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PART Ⅰ ESSENTIALS OF NEGOTIATION 第一篇 谈判的基础知识

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Presentation on theme: "PART Ⅰ ESSENTIALS OF NEGOTIATION 第一篇 谈判的基础知识"— Presentation transcript:

1 PART Ⅰ ESSENTIALS OF NEGOTIATION 第一篇 谈判的基础知识
1 Negotiation: The Mind and the Heart 2 The Negotiation Flow (Procedure and Structure) 3 Preparation: What to Do Before Negotiation 4 Distributive Negotiation: Slicing the Pie 5 The Power of Fairness 6 Win-Win Negotiation: Expanding the Pie 7 Collaborative Principled Negotiation 8 Law of Interest Distribution

2 第一篇 谈判的基础知识 1 谈判: 心灵与智慧 2 谈判流程(程序与结构) 3 谈判准备:谈判之前干什么? 4 分配式谈判:分割馅饼 5 公平的力量 6 双赢谈判:扩大馅饼 7 合作原则谈判 8 利益分配法则

3 3 Preparation: What to Do Before Negotiation
3.1 Self-Assessment 3.2 Assessment of the Other Party 3.3 Assessment of the Situation 3.4 Simulated Negotiations

4 3 商务谈判准备 3.1 自我评估 3.2 对手评估 3.3 形势评估 3.4 模拟谈判

5 1) Preparation is the key to successful negotiation.
The work that you do prior to negotiation pays off substantially when you finally find yourself seated at the table. The rule applies to negotiation: About 80% of your effort should go toward preparation; 20% should be actual work involved in the negotiation.

6 1)准备工作是谈判成功的关键 准备工作是谈判成功的关键。 当你最终坐在谈判桌旁的时候,就会明白谈判前的准 备工作会让你受益匪浅。 二八法则同样适用于谈判: 大约80%的努力应该用于准备工作, 20%的努力用于实际谈判。

7 Most people clearly realize that preparation is important,
yet they do not prepare in an effective fashion. Faulty preparation is not due to lack of motivation; rather, it has its roots in negotiator’s faulty perceptions about negotiation.

8 尽管多数人都意识到准备工作的重要性, 但他们并没有做好有效的准备。 准备工作做得不好的根源 不在于缺乏动机, 而在于对谈判的错误认识。

9 2)Fixed-Pie Perceptions
We noted in Chapter 1 that most negotiators view negotiation as a fixed-pie enterprise. Most negotiators (about 80% of them) operate under this perception. Negotiators who have fixed-pie perceptions usually adopt one of three mind-sets when preparing for negotiation.

10 2)定量馅饼观念 第一章提到: 多数人把谈判看作是定量馅饼。 大多数谈判者(80%)在谈判时都抱着这样的观念。 持有定量馅饼观念的谈判者在准备谈判时 常常采用以下三种姿态:

11 (1) They resign themselves to capitulating to the other side
(also known as a soft bargaining). (2) They prepare themselves for an attack (also known as a hard bargaining). (3) They compromise in an attempt to reach a midpoint between their opposing desires (often regarded to be a win-win negotiation, when in fact, it is not).

12 (1)听天由命地屈从另一方 (即:温和式谈判) (2)充分准备,等待出击 (即:强硬式谈判) (3)妥协,达成折中方案 (即:双赢,实际不是)

13 Depending on what the other party decides to do in the
negotiation, fixed-pie perceptions can either lead to a battle of wills (e.g., if both parties are in attack mode), mutual compromise (e.g., if both parties are soft), or a combination of attack and capitulation.

14 根据对方在谈判中采取的策略不同, 定量馅饼的观念可能会导致以下任一情形: (1)意志之战 (若双方都采取进攻方式) (2)相互妥协 (若双方都采取温和方式) (3)进攻与屈从结合

15 The common assumption among all three approaches is that
concessions are necessary by one or both parties to reach an agreement. The fixed-pie perception is almost always wrong; thus, choosing between capitulation, attack, and compromise is not an effective approach to negotiation.

16 这三种方式存在着共同的假设, 即为了达成协议,一方或双方的让步是必要的。 定量馅饼的观念通常是错误的。 因此, 在进攻、屈从、妥协之间选择 不是有效方法。

17 3) Mixed-Motive Decision Making Enterprise
A more accurate model of negotiation is a mixed-motive decision making enterprise. As a mixed-motive enterprise, negotiation involves both cooperation and competition.

18 3)混合动机决策模式 混合动机决策模式 是一种更加准确的谈判模式。 在混合动机模式下,谈判包括两个方面: 合作 竞争

19 4)The Essentials of Effective Preparation
In this chapter, we review the essentials of effective preparation, whether it be with a next-door neighbor, a corporate executive officer, or someone from a different culture.

20 4)有效的谈判准备 在本章中, 我们将介绍做好有效准备工作的要点, 不论对方是隔壁的邻居、企业高管, 还是来自不同文化背景的人, 这些要点同样适用。

21 Effective preparation encompasses three general abilities:
1. Self-assessment 2. Assessment of the other party 3. Assessment of the situation

22 有效的谈判准备包括以下三个方面的一般能力:
(1)自我评估 (2)对对手的评估 (3)对形势的评估

23 We systematically review
each of these abilities and the skills they require. For each, we pose questions that a negotiator should ask himself or herself when preparing for negotiation.

24 我们将系统介绍 每一项能力,以及 它们所要求的技能。 我们会对每一项能力提出问题, 这些问题是谈判者准备谈判时应该问自己的问题。

25 Negotiation preparation begins when people
related with negotiation have to make decision on the following issues: (1)Information to be researched; (2)Team members to be involved; (3)Objectives and targets to be achieved; (4)Locations where negotiations to be conducted.

26 与谈判有关的准备工作包括以下四个方面: (1)信息调研(信息准备) (2)配备成员(人员准备) (3)制定计划(方案准备) (4)物质条件(物质准备) 另外,进行 模拟谈判(仿真准备)

27 3.1 Self-Assessment The most important questions a negotiator needs to ask of himself or herself at the outset of negotiation are “What do I want?” and “What are my alternatives?”

28 3.1 Self-Assessment 3.1 自我评估 谈判开始时, 谈判者应该问自己的最重要的问题是: “我想得到什么?”,以及 “我的替代方案是什么?”

29 By far, the first question is the more intuitive and easier of the two to answer. Even so, many people do not think carefully about what they want before entering negotiations. The second question defines a negotiator’s power in the negotiation and influences the ultimate outcome of the negotiation. We now take up these questions in more detail.

30 显然, 第一个问题较容易凭直觉回答。 但大多数人并没有考虑过他们想得到什么。 第二个问题 决定了谈判者在谈判中的实力。 并会影响谈判的最终结果。 下面仔细分析这些问题。

31 3.1.1 What Do I Want? 3.1.2 What Are My Alternatives to Reaching Agreement in This Situation? 3.1.3 Determine Your Reservation Point 3.1.4 Identify the Issues in the Negotiation Assess Your Risk Propensity

32 3.1.1 我想得到什么? 3.1.2 在此情况下,我达成协议的替代方案是什么? 3.1.3 确定你的保留点 3.1.4 明确谈判中的议题 3.1.5 评估你的风险倾向

33 3.1.1 What Do I Want? In any negotiation scenario, a negotiator needs to determine what constitutes an ideal outcome. This ideal is known as a target or aspiration (sometimes called a target point or aspiration point). Identifying a target or aspiration may sound straightforward enough, but three major problems often arise at this point:

34 What Do I Want? 3.1.1 我想得到什么? 在任何谈判中,谈判者都需要决定: 对于他们来说什么是最理想的局面,即 所谓的目标或期望值 (有时称为目标点、期望点)。 确认目标或期望值听起来可能非常简单, 但是经常会出现以下三个问题:

35 1)The Winner’s Curse The underaspiring negotiator sets his or her target or aspirations too low. The underaspiring negotiator opens the negotiation by requesting something that is immediately granted, resulting in a regrettable stage of affairs known as the winner’s curse.

36 1)The Winner’s Curse 1)赢家的不幸(目标定位过低) 期望值过低的谈判者 将自己的谈判目标或期望值设得过低。 他们在谈判开始时 就提出一个对方很容易答应的条件, 导致谈判陷入令人懊悔的状态。 这种状态被称为“赢家的不幸”。

37 The winner’s curse occurs
when a negotiator makes an offer that is immediately accepted by the other party. The immediately acceptance of one’s offer by an opponent signals that a negotiator did not ask for enough. The winner’s curse is nearly impossible to remedy. In a series of experiments, None is effective in eliminating the faulty behavior.

38 当谈判者的报价立即被对方接受时, 赢家的不幸就发生了。 对方若立即接受报价,就意味着一方的要求过低了。 赢家的不幸几乎是无法补救的。 在一系列试验中, 没有一个能有效消除错误行为所造成的影响。

39 2)Positional Bargaining
The overaspiring negotiator or positional negotiator is too “tough”; he or she sets the target point too high and refuses to make any concessions. The other problem with positional bargaining is that it reinforces egocentrism.

