列维奇 商务谈判第8版英文教师手册IMChap18Lewicki8eWord文件下载.docx
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列维奇 商务谈判第8版英文教师手册IMChap18Lewicki8eWord文件下载.docx
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∙Webeginbydiscussinghowtomanagetheshadownegotiationandsocialcontract.
∙Next,weturntoadiscussionofhowtorespondtotheotherparty’sharddistributivetactics
∙Followedbyadiscussionoftheoptionsavailabletonegotiatorsfacedwithanotherpartywhoisirrationalorhasmorepower
∙Wethenexaminehowtorespondtoultimatumsanddiscusspossibletacticstousewhendealingwithangryandgenerallydifficultnegotiators.
∙Next,wediscusshowtomanagedifficultconversations.
∙Weclosethechapterwithadiscussionof“duplicitousnegotiations,”situationsinwhichtheotherpartyappearstobenegotiatingbut,infact,hasnodesiretoreachanagreement.
LearningObjectives
1.Understandhowtomanagethesocialcontract.
2.Considerhowtorespondwhentheotherpartyrespondsdistributively,hasmorepower,orpresentsyouwithanultimatum.
3.Learndifferentapproachesanegotiatorcanusewhendealingwithdifficultpeople.
ChapterOutline
I.ManagingtheShadowNegotiationandSocialContract
A.PowerMoves
B.ProcessMoves
C.AppreciativeMoves
II.RespondingtotheOtherSide’sHardDistributiveTactics
A.CallThemonIt
B.IgnoreThem
C.RespondinKind
D.OffertoChangetoMoreProductiveMethods
III.RespondingtoIrrationality
IV.RespondingWhentheOtherSideHasMorePower
V.TheSpecialProblemofHandlingUltimatums
VI.RespondingtoAnger
VII.RespondingWhentheOtherSideIsBeingDifficult
A.Ury’sBreakthroughApproach
B.RespondingtoDifficultPeople
C.HavingConversationswithDifficultPeople
VIII.DuplicitousNegotiations
IX.ChapterSummary
I.ManagingtheShadowNegotiationandSocialContract
∙Managingtheshadownegotiationandsocialcontractisfundamentallyconcernedwithdeterminingwhatgroundthenegotiationisgoingtocoverandhowthenegotiatorsaregoingtoworktogether.
oTheshadownegotiationoccursinparallelwiththesubstantivenegotiationandisconcernedwithhowthenegotiationwillproceed.
oTheresultofthisongoingshadownegotiationisasocialcontractregardinghowthenegotiationwillproceed,whohasinfluenceandpower,andwhattheboundariesofthenegotiationare.
∙Thesocialcontractandshadownegotiationareconcernedwithwhatthenegotiationisaboutandhowdecisionsaremade.
oNegotiatorsneedtodiscussthisandworktocreatealignmentinthesocialcontract.
oAlignmentcanoccurbyconvincingtheotherpartytoagreetoyourview,changingyourexpectationtomatchtheirs,orreachingagreementabouttheparametersofthesocialcontract.
oThesocialcontractshouldbediscussedandnegotiated,notassumed.
∙Negotiatorsshouldconsidertheshadownegotiationcarefullybeforemeetingwiththeotherpartysotheyareclearintheirownmindsthescopeofthenegotiationandhowtheywouldideallyliketoworkwiththeotherparty.
oNegotiatorsignoreshadownegotiationsattheirperilasunaddressedissuesmayleadtoimpasse.
oThreestrategiclevershelppeoplenavigatetheshadownegotiation:
powermoves,processmoves,andappreciativemoves–seeBox18.1foranexample.
A.PowerMoves
∙Powermovesaredesignedtobringreluctantbargainersbacktothetable.
oTherearethreekindsofpowermoves:
▪Incentivesdrawtheattentionoftheotherpartytotheimportanceofthenegotiationandhelpthemrecognizetheywillbenefitfromnegotiation.
▪Pressuretacticsforcetheotherpartytorealizethatthestatusquoisunacceptableandmakethecostsofnotnegotiatingveryexplicit.
▪Finally,enlistingthesupportofalliescanhelptheotherpartyseetheadvantageofnegotiating.
B.ProcessMoves
∙Processmovesaredesignedtoalterthenegotiationprocessitselfthroughadjustmentstotheagenda,sequencing,decisionrules,andthelike.
oForexample,acompetitivemindsetmayfavorthosewhospeakloudestorlongest,orwholikebluffingandgamesmanship.
oAnegotiatoruncomfortablewiththisdynamiccantrytoreframetheprocess,forexample,byredefiningsomethingthatwasacompetitionoverresourcesintoacollaborativegroupallocationdecisionbasedonneed.
