谈判与冲突管理t .ppt

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1、NEGOTIATIONSANDCONFLICTMANAGEMENTXUELIWANGSCHOOLOFECONOMICSANDMANAGEMENTTSINGHUAUNIVERSITYNegotiationNegotiation:aninterpersonaldecision-makingprocessbywhichtwoormorepeopleagreehowtoallocatescarceresources.Whyoccurtocreatesomethingnewthatneitherpartycoulddoonhisorherownt

2、oresolveaproblemordisputebetweenthepartiesManagerisnegotiatorDynamicnatureofbusinessInterdependenceCompetitionInformationageDiversityCharacteristicsofnegotiationTwoormorepartiesconflictofinterestbetweentwoormorepartiesvoluntaryprocessandastrategypursuedbychoicenofixedore

3、stablishedsetofrulesorprefertoinventtheirowngiveandtakebothintangiblesandtangiblesareconcernedNatureofNegotiation---InterdependenceMutualdependency(goal)andmutualadjustment(process)ActualstructureofinterdependenceVs.perceivedinterdependenceDilemmainnegotiationdilemmaofho

4、nestydilemmaoftrustBuildingtrust(effortsontheperceptionoftheoutcomeandeffortsontheprocess)ThemajorsinsofnegotiationLeavingmoneyonthetableSettlingfortoolittleWalkingawayfromthetableSettlingfortermsthatareworsethanyouralternativeMythsaboutnegotiatorsGoodnegotiatorsarebornE

5、xperienceisagreatteacherGoodnegotiatorstakerisksGoodnegotiatorsrelyonintuitionSometermsusedinN&CBATNA:(BestAlternativetoaNegotiatedAgreement)determinesthepointatwhichanegotiatorispreparedtowalkawayfromthenegotiationtableoryourfallbackposition.PositionVsInterest:aposition

6、iswhatyousayyouwantormusthave.Whileaninterestiswhyyouwantwhatyouwant.Positionalbargainingisusuallydistributive------andmaybeinefficientinthesensethatvaluemaybeleftonthetableatthetimeofsettlementbecauseeachpartydidnotknowwhattheotherreallywanted---butitmayhelponepartygain

7、moreshort-termprofit.Interest-basedbargainingaddsintegrativepotential.SometermsusedinN&CReservationpoint:thepointatwhichtheBATNAbecomespreferabletostartingorcontinuinganegotiation.Targetpoint:yourobjectiveAskingofferandcounteroffer:thestartofthenegotiationBargainingRange

8、:thedistancebetweenthereservationpointsoftheparties.PreparationworksheetfornegotiationSelf-assessmentAs