40 2)Positional Bargaining
2)立场谈判(目标定位过高) 期望值过高或定位过高的谈判者太过“强硬”。 他们 设定的目标过高, 并且拒绝作出任何让步。 定位过高的谈判还存在一个问题, 即它会加剧自我中心(主义)的思想。

41 Indeed, people quickly develop ownership of the arguments and positions they make, and these positions become part of people’s own self-concept, making any opposition an ego threat. Ego-defensive behavior triggers competitive communication, retaliatory behavior, negative perceptions of the counterparty, and attitude polarization.

42 的确, 人们很快会形成他们自己的观点和立场, 这些立场会成为自我概念的一部分, 感到任何反对意见都是对自我的一种威胁。 自我防卫式的行为,会引发 竞争性的沟通 报复性的行为 对对方的负面看法 态度的极化

43 3)Reactive Devaluation
The grass-is-greener negotiator does not know what he or she really wants – only that he or she wants what the other party does not want to give – and does not want what the other party is willing to offer. This type of negotiation behavior is also known as reactive devaluation.

44 3)Reactive Devaluation
3)反作用贬值 “这山望着那山高”类型的谈判者 不知道他们真正想要得到什么。 他们只是 想得到那些对方不愿意给他们的东西, 却不愿意接受那些对方愿意给予的东西。 这类谈判行为被称为“反作用贬值”。

45 3.1.2 What Are My Alternatives to Reaching Agreement
in This Situation? A negotiator needs to determine his or her best alternative to a negotiated agreement. This step is so important that it merits into an acronym: BATNA (Best Alternative To a Negotiated Agreement).

46 3.1.2 What Are My Alternatives
to Reaching Agreement in This Situation? 3.1.2 在此情况下,我达成协议的替代方案是什么? 谈判者需要明确, 对一项谈判协议,自己的最佳替代方案是什么。 这一步至关重要, 人们已经得到了一个首字母缩略词: BATNA (“谈判的最佳替代方案”)

47 A BATNA determines the point at which a negotiator is
prepared to walk away from the negotiation table. In practice, it means that negotiators should be willing to accept any set of terms that is superior to their BATNA and reject outcomes that are worse than their BATNA. Surprising as it may seem, negotiators often fail on both counts.

48 BATNA决定了谈判者准备 何时离开谈判桌,退出谈判。 实际上,这就意味着: 只要条款优于BATNA ,谈判者就应该愿意接受; 只要条款比BATNA差,谈判者就应该拒绝。 尽管这看起来似乎很神奇, 但是,谈判者对于这两点却往往都做不到。

49 1)BATNA and Reality Despite its simple appeal, the BATNA concept is something that is consistently difficult to convey to most negotiators. A BATNA is not something that a negotiator wishes for; rather, it is determined by objective reality. In short, if the world does not recognize how great you are, then you do not have a desirable BATNA.

50 1)BATNA and Reality 1)BATNA与现实 尽管BATNA看似简单,但要让大多数谈判者了解该概 念,一直以来都并非易事。 BATNA并非由谈判者的主观愿望决定, 而是取决于客观现实。 简而言之, 如果这个世界并不认可你的伟大, 那么,你就不会拥有称心如意的BATNA。

51 2)Your BATNA is Not Static
Your BATNA - once properly identified – is not static or steady state. Rather, it is dynamic, meaning that at any point in time it is either improving or deteriorating as a result of market forces and a variety of other activity.

52 2)Your BATNA is Not Static
并非静态或不变的概念。 相反,它是动态的。即, 在任何时点上, 它要么更好了, 要么更糟了。

53 Thus, we don’t suggest negotiators simply identify their BATNAs. Once their BATNAs are identified, negotiators should constantly attempt to improve them.

54 因此, 我们建议谈判者 不要认为确定了自己的BATNA就万事大吉了。 确定了BATNA, 就应不断地改善它们。

55 One strategy for improving BATNAs is to follow
Bazerman and Neale’s “falling in love” rule, which applies to most negotiation situations. According to this rule, negotiators should not fall in love with one house, one job, or one set of circumstances, but instead they should try to identify two or three options of interest.

56 有一种改善策略遵循的是: 巴尔泽曼和尼尔的“谈恋爱”规则。 这个规则适用于多数谈判情形。 根据这一规则,谈判者不应只看上 一所房子 一份工作或 一种环境; 相反,他们应该发现2~3种选择。

57 By following this strategy,
the negotiator has a readily available set of alternatives that represent viable options should the current alternative come at too high a price or be eliminated. The “falling in love” rule is difficult to follow because most people set their sights on one target job, house, or set of terms and exclude all others.

58 遵循“谈恋爱”策略, 谈判者可以轻松获得多种备选方案, 以避免 当前的方案实施成本过高,或 被弃用的被动。 “谈恋爱” 原则执行起来并不容易, 因为多数人只盯着 一份工作 一所房子,或者 一套条款, 而未考虑其他选择。

59 Many negotiators are reluctant to recognize their BATNA and get them confused with their aspiration point. Another problem associated with the failure to properly identify one’s BATNA is that it can be influenced and manipulated by the other party during the course of negotiation.

60 许多谈判者 不太愿意搞清自己的BATNA, 并把它与自己的期望值混为一谈。 谈判者不能确定自己的BATNA的另一个问题是, BATNA会受到对方的影响和掌控。

61 3)Do Not Let the Other Party Manipulate Your BATNA
You should constantly improve your BATNA. However, the other party has an incentive to minimize the quality of your BATNA and, thus, will be motivated to provide negative information vis-à-vis your BATNA. If you have not properly prepared, you might be particularly influenced by such persuasive appeals.

62 3)Do Not Let the Other Party Manipulate Your BATNA
然而, 对方总会想方设法破坏你的BATNA。 因此,他们总会针对你的BATNA提供消极信息。 若无充分准备,可能受其具说服力的说辞影响。

63 However, your BATNA should not change as a result of the other party’s persuasion techniques. Your BATNA should only change as a result of objective facts and evidence. Negotiators are most likely to fall prey to the counterparty’s manipulation attempts when they have not adequately prepared for the negotiation.

64 然而, 你不应因对方精湛的说服技巧而改变自己的BATNA。 BATNA只能依据客观事实和证据的变化而变化。 许多精明的谈判者试图操控对方, 让对方按照他们的意愿来理解其BATNA。 当谈判准备不充分时, 谈判者就很可能受对方的掌控。

65 In a negotiation, the person who stands to gain most by changing our mind should be the least persuasive. Thus, it is important to develop a BATNA before commencing negotiations and to stick to it during the course of negotiations.

66 在谈判中, 想通过改变自己的想法而获利最多的人, 一定是没有说服力的。 因此,很重要的一点是: 一定要在谈判开始前就确定自己的BATNA, 并在谈判中坚持不变。

67 It should helpful to write your BATNA in ink on a piece of paper and
put it in your pocket before negotiating. If you feel tempted to settle for less than your BATNA, it may be a good time to pull out the paper, call a halt to the negotiation process, and engage in an objective reassessment.

68 谈判前,以下做法很管用: 把BATNA写在纸上, 放在衣兜里。 当你受到影响,打算接受低于BATNA的条件时, 就暂停谈判, 拿出纸条看看, 重新客观地审时度势。

69 3.1.3 Determine Your Reservation Point
Once the negotiator has identified her BATNA, she is in an excellent position to determine her reservation point. The reservation point is not determined by what the negotiator wishes and hopes for but, rather, by what her BATNA represents. A reservation point, then, is a quantification of a negotiator’s BATNA with respect to other alternatives.

70 3.1.3 Determine Your Reservation Point
3.1.3 确定你的保留点 谈判者一旦确定了BATNA, 就可以设定自己的保留点了。 保留点不是由谈判者的意愿决定的, 而是由他的BATNA决定的。 因此,保留点是 对谈判者关于其他替代方案的BATNA量化。

71 Many negotiators fail to assess their reservation point
when they prepare for negotiation. This failure is a serious strategic error because the negotiator’s reservation point has the most direct influence on his or her final outcome.

72 许多谈判者在准备谈判时, 没能估计他们的保留点。 这是个严重的战略性失误, 因为保留点对谈判的最终结果有最直接的影响。

73 In particular, when three types of information
– market price, reservation price, and aspiration – were made available to negotiators, only reservation prices drove final outcomes.

74 尤其是当谈判者能够得到三类信息时: 市场价格 保留价格 期望价格 其中, 只有保留价格能影响最后的结果。

75 Failure to assess reservation points can lead to two
unfortunate outcomes. In some instances, negotiators may agree to an outcome that is worse than their BATNA. A second problem is that negotiators may often reject an offer that is better than

76 没能估计保留点 可能导致以下两种令人遗憾的结果: 第一种情况, 谈判者接受差于其BATNA的结果。 第二种情况, 谈判者拒绝优于其BATNA的报价。

77 Although this example may seem implausible, the
incidence of agreeing to something worse than one’s BATNA and rejecting an offer better than one’s BATNA is quite high. To avoid both of these errors, we suggest that the negotiator follow the steps outlined in Exhibit 3-1.