C.AppreciativeMoves
∙Appreciativemovesaredesignedtobreakcyclesofcontentiousnessthatmayhaveledtodeterioratingcommunication,acrimony,orevensilence.
oExamplesaretacticsthat
▪helptheotherpartysavefaceinanargument
▪maintaindialogueandinformationexchangeinthefaceofpressuretodisengage
▪invitenewperspectivesintothediscussiontotrytobreakalogjamorreverseaskidtowardstalemate
D.SectionSummary
∙Theconceptsoftheshadownegotiationandsocialcontractarecompellingwaystothinkabouttheoftenhiddenyetcrucialprocessesthatoccurinnegotiationalongsidehagglingoverpositionsandarrivingatagreements.
∙Negotiatorswhowanttoshifttoamorecollaborativeprocessshouldactivelymanagetheshadownegotiationandsocialcontract.
I.RespondingtotheOtherSide’sHardDistributiveTactics
∙Byhardtactics,wemeanthedistributivetacticsthattheotherpartyusesinanegotiationtoputpressureonnegotiatorstodosomethingthatisnotintheirbestinterest.
oAsapartymanaginganegotiationmismatch,youcanrespondtothesetacticsinthefollowingways:
callthemonit,ignorethem,respondinkind,oroffertochangetomoreproductivemethods.
∙Negotiatorsshouldtelltheotherpartytheyareawareofwhattheyaredoingbyidentifyingthetacticandraisingittothelevelofopendiscussion.
oShouldbedonetactfullybutfirmly.
oDiscussingthetacticisagoodfirststeptoconvertingnegotiatorstomorewin-winnegotiating.
∙Atacticignoredisessentiallyatacticdefeated.
oUnfortunately,somebargainerscontinueevenafteryouignoretheirtactics,itmaynotbeenoughtogivethemthemessageamorecollaborativeapproachispossible.
oBox18.2presentsseveralresponsesfromahardbargainingsalescontextthatignorebuyers’aggressivebargainingtacticswhilerefocusingthenegotiationonthesellers’valueproposition.
∙Whileappropriatesometimes,respondinginkindescalatestheconflictandisnotconsistentwiththegoalofconvertingtheothertoamorecollaborativeapproach.
∙Oneresearchstudyofferstheadviceofrecognizingthetactic,explicitlyraisingtheissue,andquestioningthetactic’slegitimacyanddesirability–negotiateoverit.
oThelogicofthisadviceliesintheassumptionthatoncetheaggressivenegotiatorunderstandsthat
▪theirbehaviorisunderstood,and
▪continuingthisbehaviorwillentailcertaincoststheywill(hopefully)respondtoasuggestionforamoreintegrativeexchange.
∙Theauthorsrecommendthatnegotiatorswhoaretryingtoconverttheotherpartyfromusingharddistributivetacticstoamorecollaborativeapproachshouldrespondbycallingtheotheronthetacticsandofferingtochangetomoreproductivemethodsifthedistributivebargainerpersists.
∙Ignoringthetacticsmayworkforawhile,butrespondinginkindisnotlikelytobehelpfulinthissituation.
∙Oneofthemorechallengingnegotiationsituationsoccurswhentheotherpartyappearstobecompletelyirrational.
oThekeytomanagingthissituationistounderstandwhy.
oNegotiatorsmayactirrationallyasahardbargainingtactic,butthereareotherreasonstheymayappearirrational.
oOnestudysuggeststhreereasonsthatnegotiatorsmayseemirrational.
▪Theyareuninformed.
▪Theyhavehiddenconstraints.
▪Theyhavehiddeninterests.
∙Researchersfromthesamestudycautionagainstlabelingnegotiatorsasirrationalbecausetypicallytheyarenotandthelabeldoesnothelpthenegotiationprocess.
oWhentheytrulyareirrational,seriouslyconsiderusingyourBATNA,imposingasolutionifyouhavethepower,orseekingassistanceofathirdparty.
∙Powerimbalancesinnegotiationcanrepresentcleardangerstothesatisfactionofthebothpartiesandtothecollaborativeprocess.
oFirst,high-powerpartiestendtopaylittleheedtotheneedsoflow-powerparties,whoeitherdon’tgettheirneedsmetorusedisruptive,attention-gettingtacticsthatmakecollaborationverydifficult.
oSecond,low-powerpartiesarenotusuallyinapositiontotriggerandadvanceanintegrativeprocessastheyhavelesstogive.
∙Negotiatorsshouldconsider
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