国际商务谈判(第8章)-e 25页

InternationalBusinessNegotiationPartIIIArts ArtsofnegotiationChapter8:PsychologicalfundamentalsChapter9:CommunicationskillsChapter10:Globalnegotiation Chapter8Psychologicalfundamentals Chapter8PsychologyofnegotiationNegotiatingPowerPersonalityandNegotiationstylesPsychologicalfrustrationinanegotiationTraitsleadingtoasuccessfulnegotiation NegotiatingPowerandRelatedFactorsMotivationDependenceSubstitutes MotivationDesiresandincentivesforgaininginterestsandstakes.A’smotivation↑,A’spower↓.Motivationcanbestimulatedby:Offeringinducementstotheotherpartyortotheother’ssupporters;Demonstratingattractivenessoftheoptions;Gettingexternalthirdpartiestoendorseyourinducements;Placingatimelimitontheavailabilityofyouroffer. DependenceAconstantandregularneedthatsomeonehasforsomethinginordertobeabletosurviveoroperateproperly.A’dependenceontheotherparty↑,A’spower↓Howtoincreasetheother’sdependenceonourselves?Reducing,delayingorwithholdingservicesorresourcesBlockingtheotherparty’sabilitytoworkontheirownIsolatingtheotherpartyConvincingtheotherpartytogiveup SubstitutesAlternativesonepartycanexploreinsteadofthethingsandmoveonepartytakestoreduceitsdependenceontheotherparty.A’ssubstitute↑,A’spower↑.One’schancesofgainingsubstitutesincreaseinthecaseof:Havingalternativestoallowoperatingwithouttheotherparty;beingabletoabsorbtheescalatingcostofconflict;Beingabletouseexpertcounseltogainaccesstoalternatives. InterpersonalConflictHandlingStyles:PersonalityandNegotiationStyleAvoidingStyleUnassertiveanduncooperativeForcingStyleAssertiveanduncooperativeAccommodatingStyleUnassertiveandcooperativeCollaboratingStyleAssertiveandcooperativeCompromisingStyleIntermediatelevelofassertiveandcooperativebehaviors ACmodelcooperativenessAssertivenessLowHighHighcompromisingAvoidingForcingCollaboratingAccommodatingMedLowMed PersonalstylesVSNegotiationmodes(I)ForcingCollabora-tingCompromi-singAvoidingAccommo-datingApproachPressowngoalsGetbothconcernoutWorkonafewitemsPostpone,delayAskforother’sviewsAttitudestowardsissuesMeritsofownpositionIdentifyissuesStayinstartedboundsKeepsilent,withdrawAcceptother’sgoals PersonalstylesVSNegotiationmodes(II)ForcingCollabora-tingCompromi-singAvoidingAccommo-datingInforma-tionExaggerateShareinformationLookfortradesBeirrelevantBetentative,modestConditionDemandBuildcommonalitiesGivesometogetsomeIndefiniteNeverpressownideas PersonalstylesVSNegotiationmodes(III)ForcingCollabora-tingCompromi-singAvoidingAccommo-datingDifferenceOverrideother’sviewsWorkoutdifferencesSplitdifferencesChangethetopicconcedeStrategyThreatenCreatenewoptionsStaycalmHandofftoanotherStressoncommunication PersonalstylesVSNegotiationmodes(IV)ForcingCollabora-tingCompromi-singAvoidingAccommo-datingSolutiontodifficultyUsesubterfugeSeekjointsatisfactionBeprofessionalClaimlimitedauthorityAvoidhurtingfeelingsRelationExploitvulnerabilityTrusttheotherpartyModeratelytrustStraddleSeekharmony PersonalstylesVSNegotiationmodes(V)ForcingCollabora-tingCompromi-singAvoidingAccommo-datingTimeTimepressureGivetimeneededSeekmiddlegroundDiscussaminoritemAvoidrejectionRequestLittleconcernforothersHighmutualconcernHalfbeatsnothingPassiveresist;YesbutOthermustbesatisfiedAssist-anceGivenohelpAskandgivehelpGivemodesthelpClaimneedtoconsultBeveryhappytoofferhelp WhenShouldtheForcingStyleBeUsedtoHandleInterpersonalConflicts?EmergenciesrequiringquickactionUnpopularactionsmustbetakenforlong-termorganizationaleffectivenessandsurvivalSelf-protectiveactionisneeded WhenShouldtheCollaboratingStyleBeUsedtoHandleInterpersonalConflicts?HighlevelofcooperationisneededSufficientparityexistsinpowerofconflictingpartiesPotentialformutualbenefits,especiallyoverlongrunSufficientorganizationalsupporttotakethetimeandenergyforcollaboration WhenShouldtheCompromisingStyleBeUsedtoHandleInterpersonalConflicts?Agreementenableseachpartytobebetteroff,oratleastnotworseoff,thanwithoutanagreementAchievingatotalwin–winagreementisnotpossibleConflictinggoalsblockagreementononeperson’sproposal WhenShouldtheAvoidingStyleBeUsedtoHandleInterpersonalConflicts?TheissueisofminororpassingimportanceInsufficientinformationtoeffectivelydealwiththeconflictLowpowerrelativetotheotherpartyOtherscanmoreeffectivelyresolvetheconflict WhenShouldtheAccommodatingStyleBeUsedtoHandleInterpersonalConflicts?NeedtodefuseapotentiallyexplosiveemotionalconflictsituationShort-runneedtokeepharmonyandavoiddisruptionConflictisprimarilybasedonpersonalityandcannotbeeasilyresolved PsychologicalFrustrationAstateofbeingdisappointed,anxious,nervous,defeated,andresentfulduetothefailureofachievingthegoal.Asenseofsubjectiveperspective,sometimesnotbeingdefeatedinfact.Causedby:Knowledge,experiences,ability,EQandIQ.Target,complexityofthecircumstances. FrustrationInventoryWhohasexperiencedafrustration(problem,issue,scrape,misunderstanding,etc)inthelastmonth?Howdidyourespond?Whatwasyour“frustrationresponsivestrategy?” ResponsiveOptionstoFrustrationAvoidanceCapitulationStubbornAttackingRestlessColdandunconcernedSuppressionAccommodationConfrontation/Problemsolving TraitsofAGreatNegotiatorEmpathyResponsibilityRespectFlexibilityPersonalIntegritySenseofHumorFairnessDisciplinePatienceStamina