78 尽管这个例子看起来荒唐透顶, 但是, 接受次于BATNA的条件 而拒绝优于BATNA的条件 这样的几率是很高的。 为了避免这两种失误, 我们建议: 谈判者按照“谈判技巧3-1”的步骤确定保留点:

79 Exhibit 3-1 Developing a Reservation Point
Step 1: Brainstorm Your Alternatives. You have already determined your target point. That is the easy part. The real question is, “What is your lowest offer you will accept for your home?”

80 谈判技巧3-1 制定保留点 第一步,开动脑筋,考虑尽可能多的替代方案。 你已经确定了目标点。 这一点很容易做到。 真正的问题是: “你能接受的最低报价是多少?”

81 You should consider as many alternatives as possible.
The only restriction is that the alternatives must be feasible – that is, realistic. This requirement involves research on your part.

82 你应该想好尽可能多的替代方案。 唯一的限定是, 这些替代方案必须是切实可行的, 即要现实。 这就要求你必须进行调查。

83 Step 2: Evaluate Each Alternative.
In this step, you should order the various alternatives identified in step 1 in terms of their relative attractiveness, or value, to you. If an alternative has an uncertain outcome, such as reducing the list prices, you should determine the probability a buyer will make an offer at that price.

84 第二步,评估每一个替代方案。 在这一步, 你应该对第一步中的各种替代方案排序。 排序的标准是 它们对你的吸引力及价值大小。 如果一种替代方案的结果不能确定(如降低定价), 这时就应该弄清买家出那个价格的概率是多少。

85 Your reservation price
is based on research, not hope. The best, most valuable, alternative should be selected to represent your BATNA.

86 你的保留价格应该是 基于调查, 而非期望。 选作BATNA的, 应该是最好的而且最有价值的那一个替代方案。

87 Step 3: Attempt to Improve Your BATNA.
Your bargaining position can be strengthened substantially to the extent that you have an attractive, viable BATNA. Unfortunately, this step is the one that many negotiators fail to develop fully. You may make some improvements that have high return on investment.

88 第三步,努力改进你的BATNA。 如果你有一个有吸引力并且切实可行的BATNA, 那么,你的谈判地位将会显著增强。 遗憾地是, 很多谈判者都不能很好地完成这一步。 你可能会进行一些很高投资回报的投资。

89 Step 4: Determine Your Reservation Price.
Once you have determined your most attractive BATNA , it is then time to identify your reservation price – the least amount of money you would accept for your home at the present time. Once again, it is not advisable to make a guess. Your assessment must be based on facts.

90 第四步,决定你的保留价格。 一旦你已经确定了最有吸引力的BATNA 接下来就应该确认你的保留价格了。 即,目前你能接受的最低价格。 再次强调, 随便臆想一个数字是无效的, 它必须以事实为依据。

91 Note that in our calculation, the probabilities always sum to
exactly 100%, meaning we have considered all possible events occurring. No alternative is left to chance. An overall value for each of these “risky” alternatives is assessed by multiplying the value of each option by its probability of occurrence. This value is your reservation price.

92 要注意, 在计算中,概率的总和正好是100%。 意味着已经考虑了所有可能发生的情况, 无一遗漏。 没有哪个替代方案是凭运气确定的。 每一个“”的替代方案的总价值,都是用该项选择的 价值与其发生的概率相乘估算出来的。 这个价值就是你的保留价格。

93 2)Be Aware of Focal Points
Negotiators who make the mistake of not developing a reservation point before they negotiate often focus on an arbitrary value that masquerades as a reservation price. Such arbitrary points are focal points.

94 2)Be Aware of Focal Points
2)当心聚焦点 如果谈判者没有设置保留点, 通常就会专注于 一个被伪装成保留价格的臆断价格。 这个臆断价格就是聚焦点。

95 Focal points are salient numbers, figures, or values that appear to be valid but have no basis in fact. It would seem absurd to base judgments on random digits, but people did.

96 聚焦点可能是一个明显的 数量 数字,或者 价值, 它看似合理,但毫无事实基础。 ——比如以你室友的工作待遇为聚焦点。 根据随机数字来进行判断,听起来似乎很荒诞。 但是,人们的确是这样做的。

97 3)Beware of Sunk Costs Sunk costs are just what they sound like – money you have invested that is, for all practical purposes gone. Economic theory asserts that only future costs and benefits should affect decisions. The purchase price, by economic standards, is a sunk cost and should, for all practical purposes, be irrelevant to the negotiation the seller has with a buyer today.

98 3)Beware of Sunk Costs 3)当心沉没成本 沉没成本,顾名思义, 指已经投资于各种实际用途而无法收回的资金。 经济学理论认为只有未来成本和未来利益影响决策。 按经济学的标准来看, 购买价就是沉没成本 实际上,与买卖双方现在的谈判无关。

99 However, people have a hard time forgetting the past, and they often try to recoup sunk cots. This mind-set can lead to trouble. Most people are affected by the past.

100 但是, 忘记过去并非易事。 人们常试图补偿沉没成本的损失。 而这种思维模式常常会带来麻烦。 大多数人是受以往事情影响的。

101 The seller’s sunk costs influenced the buyer’s behavior.
Moreover, sellers’ BATNA were significantly lower when they had low, as opposed to high, sunk costs. Final settlements were significantly lower in the low (as opposed to high) sunk cost situations. When preparing for negotiations, negotiators must be aware that sunk costs will not only influence their own behavior but the behavior of the counterparty.

102 卖方的沉没成本对买方的行为是有影响的。 当沉没成本很低时,卖方的BATNA也特别低; 沉没成本很高时,情况则正好相反。 沉没成本很低时,最终成交的价格也非常低。 在沉没成本很高的情况下,则正好相反。 因此,在准备谈判时,谈判者要意识到沉没成本 不仅影响自己的行为, 也影响对方的行为。

103 4)Do Not Confuse Your Target Point
with Your Reservation Point Negotiators often make the mistake of using their target point as their reservation point. This can result in one of two undesirable outcomes. The negotiator who lacks a well-formed reservation point runs the risk of agreeing to a settlement that is worse than what he or she could do by following another course of action. In another case, the negotiator may walk away from a potentially profitable deal.

104 4)Do Not Confuse Your Target Point
with Your Reservation Point 4)不要混淆你的目标点和保留点 谈判者常犯这样的错误:将目标点当成了保留点。 谈判者很清楚他要达到什么结果。 却没有想过自己能接受的最低条件是什么。 这一不当的策略可能会造成两个严重后果之一: 接受某种非最佳选择的条件。 拒绝可能有利可图的交易。

105 3.1.4 Identify the Issues in the Negotiation
Many negotiators make the mistake of identifying only a single issue to negotiate. Usually, this issue is money (e.g., sales price or salary, etc.). It is a grave mistake to focus on a single issue in a negotiation because, in reality, more issues are at stake in most negotiation situation.

106 3.1.4 Identify the Issues in the Negotiation
3.1.4 明确谈判中的议题 许多谈判者都会错误地认为: 有待解决的议题只有一个。 通常这个议题就是钱(如售价或薪水等)。 将谈判只集中于单一议题上,是大错而特错的。 因为在事实上, 大多数的谈判中亟待解决的议题远远不止一个。

107 The problem is that they remain “hidden” unless negotiators
do the work of unbundling them. By identifying other issues, negotiators can add value to negotiations. Negotiators should take time to brainstorm how a single-issue negotiation may be segmented into multiple issues or they should attempt to add issues.

108 谈判者除非作分类处理, 否则它们是“深藏不露”的。 通过找出其他议题, 谈判者可以增加谈判的价值。 谈判者应该花些时间好好琢磨一下 怎样细分化单一议题,将其拆分成多个议题, 或者尝试增加议题。

109 1)Identify the Alternatives for Each Issue
Once the negotiator has identified the issues to be negotiated, it is a good idea to identify several alternatives within each issue. Negotiators can formalize the issues and alternatives by creating a matrix in which the issue are located along the columns and the alternatives specified along the rows.

110 1)Identify the Alternatives for Each Issue
1)明确每个议题的替代方案 谈判者一旦确定了需要解决的议题, 就应确认每个议题都有哪些备用的解决方案。 谈判者通过明确议题及解决方法, 可以形成一个矩阵,其中: 列为谈判中已经明确的议题 行为多种选择方案。

111 2)Identify Equivalent Multi-issue Proposals
The nest step of preparation is to determine a variety of different combinations of the issues that all achieve the target or aspiration point. By identifying multiple-issue packages, negotiators expand their options.

112 2)Identify Equivalent Multi-issue Proposals
2)确定等价的多议题提案 准备工作的下一步是: 确定能实现目标点和期望点的不同议题组合。 通过多议题打包报价, 谈判者扩展了其方案。

113 The most important aspect of identifying packages of offers
is that the packages should all be of equivalent value or attractiveness to oneself. This requires that negotiators ask themselves some important questions about what they value and what is attractive to them.

