definition of negotiation谈判的定义.doc

Definition of Negotiation 谈判的定义Negotiating is part of everyday life. You negotiate far more than you realize. In a business or an administrative position, you do so when you’re dependent upon others for getting your ideas accepted, your goals accomplished or your problems solved. You also negotiate on how tasks, rights and responsibilities, resources and risks, and monetary gains and losses should be assigned or divided up.Negotiation is a cooperative undertaking, in which you and the opposing party attempt constructively to find solutions that satisfy both your needs. Successful cooperation results in solutions that are more cost-effective and involve less risk. The needs of others and the needs of the environment are more likely to be given consideration. Negotiator of Two Extremes 两种极端的谈判者We not only negotiate to solve problems, but also how to divide up responsibilities and work, as well as the distribution of costs, risks, profits and gains. Accomplishing this successfully places special demands on you as a negotiator. You need to be businesslike. This requires your finding a happy balance between two extreme behaviors, that of being na’i’ve, and that of being greedy.A na’i’ve negotiator gives away too many advantages and too much potential profit. He accepts too much of the work and responsibility, and too many of the risks. Thus, a na’i’ve negotiator is expensive for the organization. He is easily taken advantage of. Even the parties he negotiates for many have little trust in him.A greedy negotiator wants to get everything without being willing to give. He is unable to accept the idea of the other party gaining anything. He wants to threat the other party and defeat it. A greedy negotiator is also expensive for the organization. No one wants to deal with him. People avoid him if they can. Those he has victimized are likely to seek revenge. A greedy negotiator, just like the na’i’ve one, fails to gain trust and support.Dynamics of Negotiation 谈判的潜在力量　　The negotiation process is about power, ego, and saving face.Power: At the core, every negotiation is a power struggle, no matter how small. It is one side’s attempt at primacy over the other side’s point of view or position. And, no one ever wants to feel powerless. Even police hostage negotiators know as a first tactic to create the illusion of power or control in the mind of the hostage-taker. If he feels powerless, the situation could erupt. The same is true in even more calm surroundings. In a broad sense, people have power when they have the ability to bring about outcomes they desire or the ability to get things done the way they want them to be done. However, a person could also be described asshavingsinfluence, being persuasive, or being a leader. Ego: Ego also drives many negotiations and lies at the heart of many disputes. Negotiators of all shapes, and sizes, and levels of sophistication have enormous amounts of ego invested in their proposals. Also, people like winning, however they might define it. To lose is a blow to the ego, and no one wants that. Negotiations grow more difficult the more the negotiators are owed to their proposals, to their way of seeing the world.Saving Face: Also tied up in ego and power is the concept of saving face. No one wants be taken advantage of at the end of the day, both parties must be able to save face. The more high-level the dispute, the harder this is, which is one reason why mediators attempt to institute“media blackouts”in very public cases. The greatest decisions are made when no more than two people are in a room. Even mediators must sometimes clear out and let the parties talk directly to one another, because they’ve been busy posturing for the mediator as well. They need to save face even with the mediator.As a negotiator, it is very easy to become caught up in your own point of views and to grow increasingly averse to the point of views of your counterpart. This is natural because you are an advocate after all. In difficult or prolonged negotiationsswherespersonalities clash, it is easy for each negotiator to want unconditional surrender from the other. However, the best negotiators understand that it is their job to make sure their counterpart saves face. You need to give your counterpart a“back door,”a way out, a way to claim even partial victory. If you do, it makes it easier to reach a deal on your terms, which, presumably, is your goal.　Key Elements of Negotiation 谈判的关键要素TrustMany researchers have explored trust in negotiation. As one might expect, the research has generally shown that higher levels of trust make negotiation easier, while lower levels of trust make negotiation more difficult. Similarly, integrative processes tend to increase trust, while more competitive processes are likely to decrease trust.There is a three-stage developmental mode of trust: calculus-based trust, knowledge-based trust, and identify-cationbased trust.Calculus-based Trust. Calculus-based trust ha。