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1、国际商务谈判罗伊列维奇。原版课件,第一章PPTMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.The Titles 1.A Few Words about Our Style&Approach.2.Joe and Sue Carter.3.Characteristics of a Negotiation Situation.4.Interdependence.5.Mutual Adjustment.6.Value Claiming and Value Creation.7.Conflict.8.
2、Effective Conflict Management.9.Overview of the whole book&Chapter Summary.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.McG
3、raw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.4.InterdependenceWhen the parties depend on each other to achieve their own preferred outcome they are interdependent.Most relationships between parties may be characterized in one of three ways:independent,dependent,or interdepe
4、ndent.Note that having interdependent goals do not mean that everyone wants or needs exactly the same thingTypes of interdependence affect outcomes.Alternatives shape interdependence.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.5.Mutual AdjustmentMutual adjustment and co
5、ncession making.When one party agrees to make a change in his or her position,a concession has been made.Concessions restrict the range of options,with which a solution or agreement will be reached;when a party makes a concession,the bargaining range is further constrained.Two dilemmas in mutual adj
6、ustment.First,the dilemma of honesty,concerns how much of the truth to tell?Second,the dilemma of trust,how much should the negotiators believe what the other party tells them?McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.6.Value Claiming and Value Creation -1Identify two
7、 types of interdependent situations zero-sum and non-zero-sum.The structure of interdependence shapes the strategies and tactics that negotiators employ.In distributive situations negotiators are motivated to win the competition and beat the other party to gain the largest piece of the fixed resourc
8、e that they can.In integrative situations the negotiators should employ win-win strategies and tactics.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Unfortunately,most actual negotiations are combination of claiming and creating value processes.The implications for this a
9、re significant:(1)Negotiators must be able to recognize situations that require more of one approach than the other.(2)Negotiators must be versatile in their comfort and use of both major strategic approaches.(3)Negotiator perceptions of situations tend to be biased toward seeing problems as more di
10、stributive/competitive than they really are.6.Value Claiming and Value Creation -2McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.Value may be created in numerous ways,and the heart of process lies in exploiting the differences that exist between the negotiators.The key dif
11、ferences among negotiators include these:(1)Differences in interests.(2)Differences in judgments about the future.(3)Differences in risk tolerance.(4)Differences in time preference.6.Value Claiming and Value Creation -3McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.7.Confl
12、ictA potential consequence of interdependent relationships is conflict.Conflict can result from the strongly divergent needs of the two parties of from misperception and misunderstanding.Conflict can occur when two parties are working toward the same goal and generally want the same outcome or when
13、both parties want very different outcomes.Regardless of the cause of the conflict,negotiation can play an important role in resolving it effectively.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.7.1 DefinitionsConflict may be defined as a“sharp disagreement or opposition,
14、as of interest,ideas,etc”,and includes“the perceived divergence of interest,or belief that the parties current aspirations cannot be achieved simultaneously”.Conflict results from“the interaction of interdependent people who perceived incompatible goals and interference from each other in achieving
15、those goals.”McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.7.2 Levels of ConflictFour levels of conflict are commonly identified:Intrapersonal or intrapsychic conflict.Interpersonal conflict.Intragroup conflict.Intergroup conflict.McGraw-Hill/Irwin 2004 The McGraw-Hill Co
16、mpanies,Inc.,All Rights Reserved.7.3 Function and Dysfunctions of ConflictElements that contribute to conflicts destructive image:(1)Competitive,win-lose goals.(2)Misperception and bias.(3)Emotionality.(4)Decreased communication.(5)Blurred issues.(6)Rigid commitments.(7)Magnified differences and min
17、imized similarities.(8)Escalation of conflict.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.7.4 Factors that Make Conflict Easy or Difficult to ManageFigure 1.2 presents a conflict diagnostic model.This model offers some useful dimensions for analyzing ay dispute and dete
18、rmine how easy or difficult it will be to resolve.Conflicts with more of the characteristics in the“difficult to resolve”column will be harder to settle,while those that have more characteristics in the“easy to resolve”column will be settled quicker.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,I
19、nc.,All Rights Reserved.8.Effective Conflict ManagementFigure 1.3 The dual concerns model YieldingProblem solving(compromising)InactionContendingConcern about own outcomesConcern about others outcomesMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.,All Rights Reserved.8.Chapter SummaryIn this c
20、hapter,we have set the groundwork for a thorough and detailed examination of the negotiation process.We used examples to introduce the variety of negotiations that occur daily and to discuss how we present material in this book.We turned to the extended example of a day in life of Joe and Sue and showed how negotiations permeate daily experience.We also use this example to help define the key parameters of a negotiation situation.And we explore four key elements of the negotiation process.此此课件下件下载可自行可自行编辑修改，修改，仅供参考！供参考！感感谢您的支持，我您的支持，我们努力做得更好！努力做得更好！谢谢!