114 确定打包报价时,最重要的是, 对自己而言 各个报价在价值或吸引力方面都应该是等价的。 这就要求谈判者要问自己一些问题: 自己看重的是什么 什么对自己最具有吸引力。

115 We strongly discourage negotiators from stating a range
(e.g. a salary range). By stating a range, the negotiator give up important bargaining ground and moves too close to his or her BATNA. We call it a premature concession. By stating a range, a negotiator has already made a concession. Ideally, a negotiator should identify as many possible packages of a given value before making a concession in his or her target point.

116 我们强烈反对谈判者提出一个范围。 如果提出一个范围, 那么,谈判者就会放弃重要的议价基础, 而过于接近他的BATNA。 我们称其为过早让步。 如果提出一个范围,谈判者就已经做出了让步。 理想状况下,谈判者应该在尝试过所有可能取得既定 价值的打包报价方案,并且失效之后,才做出让步。

117 Another benefit of identifying packages of offers is that the
negotiator does not give the counterparty the impression that he or she is a positional negotiator. A positional negotiator refers to a person who determines a set of terms desired in a negotiation, presents those terms, and refuses to budge on any dimension of any issue. By identifying multiple issues and multiple alternatives within each issue, a negotiator is more likely to achieve his or her target.

118 找出打包报价方案还有一个好处,就是 谈判者不会给对手留下定位谈判者的印象。 定位谈判者: 指的是一个人事先确定自己期望得到的一个系列 条件,然后在谈判中提出这些条件,并拒绝在任何议题的 任何方面做出让步。 通过在每个议题下找出更多议题和更多替代方案, 谈判者实现自己目标的可能性更大了。

119 3.1.5 Assess Your Risk Propensity
Negotiations always involve risk. The key question is not necessarily how to minimize risk; rather, the key is to understand how risk affects decision making.

120 3.1.5 Assess Your Risk Propensity
3.1.5 评估你的风险倾向 谈判总是有风险的。 关键问题不是: 如何将风险最小化。 关键问题是: 理解风险是如何影响决策的。

121 As an exercise, suppose you are offered a choice between
the following two options: Option A: Receiving a cashier’s check for $5,000. Option B: Playing a game that offers a 50% chance of winning a $10,000 cashier’s check and a 50% chance of winning nothing.

122 1)做个练习 假设你要从下面的两项中做选择: 选项A: 接受一张5000美元的银行支票 选项B:碰碰运气 幸运,赢得一张1万美元的银行支票,50%; 不走运,什么也得不到,50%。

123 When presented with a choice between a sure thing and a
gamble of equivalent value, most people choose option A, the sure thing. Note that the expected value of each choice is $5,000, which would mean that negotiators should be indifferent (or risk-neutral) between the two. The strong preference for option A over B reflects a fundamental principle of negotiator behavior: risk-aversion.

124 如果要在一件确定的事情和一次价值等同的冒险之间
做出选择的话, 多数人会选择确定的事情(即选A)。 风险中性(risk-neutral): 谈判者对两个选项不偏不倚。 两个选项的期望值都相同。 风险厌恶(risk-aversion): 谈判者行为的一个基本原则。 偏好一个选项远远胜另一个选项。

125 Now, imagine yourself facing the following unenviable
choice: Option C: Paying $5,000 for unexpected expense. Option D: Playing a game that offers a 50% chance of paying nothing and a 50% chance of paying $10,000. Most people find it difficult to choose between options C and D because choices are undesirable.

126 现在,想象一下你不得不对下面两个选项做出选择:
选项C: 支付5000美元的意外费用。 选项D: 碰碰运气 幸运,一分不用付,50%; 不走运,要支付1万美元,50%。 大多人难以在C和D之间选择, 因为这两项选择是迫不得已的。

127 However, When forced to make a decision, the majority of
negotiators choose option D, even though the expected value of C and D is exactly the same: $5,000. Option D represents the “risky” alternative. The dominant choice of D over C reflects a fundamental principle of human psychology: risk-seeking behavior in the face of loss.

128 但是,如果不得不做出选择的话, 多数人会选择D。 选项D代表的是“有风险的”替代方案。 选择D的人多于选择C的人,反映了一个基本原则: 谈判者面对损失时的风险追逐倾向。 风险追逐(risk-seeking): 偏好风险的倾向远远胜于规避风险的倾向。

129 2)Reference Point Whereas most people are risk-seeking when it comes to losses, they are risk-averse when it comes to gains. A reference point defines what a person considers to be a gain or a loss.

130 2)Reference Point 2)参照点 当涉及到损失时, 大多数人都是风险追逐型的。 相反,当涉及到获得时, 大多数人是风险厌恶型的。 参考点(Reference Point): 界定了何为获得,何为损失。

131 Thus, rather than weighing a course of action by its impact
on total wealth, people generally “frame” outcomes as either “gains” or “losses” relative to some arbitrary reference point.

132 因此, 人们不是根据某一做法对全部财富的影响来对其进行 衡量, 而通常是与某些臆想的参照点进行对比, 将结果“纳入”以下的“框架”之中 “获得” “损失”。

133 3)Three Sources of Risk in Negotiations
What are the implications for negotiation? Negotiators should consider the differential impact of three sources of risk in any negotiation: strategic risk, BATNA risk, and contractual risk.

134 3)Three Sources of Risk in Negotiations
3)谈判中的三种风险来源 这(谈判者的风险偏好)对谈判有什么意义呢? 谈判者应该考虑: 三种风险来源对任何谈判的不同影响。 谈判中的三种风险来源包括: 策略风险 BATNA风险 合同风险。

135 (1)Strategic Risk Strategic risk refers to the riskiness of the tactics that negotiators use at the bargaining table. Negotiators often choose between extremely cooperative tactics (such as information sharing and brainstorming) and, at the other extreme, competitive tactics (such as threats and demands).

136 (1)Strategic Risk (1)策略风险 策略风险(Strategic Risk): 是指谈判者在谈判时采用的策略所具有的风险性。 如前所述,谈判者经常要在两种极端策略中选择其一: 极度合作(如信息共享、集思广益) 竞争策略(如威胁、强求)

137 Negotiators who have recently experienced a string of
failure are more likely to adopt a “loss frame” and feel less “in control” in a negotiation; conversely, negotiators who have experienced a recent string of successes feel greater control. Consequently, loss-framed negotiators are reluctant to reveal information that could be used to exploit them; instead, they prefer to mange risk by delaying outcomes.

138 近期曾遭遇过一系列失败的谈判者 会陷入“挫败状态”, 在谈判中自我感觉难以“掌控局面”。 与之相反,近期取得了一系列成功的谈判者 觉得自己正处于强势地位。 因此,处于挫败状态的谈判者 不愿意披露可能被利用的信息, 而宁愿通过拖延谈判结果来管理风险。

139 (2)BATNA Risk In actual practice, many people’s BATNAs are uncertain because potential alternatives arrive sequentially. Under most circumstances, we might expect negotiators who are in a “gain frame” to be more risk-averse (and therefore, more concessionary) than negotiators who hold a “loss frame” (who might hold out). This gain-loss basis can be a potential problem in negotiation because negotiators can be “framed”.

140 (2)BATNA Risk (2)BATNA风险 BATNA风险(BATNA Risk): 在实际操作中,许多人的BATNA并不确定,因为 会相继出现其他的替代方案。 在多数情况下,我们或许认为比起“损失框架”下的 谈判者,“获益框架”下的谈判者更厌恶风险。 而像这样以获益损失为基础在谈判中很有可能成为一 个问题,因为谈判者会受到“框架”的束缚。

141 A negotiator’s BATNA acts as an important reference
point from which other outcomes are evaluated. Outcomes and alternatives that fall short of one’s BATNA are viewed as losses; outcomes that exceed a negotiator’s reservation point or BATNA are viewed as gains. The more risk-averse the negotiator, the more likely it is that she or he will make greater concessions.

142 一位谈判者的BATNA是一个非常重要的参考点,
我们通过这个参考点对其他结果加以评定。 如果结果及各种替代方案均达不到谈判者的BATNA, 则意味着损失; 若结果超出了他的保留点或BATNA, 则意味着收益。 谈判者越是厌恶风险, 他就越有可能做出更多让步。

143 Thus, given BATNAs of equal expected value, the more risk-averse negotiator will be in a weaker bargaining position. Making a concession is the best way to avoid taking a risk.

144 因此, 假设几个BATNA的期望值相同, 那么,对风险越是厌恶的谈判者, 其议价地位就越弱。 让步是避免冒险的最佳方式。

145 (3)Contractual Risk Contractual risk refers to the risk associated with the willingness of the other party to honor its terms. How does such contractual risk affect negotiator behavior? Under contractual risk, negotiators with negative frames (risk-seeking) are more likely to reach integrative agreements than those with positive frames (risk-averse).

