessing your approach Interests Rights Power Table Table 6 6-2:Approaches to Negotiation-2:Approaches to NegotiationGoalInterestsRightsPowerApproach Self-interest Dispute resolution Understanding others concerns Fairness Justice Winning RespectTemporal focusDistributive strategies(pie slicing)Integrative strategies(pie expansion)Implications for future negotiations and relationship Present(what needs and interests do we have right now?)Past(what has been dictated by the past?)Future(what steps can I take in the future to overpower others?)Compromise Often produces a“winner”and a“loser”;thus,unequal distribution Often produces a“winner”and a“loser”;thus,unequal distribution Most likely to expand the pie via addressing parties underlying needs Difficult to expand the pie unless focus is on interests Difficult to expand the pie unless focus is on interests Resentment Possible retaliation Revenge Possible court action Greater understanding Satisfaction Stability of agreementAssessing your approach Interests-based negotiators attempt to learn about the others underlying needs,desires,and concerns;attempt to reconcile different interests among parties in a way that addresses parties most pressing needs and concernsRights-based negotiators apply standards of fairness to an analysis of negotiation;may include terms specified by contracts,legal rights,precedent,or expectations based upon norms Power-based negotiators use status,rank,threats,and intimidation to get their way Strategic Issues Concerning Strategic Issues Concerning ApproachesApproachesPrinciple of reciprocityInterests are effective for pie expansionRefocusing your opponent on interests(away from rights and power)Personal strategiesStructural strategiesHigh costs associated with power and rightsKnow when to use rights and powerKnow how to use rights and powerAssessing your emotional style The rational negotiator The positive negotiator The irrational negotiatorTable 6-3:Emotional StylesTable 6-3:Emotional StylesFocusDistributive strategies(pie slicing)Integrative strategies(pie expansion)RationalPositiveNegativeEmotional Style Conceal or repress emotion Create positive emotion in other party Create rapport Use irrational-appearing emotions to intimidate or control other partyImplications for future negotiations and relationship Citing norms of fair distribution Systematic analysis of interests Not likely to say or do anything regrettable,but also may come across as“distant”Compromise for the sake of the relationship Positive emotion stimulates creative thinking Greater feelings of commitment to relationship partner Threats Often tough bargaining Negative emotion may inhibit integrative bargaining Pressure to carry out threats or lose credibilityAssessing your emotional style1.The rational negotiator:keeping a poker face2.The positive negotiator:you can catch more flies with honeya)Positive emotions and information processingb)Positive emotions and their effect on the opponent3.The irrational negotiator:rant and ravea)What specific psychological principles make an irrational negotiator effective?(1)The door-in-the-face technique(2)Negative reinforcement(3)Self-regulation(4)The squeaky wheel principleStrategic Advice for Dealing with Strategic Advice for Dealing with Emotions at the TableEmotions at the TableKeeping a cool head is easier said than doneControlling emotion may interfere with the process of entrainmentEmotions are contagiousPositive emotions promote integrative bargainingNegative emotions must be convincing to be effectiveTiming of emotion mattersBackdrops:-These are full sized backdrops,just scale them up!-Can be Copy-Pasted out of Templates for use anywhere!