146 (3)Contractual Risk (3)合同风险 合同风险(Contractual Risk): 是指与对方履行合同条款的意愿有关的风险。 那么,合同风险是如何影响谈判者行为的呢? 在合同风险下,消极心态的谈判者(风险寻求者)比 积极心态的谈判者(风险规避者)更易达成整合性协议。

147 The reason is that attaining a high aspiration entails some
creative risk. Thus, if integrative negotiation outcomes involve “sure things”, positive frame are more effective; however, if the integrative outcomes require negotiators to “roll the dice”, negative frames are more effective.

148 原因是: 达到高期望值的唯一途径是遭受些创新风险。 因此, 如果整合性谈判的结果是一个“确定事件”, 积极心态将更为有效; 若整合性谈判结果是“掷骰定夺”的话, 消极心态将更为有效。

149 In a series of studies involving contractual risk, negotiators
with a “loss frame” are more cooperative and more likely to settle than those with a “gain frame”. Further, “loss frame” negotiators create more integrative agreements.

150 在一系列关于合同风险的研究中, 具有“吃亏心态”的谈判者比“赢定心态”的谈判者 更富有合作精神, 且更易于解决问题。 而且, “吃亏心态”的谈判者会创造更多的整合性协议。

151 4) Endowment Effects The value or utility we associate with a certain object or outcome should not be influenced by irrelevant factors, such as who owns the object. Simply staged, the value of the object should be about the same, whether we are a buyer or a seller.

152 4) Endowment Effects 4) 禀赋效应 我们对某物品或结果的价值或效用的看法 不应受到无关因素(如谁拥有该物品)的影响。 简单地说, 无论我们是买方还是卖方, 物品的价值应该是一样的。

153 Note: buyers and sellers might want to adopt different bargaining positions for the object, but their private valuations for the object should not differ as an consequence of who has possession of it. However, negotiators’ reference points may lead buyers and sellers to have different valuations for objects.

154 请注意: 买方和卖方也许对该物品采取不同的议价立场, 但是他们对该物品的个人评价 却不应因物品的所有者不同而有差异。 但是,谈判者的参照点可能会使 买卖双方对该物品产生不同评价。

155 Someone who possesses an object has a reference point that
reflects his or her current endowment. When someone who owns an object considers selling it, he or she may view the situation as a loss.

156 物品所有者的参照点反映了 他当前的价值禀赋。 当物品所有者考虑卖掉物品时, 他也许把出售看成是一种损失。

157 The difference between what sellers demand and what
buyers are willing to pay is a manifestation of loss-aversion, coupled with the rapid adaptation of the reference point. Therefore, sellers demand more than buyers are willing to pay.

158 卖方的要价和买方愿意支付的价格之间的差异
以及对参照点的迅速修正, 便是损失规避的一种表现。 因此, 卖方的要价比买方愿意支付的价格要高。

159 If sellers are risk-seeking by virtue of their endowment,
how can it be that horses, cars, furniture, companies, and land are bought and sold every day? The endowment effect operates only when the seller regards himself or herself to be the owner of the object. If a seller expects to sell goods for a profit and view the goods as currency, the endowment effect does not occur.

160 如果卖方因为其禀赋效应而成为风险追逐型的话,
那么,为什么每天又会有那么多的(马匹、汽车、家 具、公司和土地)买进与卖出呢? 只有当卖方认为自己是物品的所有者时, 才会发生禀赋效应。 若卖方希望卖出物品获利并把物品看成是通货时, 禀赋效应就不会发生了。

161 5)Am I Going to Regret This?
People evaluate reality by comparing it to its salient alternatives. Sometimes we feel we made the “right” decision when we think about alternatives. Other times, we are filled with regret. What determines whether we feel we did the right thing (e.g., took the right job, married the right person) or we feel regret?

162 5)Am I Going to Regret This?
5)我会对此后悔吗? 人们通过将现实与其明显的替代方案相比较的方法, 对现实进行评估。 有时,想想替代方案, 我们觉得自己做了“正确的”决定。 而有时, 我们却后悔不已。 什么决定我们感到做对了事情或感到后悔呢?

163 An important component in determining whether a person
experiences regret is counterfactual thinking. Counterfactual thinking, or thinking about what might have been but did not occur, may be a reference point for the psychological evaluation of actual outcome.

164 决定后悔与否的一个重要因素是: 反事实思维。 反事实思维(Counterfactual Thinking), 或称为: 思考可能发生但并没有发生的事情的思维。 是对实际结果的心理评价的一个参照点。

165 6) Violations of the Sure Thing Principle
When faced with uncertainty about event occurring, people are often reluctant to make decisions and will even pay money to delay decisions until the uncertain event is known. This is paradoxical because no matter what happens, people choose to do the same thing.

166 6) Violations of the Sure Thing Principle
6)违背确定事件原则 当不确定某个事件是否会发生的时候, 人们往往不愿意做出决策, 甚至花钱来延迟决定,直到形式明朗化。 但是,这种行为是自相矛盾的。 因为,不论结果是什么, 人们做出的选择其实是相同的。

167 This behavior violates one of the basic axioms of the
rational theory of decision making under uncertainty: the sure thing principle

168 这种行为违背了 理性决策理论的一条基本原则: 确定事件原则。

169 According to the sure thing principle,
if an alternative X is preferred to Y in the condition that some event, A, occurs, and if X is also preferred to Y in the condition that some event, A, does not occur, then X should be preferred to Y, even when it is not known whether A will occur.

170 根据确定事件原则, 如果A事件发生,方案X优于Y; 如果A事件不发生,方案X也是优于Y。 因此, 在不知道事件A是否会发生的情况下, 方案X都是优于Y。

171 Why would people pay a fee to a consultant or intermediary
to delay the decision when they would make the same choice either way? Violations of the sure thing principle are rooted in the reasons people use to make their decisions.

172 为什么即使最终的选择都是相同的, 人们仍然会付钱给咨询师或中介机构来延迟决策呢? 违背违背确定事件原则的根本原因是: 人们是根据理由决策的。

173 In the Hawaii example, people have different reasons for
gong to Hawaii for each possible event. When the decision maker does not know whether he or she has passed the exam, he or she may lack a clear reason for going to Hawaii. In the presence of uncertainty, people may be reluctant to think through the implications of each outcome and, as a result, they violate the sure thing principle.

174 在夏威夷的例子中, 在每一种可能的情况下, 人们去去夏威夷的理由是不同的。 当不知道是否通过考试时, 去夏威夷(决策)就缺乏一个明确的理由。 在不确定情形下,人们不愿意考虑每种结果的含义, 因此违背了确定事件原则。

175 7)Do I Have an Appropriate Level of Confidence?
How accurate are people in judgments of probability? How do they make assessments of likelihood, especially when full, objective information is unavailable? Judgments of likelihood for certain types of events are often more optimistic than is warranted.

176 7)Do I Have an Appropriate Level of Confidence?
7)我的自信适度吗? 人们判断概率的精确度有多少呢? 尤其是当缺乏完整、客观的信息的时候, 人们是如何面对可能性的大小做出评估的呢? 对某类事件发生的可能性的判断, 往往是乐观有余而根据不足。

177 The overconfidence effect refers to
unwarranted levels of confidence in people’s judgment of their abilities and the likelihood of positive events and underestimates of the likelihood of negative events.

178 过度自信效应(Overconfidence Effect):
是指人们在判断自己的能力和积极事件发生的可 能性时, 毫无根据地自信, 而对消极事件发生的可能性则估计不足。

179 When we find ourselves to be highly confident of a
particular outcome occurring (whether it be our opponent caving in to us, a senior manger supporting our decision, etc.), it is important to examine why. On the other hand, overconfidence about the value of the other party’s BATNA might serve the negotiator well. Negotiators who are optimistically biased (i.e., they think their counterpart will concede more than he or she rally can) have a distinct bargaining advantage.

180 当我们发现自己对某种结果的发生率高度自信的时候
(无论是认为对手会屈服于我们, 还是高级经理会支持我们的决定), 检查一下原因就显得很重要。 另一方面,证据显示, 对对方的BATNA价值的过于自信, 可能对谈判者有好处。 尤其是偏乐观的谈判者(即他们认为对手作出的让步 程度会大于实际上能做到的)将占据明显的议价优势。

181 3.2 Sizing Up the Other Party
Once the negotiator has prepared for evaluating what he or she wants in a negotiation situation, it is time to think about the other party (or parties).

182 3.2 Sizing Up the Other Party
3.2 评估对方 一旦谈判者 评估了自己在谈判中想要得到的价值 完成了准备程序 就到了 考虑对方(各方)的时候了。

183 1)Who Are the Other Parties?
It is always important to identify the players in negotiation. A party is a person (or group of people with common interests) who acts in accord with his or her preferences.

184 1)Who Are the Other Parties?
1)对手是谁 认清谈判的参与者是谁, 这一点一直很重要。 谈判方(A Party): 是指按他们自己的偏好行动的一个人 (或拥有共同利益的一群人)。

185 Sometimes, it is obvious who the other parties are, and they have a legitimate place at the table. However, in other situations, the other parties may not be obvious at all, and their legitimacy at the table may be questionable.

186 有时, 对方是谁这个问题的答案很明显, 且在谈判桌上都拥有一个合法的席位。 然而,在另一些情况下, 对方的身份可能一点儿也不明显, 且在谈判桌上的合法席位也值得怀疑。

187 Parties are readily identified when they are physically
present, but often the most important parties are not present at the negotiation table. Such parties are known as the hidden table. When more parties are involved in the negotiations, the situation becomes a team or multiparty negotiation, and the dynamics change considerably. A variety of issues crop up as more parties enter the bargaining room.

188 当各方都出席的时候, 他们就实实在在地在那里,很容易认出。 但通常重要的谈判对手并没有出现在谈判桌旁。 这些谈判者就是通常所说的“隐蔽方”。 当更多谈判方参与谈判时, 谈判就变成了团体或多方谈判, 而且动态变化相当显著。 随更多谈判方参与, 各种各样的问题就会随之出现。

189 2)Are the Parties Monolithic?
Monolithic refers to whether parties on the same side of the table are in agreement with one another concerning their interests in the negotiation. Although it would make sense for parties on the same side to be of one voice, often they are not. Frequently, the parties are composed of people who are on the same side but have differing values, beliefs, and preferences.

190 2)Are the Parties Monolithic?
2)各方都是统一的整体吗? 统一的整体(Monolithic): 指同一方的各参与者相互支持彼此的谈判利益。 同一边的谈判方理应统一口径, 但人们往往做不到。 通常,各方成员表面上在同一边, 但在价值、信念、偏好上却有不同看法。

191 3)Counterparties’ Interests and Position
A negotiator should do as much research and homework as possible to determine the counterparties’ interests in the negotiation. For example, of the multiple issues identified, which issues are most important to the other party? What alternatives are most preferable to the other party?

192 3)Counterparties’ Interests and Position
3)对方的利益和立场 谈判者应该尽其所能,做大量的研究和功课, 以确定对方在谈判中的利益所在。 例如,在发现的多个议题中, 哪些议题对于对手是最重要的呢? 对方会偏爱哪些选择方案呢?

193 4)Counterparties’ BATNAs
Probably the most important piece of information a negotiator can have in a negotiation is the BATNA of the other party. Unfortunately, unless you are negotiating with an extremely naïve negotiator, it is unlikely the counterparty will reveal his or her BATNA.

194 4)Counterparties’ BATNAs
谈判者在谈判中所能拥有的最重要的信息 或许就是对方的BATNA了。 不幸的是, 除非你是和一个极端幼稚的谈判者谈判, 否则,对手不大可能会透露他们的BATNA。

195 However, a negotiator should do research about the other party’s BATNA. Most negotiators severely under-research their counterparty’s BATNA. This lack of information, of course, limits their ability to effectively negotiate.

196 然而, 谈判者应该研究对方的BATNA信息。 大多数谈判者对对手的BATNA研究严重不足。 当然, 信息的缺乏会限制他们有效谈判的能力。

197 The other party’s aspiration point will be quite clear;
however, the negotiator who determines only the other party’s aspiration point and not the BATNA is in a severely disadvantageous negotiation position because the counterparty’s aspiration may act as an anchor in the negotiating process.

198 对方的期望值将会相当明显。 然而,谈判者 只确定了对方的期望值 而不了解其BATNA 会在谈判中处于严重的劣势地位。 因为对手的期望值 可能在谈判过程中起到了定位点作用。

199 3.3 Situation Assessment Some negotiations differ radically from others. Assess the following before negotiating.

200 3.3 Situation Assessment 3.3 形势评估 某些谈判与其他谈判迥然不同。 谈判之前先要了解如下内容。

201 3.3.1 Is the Negotiation One Shot, Long Term, or Repetitive? 1) One-shot negotiation 2) Long term negotiation 3) Repetitive negotiations

202 3.3.1 Is the Negotiation One Shot, Long Term, or Repetitive? 3.3.1 谈判是一次性,长期性,还是反复性的呢? 1)一次性谈判 2)长期谈判 3)反复性谈判

203 1) One Shot Negotiation In a one-shot negotiation, a transaction occurs, and no future ramifications accrue to the parties. Most negotiation situations are not one-shot situations in which the parties involved come together only at one point in time to conduct business.

204 1) One Shot Negotiation 1)一次性谈判 一次性谈判所达成的交易 不会对各方的未来造成影响。 大多数谈判都不是一次性的。 在一次性谈判中, 各方只在一个时点相聚进行谈判。

205 One of the few situations that has been identified as a truly
one-shot negotiation is the interaction that occurs between customers and wait staff at interstate roadside diners – neither party will likely ever see one another again.

206 顾客与州际公路服务员之间的交易, 就是人们所认定的极少数真正的一次性谈判之一。 双方都不可能再相互见面。

207 2) Long Term Negotiation
Even if the parties to negotiation change over time, negotiators’ reputations precede them to the table. Because most people negotiate in the context of social networks, most negotiations are long term in nature because reputations information carried through those social network.

208 2) Long Term Negotiation
2)长期谈判 尽管谈判的参与方会随着时间的推移而发生变化, 但谈判者的名声却会先于他们本人传到谈判中。 因为大多数人都是在社会网络背景下谈判的, 大多数谈判本质上都具有长期性, 因为名声信息会在他们的社会网络中流传散布。

209 3) Repetitive Negotiation
Repetitive negotiations are situations in which negotiators must renegotiate terms on some regular basis (e.g., unions and their management).

210 3) Repetitive Negotiation
3)反复性谈判 在反复性谈判中, 谈判者必须定期对一些条款进行重新谈判。 (如工会与管理层)

211 In long-term and repetitive negotiations,
negotiators must consider how their relationship evolves and how trust is maintained over time. Probably the most important long-term relationship is the employment negotiation.

212 在长期性和反复性谈判中, 各方必须考虑 如何发展他们之间的关系, 如何保持长期的信任。 也许雇佣谈判是最重要的长期关系谈判了。

213 3.3.2 Do the Negotiations Involve
Scarce Resources, Ideologies, or Both? The two major types of conflict are consensus conflict and scarce resource competition.

214 3.3.2 Do the Negotiations Involve
Scarce Resources, Ideologies, or Both? 3.3.2 谈判涉及资源、意识形态还是二者兼而有之? 两类主要的冲突是: 意见冲突 稀缺资源的竞争

215 1)Consensus Conflict Consensus conflict occurs when one person’s opinions, ideas, or beliefs are incompatible with those of another, and the two seek to reach an agreement of opinion. Consensus conflict is about ideology and fundamental beliefs and, as you might imagine, is difficult to resolve because it involves values and morals.

216 1)Consensus Conflict 1)意见冲突 当一个人的观点、想法或信念 与他人互不相容, 并且双方都寻求达成一致的观点时, 就会发生意见冲突。 意见冲突与意识形态、基本信念有关。 正如你会想象到的,它很难解决, 因为它涉及价值观和道德。

217 Indeed negotiating over “values” is more difficult than negotiation over “interests”, and people are less likely to reach integrative agreements when values are at stake.

218 实际上, 谈判“价值观”问题 比谈判“利益”问题更困难。 当价值观处于极端冲突时, 就无法达成整合性协议。

219 2)Scarce Resource Competition
Scarce resource competition exists when people vie for limited resources. For example, when business partners are in conflict concerning how to divide responsibilities and profits, each may feel he or she deserves more than the other feels is appropriate.

220 2)Scarce Resource Competition
2)稀缺资源竞争 当人们争夺有限的稀缺资源时, 就出现了稀缺资源竞争。 例如, 当商务伙伴处于分配责任和利润冲突时, 与对方认为合适的水平相比, 双方可能都觉得自己应该得到更多。

221 3) Consensus Conflict and Scarce Resource Competition
Many conflict situations involve not only scarce resources but ideologies. People who are in conflict about interests (e.g., money and resources) are more likely to make value-added trade-offs and reach win-win outcomes than are people in conflict about values or beliefs.

222 3) Consensus Conflict and Scarce Resource Competition
3)意见冲突与稀缺资源竞争 许多冲突都涉及到: 稀缺资源 意识形态。 与那些因价值观和信念而冲突的人相比, 因利益(如金钱和资源)而冲突的人更有可能达 成增值的交替互换交易,达成双赢的结局。

223 People who are in conflict about interests (e.g., money and
resources) are more likely to make value-added trade-offs and reach win-win outcomes than are people in conflict about values or beliefs. When negotiations involve such “sacred issues”, more impasses, lower joint profits, and more negative perceptions of the counterparty result.

224 与那些因价值观和信念而冲突的人相比, 因利益(如金钱和资源)而冲突的人更有可能 达成增值的交替互换交易, 达成双赢的结局。 当谈判涉及这类“神圣(宗教)问题” 时, 结果极可能出现: 较多的僵局 较少的联合收益 对对方更多的负面看法

225 3.3.3 Is the Negotiation One of Necessity or Opportunity?
In many cases, we must negotiate; in other situations, negotiations are more of a luxury of opportunity.

226 Is the Negotiation One of Necessity or Opportunity? 3.3.3 谈判是必要性的还是机会性的? 在许多情况下, 我们必须谈判。 在另一些情况下, 谈判多半是一种奢侈的机会性行为。

227 No pressing need to negotiate exists;
rather, negotiation is initiated for opportunistic reasons. Many people avoid negotiations of opportunity because they feel they lack skills. Indeed, having confidence in oneself as a negotiator is important for success.

228 因机会主义而谈判, 就没有必须谈判的压力。 许多人会避免机会性谈判, 因为觉得自己缺乏技巧。 实际上, 谈判者对自己有信心, 对取得成功非常重要。

229 1)Is the Negotiation an Exchange or Dispute Situation?
In a typical negotiation, parties come together to exchange resources. In a classic example, a buyer sees greater value in a seller’s goods than the seller wants for them, and an exchange takes place (money is paid for goods or services).

230 1)Is the Negotiation an Exchange or Dispute Situation? 1)谈判是交换性的还是争端性的形势呢? 典型谈判中, 谈判者聚在一起就是为了交换资源。 举一个经典的例子, 当买方认为卖方货物的价值大于卖方想要换得的 价值时, 于是交换就发生了(付钱购买货物或服务)。

231 In other situations, negotiations take place because a claim has been made by one party and has been rejected by the other party. This is a dispute.

232 另一些情况下, 由于一方提出一项需求而被对方拒绝, 于是谈判发生了。 这就是争端性谈判。

233 The difference between exchanges and disputes concerns
the alternatives to mutual settlement. In an exchange situation, parties simply resort to their BATNAs; in a dispute, negotiators often go to court.

234 交换性和争端性谈判的区别在于: 对双边协议的替代方案不同。 交换性形势下, 各方只要简单诉诸于其BATNA就行; 而在典型的争端性情形下, 他们往往进行诉讼。

235 2)Are Linkage Effects Present?
Linkage effects refers to the fact that some negotiations affect other negotiations. One example is in the case of law and setting precedent. Resolutions in one situation have implications for other situations.

236 2)Are Linkage Effects Present?
2)存在连锁反应吗? 连锁反应(Linkage Effects): 是指一些谈判对其他谈判产生影响。 例如: 法律和惯例设定。 针对某一情形的解决方案会涉及到其他情形。

237 Often direct linkages will occur when a multinational firm
has operations in several countries and a decision made in one country carries over to other countries. Sometimes, indirect linkage effects occur, such as when a decision made at the negotiation table affects some interest group in a fashion that no one anticipates fully. A key reason why mergers are often unsuccessful is that companies do not think about linkage effects with current employees.

238 通常,跨国公司在几个国家经营业务时, 在一个国家做出的决策会转移到其他国家使用, 这就发生了直接连锁反应。 当谈判者做出的决策对一些利益集团产生影响, 而事先却没有人完全预料到时, 就发生了间接连锁反应。 通常,导致兼并不成功的一个关键原因是 公司没有考虑兼并对当前雇员产生的连锁反应。

239 3)Is Agreement Required?
In many negotiation situations, reaching agreement is a matter of preference. For example, in a salary negotiation a person might be willing to decline an offer from one company and either stay with the current company, start his or her own company, or delay negotiations indefinitely. However, in other situations, reaching agreement is not just the only course of action – it is required.

240 3)Is Agreement Required?
3)需要达成一致吗? 在许多谈判形势下, 能否达成一致与个人的偏好有关。 例如,在薪资谈判中,一个人可能会婉拒某公司提供 的待遇,要么留在当前的公司,要么自己开公司,或者无 期限延迟谈判。 然而,还有一些形势下,达成一致 不仅是行动的唯一进程 而且是必须做到的。

241 4)Is It Legal to Negotiate?
In the United States, it is illegal to negotiate the sale of human organs. However, in the Philippines, it is legal to sell kidneys, despite ongoing debate about the issue. Sometimes, no specific laws govern what can or cannot be negotiated; rather, individuals rely on strong cultural norms that are highly situation specific.

242 4)Is It Legal to Negotiate?
4)谈判合法吗? 在美国,出卖人体器官是不合法的。 然而,在菲律宾出卖肾脏却是合法的,尽管有争议。 有些时候,没有具体的法律规定: 什么可以谈判、什么不可以谈判。 但是,人们会依赖强有力的文化规范, 这些规范是需要具体情况具体对待的。

243 For example, most people in the United States do not negotiate the price of fruit at major grocery stores, but they do it freely in farmer’s markets. But farmer’s markets are not the only place to haggle. Most home electronic stores will negotiate, as will stores that sell large, durable goods.

244 例如: 大多数美国人不会在大的杂货店里讨价还价, 但是他们会在农贸市场里随意讲价。 然而,农贸市场不是唯一可以讨价还价的地方。 大多数家用电器商店都是可以议价的, 那些出售大件耐用品的商店也可以。

245 5)Is Ratification Required?
Ratification refers to whether a party to the negotiation table must have any contract approved by some other body or group. In some circumstances, negotiators may tell the other side that ratification is required when it is not.

246 5)Is Ratification Required?
5)需要批准吗? 批准(Ratification): 是指一方参与谈判是否必须得到其他机构或团体 的认可。 有些情况下, 谈判者可能会告诉对方决议需要经过批准, 而实际上并不需要。

247 3.3.4 Are Time Constraints or Other Time-Related Costs Involved? Virtually all negotiations have some time-related costs. Although the negotiator who desperately needs an agreement, or for whom the passage of time is extremely costly, is likely to be at a disadvantage, more time pressure is not necessarily bad. It is important to distinguish final deadlines from time- related costs.

248 Are Time Constraints or Other Time-Related Costs Involved? 3.3.4 时间紧迫或涉及其他时间相关成本吗? 几乎所有的谈判都有一些与时间相关的成本。 尽管以下谈判者在谈判中可能处于劣势地位: 迫切需要达成协议的谈判者 或时间流逝的成本极高的谈判者 但是,时间压力大些并不一定是坏事。 认清最后期限与时间相关成本的区别非常重要。

249 Two negotiators may face radically different time-related
costs, but a deadline for one is a deadline for the other. The shortest final deadline is the only one that counts, and if they don’t have a deal by that point, the two negotiators must exercise their BATNA.

250 谈判者面临的时间相关成本可能截然不同, 但一方的最后期限也是对方的最后期限。 最短的最后期限是唯一有价值的。 如果他们到时候还没有达成交易, 那么,双方谈判者就不得不执行他们的BATNA了。

251 1)Time Pressure and Deadlines
A final deadline is a fixed point in time that ends the negotiations. The rate of concessions made by negotiators increases as negotiators approach final deadlines.

252 1)Time Pressure and Deadlines
1)时间压力和最后期限 最后期限(Deadlines): 是标明谈判结束的一个时间上的固定点。 随着最后期限的临近, 谈判者做出让步的比例不断提高。

253 However, because deadlines restrict the length of the
negotiation for all parties, they place all parties under pressure. One person’s final deadline is also the other’s final deadline. However, when negotiators keep their deadlines secret, the result it that they rush to get a deal before the deadline, where as their opponents. Who expect longer negotiations, concede at a more leisurely pace.

254 然而, 因为最后期限限制了所有各方谈判时间的长短, 所以它们实际上使各方都处于压力之下。 一个人的最后期限也是另一个人的最后期限。 然而,当谈判者对其最后期限信息保守秘密时,结果 就是他们可能在最后期限之前匆匆达成交易,而他们的对 手则可能期待更长的谈判,让节奏更慢些。

255 The reason why negotiators so often incorrectly predict the
consequences of final deadlines in negotiation has to do with the more general psychological tendency to focus egocentrically on the self when making comparisons or predictions. Negotiators focus on the deadline’s effect on themselves more than its effect on their negotiating partners.

256 谈判者对谈判最后期限的后果做出错误预测的频率如
此之高,其原因就在于他们在作比较或预测的时候,都有 从自我私利的角度集中关注自我利益的普遍心理倾向。 谈判者 更注重最后期限对他们自己的影响, 而较少注意最后期限对其谈判对手的影响。

257 The same tendency leads people to predict they will be
above average on simple tasks and below average on difficult tasks.

258 同样的倾向也使人们在预测任务时, 估计自己完成简单任务的能力高于平均水平; 面对艰难任务, 则会预测自己的能力低于平均水平。

259 2)Time-Related Costs Setting a final deadline on the negotiations can be helpful, especially if the passage of time is particularly costly to you.

260 2)Time-Related Costs 2)时间相关成本 给谈判设定一个最后期限 可能很有帮助。 尤其是当时间的流逝对于你来说代价巨大的时候。

261 3)Time Horizon Another time-related question concerns what Okhuysen and colleagues refer to as the time horizon – the amount of time between the negotiation and the consequences or realization of negotiated agreements. As a general principle, the longer the temporal distance between the act of negotiation and the consequences of negotiated agreements, the better the agreement.

262 3)Time Horizon 3)时间范围 另一个与时间有关的问题是被奥库森(Okhuysen)和 他的同事们称作时间范围。 时间范围(time horizon): 即谈判结局或达成协议之间的时间长度。 时间跨度越长,谈判者就会越做出皆大欢喜的行为。 一般来说,时间范围越大,协议质量就越高。

263 3.3.5 Forms of Negotiations 1) Are Contracts Official or Unofficial? 2) Where Do the Negotiations Take Place? 3) Are Negotiations Public or Private? 4) Is Third-Party Intervention a Possibility? 5) What Convention Guide the Process of Negotiation (Such as Who Makes the First Offer)? 6) Do Negotiations Involve More Than One Offer? 7) Do Negotiators Communicate Explicitly or Tacitly? 8) Is There A Power Differential Between Parties? 9) Is Precedent Important?

264 Forms of Negotiations 3.3.5 谈判形式 1)合同是正式的还是非正式的? 2)谈判在哪里进行? 3)谈判是公开的,还是秘密进行的? 4)有可能有第三方调解吗? 5)按什么规矩引导谈判(如谁先出价)呢? 6)谈判包含的报价不止一个吗? 7)谈判沟通是清楚的,还是心照不宣的? ? 8)各方存在权势差异吗? 9)先例重要吗?

265 1)Are Contracts Official or Unofficial?
Many negotiation situations, such as the purchase of a house or a job offer, involve official contracts that legally obligate parties to follow through with stated promises. However, in several negotiation situations of equal or greater importance, negotiators are conducted through a handshake or other forms of informal agreements.

266 1)Are Contracts Official or Unofficial?
1)合同是正式的还是非正式的? 诸如购房或工作机会之类的许多谈判形式 都会涉及到正式的合同, 他们从法律上强制各方遵守所作出的承诺。 然而,在一些同样重要或者更重要的谈判形势下, 谈判是通过一次握手或其他形式的 非正式协议达成的。

267 Considerable cultural variation surrounds the teams of
what social symbols constitute agreement (handshakes versus taking tea together), as well as which situations are treated officially or unofficially. Awkwardness can result when one party approaches the situations from a formal stance and the other treats it informally.

268 什么样的社交信号可以构成协议 (是握手,还是一起喝茶), 以及哪些情况可以被视为正事或非正式的, 人们在确定这些问题的条件方面 存在相当大的文化差异。 一方正式,另一方非正式,会很尴尬。

269 2)Where Do the Negotiations Take Place?
Common wisdom holds that it is to one’s advantage to negotiate on one’s own turf, as opposed to that of the other side. So important is this perception that great preparation and expense are undertaken to find neutral ground for important negotiations.

270 2)Where Do the Negotiations Take Place?
2)谈判在哪里进行? 一般观点认为: 相对于在对方的地盘进行谈判, 在自己的地盘谈判更有利。 这种认知很重要, 需要人们进行大量的准备工作, 并承担大量的费用, 去寻找一个中立的地点进行重要的谈判。

271 3)Are Negotiations Public or Private?
In many areas, the negotiation dance takes place in the public eye. In other negotiation situations, negotiations occur privately.

272 3)Are Negotiations Public or Private?
3)谈判是公开的,还是秘密进行的? 在许多领域中, 谈判之舞是在公众的眼球下进行的。 而在另一些谈判形势下, 谈判是秘密进行的。

273 One of unique aspects of sports negotiations is that they
take place in a fishbowl atmosphere, with fans and the media observing every move at the bargaining table. This kind of attention can lead to a media circus, with owners and players projecting their opinions on issues and events.

274 体育谈判领域有一个独特之处, 就是它们都是在完全公开的气氛下发生的。 体育迷和媒体 密切关注着谈判桌上的每一个动向。 这种注意力会导致媒体对老板和队员关于问题和事件 的不同看法进行大肆渲染。

275 4)Is Third-Party Intervention a Possibility?
In many negotiation situation, third-party intervention is commonplace (and even expected). Most commonly, third-party intervention takes the form of mediation or arbitration. However, in other areas, third intervention is unheard of. In other situations, it is less common to involve third parties.

276 4)Is Third-Party Intervention a Possibility?
4)可能有第三方调解吗? 在许多谈判中,第三方调解很常见(甚至是期待的)。 最普遍的是, 第三方调解以调停或仲裁的形式出现。 然而,在有些领域, 第三方调解是闻所未闻的。 还有一些情形, 并不经常涉及第三方。

277 5)What Convention Guide the Process of Negotiation
(Such as Who Makes the First Offer) ? In many negotiations, people have complete freedom of process. However, in other negotiations, strong conventions and norms dictate how the process of negotiation unfolds. However, marked differences characterize the process across the country, with some home negotiations being conducted via spoken word and some via official contract.

278 5)What Convention Guide the Process of
Negotiation (Such as Who Makes the First Offer) ? 5)什么规则引导谈判(如谁先出价)呢? 在许多谈判中,人们可以完全自由地安排谈判过程。 但在有的谈判中,有严格规矩和规范控制谈判进程。 然而,全国各地的谈判过程存在相当大的差异, 一些家庭谈判以口头形式进行, 而有些则是以正式的契约形式进行。

279 6)Do Negotiations Involve More Than One Offer?
In some situations, it is typical to go back and forth several times before a mutually agreeable deal is struck. In other situations, this type of dealing is considered unacceptable.

280 6)Do Negotiations Involve More Than One Offer?
6)谈判包含的报价不止一个吗? 在有些情况下, 在双方都接受的交易达成之前, 来来回回进行几次报价的情形是经常发生的。 而在另一些情况下, 这样的交易过程是不被接受的。

281 In the real estate world, for example,
buyers and seller expect to negotiate. These same people, however, would not dream of negotiation in an upscale department store. As another example, The opponent later told him there was no way he was going to accept the first offer made – no matter what it was.

282 例如, 在房地产行业里, 买主和卖主都预期要进行谈判。 然而,他们却绝不会在百货店里进行谈判。 在另一个例子中, 对手告诉他: 无论第一次报价是多少, 一般都不接受第一次报价。

283 7)Do Negotiators Communicate Explicitly or Tacitly?
In a typical buyer-seller negotiation or employment negotiation, negotiators communicate explicitly with one another. However, in other situations, communication is not explicit but tacit, and people communicate through their actions. This issues so important that we devote an entire chapter to it.

284 7)Do Negotiators Communicate Explicitly or Tacitly?
7)谈判沟通是清楚明晰的,还是心照不宣的? 在典型的买卖谈判或雇佣谈判中, 谈判者相互之间的沟通是清清楚楚的进行的。 然而,在另一些情况下, 沟通却是心照不宣的, 人们通过自己的行为进行交流。 这一话题非常重要,我们将用一章篇幅进行讲述。

285 8)Is There A Power Differential Between Parties?
Technically, negotiation occurs between people who are interdependent, meaning the actions of one party affect those of the other party, and vice versa. If one person has complete authority over another and is not affected by the actions of others, then negotiation cannot occur.

286 8)Is There A Power Differential Between Parties?
8)各方存在权势差异吗? 从技术层面上讲,谈判会发生在相互依赖的人们之 间,即意味着一方的行动会影响到另一方。 反之,亦然。 如果一个人对另一个人具有绝对的权威, 并且不会被另一个人的行为所影响的话, 就不会发生谈判。

287 However, it is often the case that low-power people can
affect the outcomes of high-power others. This topic is so important that we devote an entire chapter to power and influence in this course.

288 然而,通常的情况是, 权势低的人会影响权势高的人的成果。 各方之间是否存在权势的差异, 会对谈判的性质产生强有力的影响。 本课将用一章内容来陈述权势的差异及其影响。

289 9)Is Precedent Important?
In many negotiation situations, precedent is important, not only in anchoring negotiations on a particular point of reference but also in defining the range of alternatives. Often the major argument negotiators must confront when attempting to negotiate.

290 9)Is Precedent Important?
9)先例重要吗? 在许多谈判中,先例很重要, 不仅定位了谈判的特定参考点, 而且界定了选择方案的范围。 通常,当谈判者试图为自己的利益进行谈判时,他所 必须面对的主要争论点, 就是对方主张他必须遵循先例。

291 In a sense, the negotiator fears that making a decision in one
case will set him or her up for future negotiations. Of course, most precedent allow for a great deal of interpretation on the part of the precedent follower and the person attempting to challenge the precedent. Oftentimes, negotiators will invoke precedent as a way of cutting off negotiations.

292 从某种意义上讲, 谈判者害怕在一个案例中做出决策 会使他在将来的谈判中受到限制。 通常情况下, 谈判者会借助先例作为中断谈判的一个途径。


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