利益谈判

Negotiation谈判1.什么是谈判？2.谈判包含哪些内涵？3.谈判的原理是什么？4.谈判涉及到哪些基本概念？5.形成谈判的条件是什么？I.谈判的定义—LeighL.ThompsonKelloggSchoolofMgt.NorthwesterUniversity定义（Definition）:谈判是一个两人或两人以上就如何分配稀少资源达成一致的决策过程。Negotiationisadecision-makingprocessbywhichtwoormorepeopleagreehowtoallocatescarceresources.II.谈判的三点内涵三点内涵：1判断（judgment）做决策之前必须作出判断2.交往（interdependence）两人或两人以上才存在交往3.合作（cooperation）达成一致必须通过合作打不倒你才交朋友！III.谈判的原理3.1判断基于需求驱动Judgment--basedonNeeds3.2交往基于有效沟通Interdependence--basedonCommunication3.3合作基于相互理解Cooperation--basedonMutualUnderstandingIV.谈判涉及的基本概念4.1需要（needs)4.2利益(interests)4.3冲突(conflicts)4.1需要需要是人对客观事物的某种欲望，它是谈判的内在驱动力。马斯洛（Maslow）划分的五个层次：Physiologicalneeds生理需要Securityorsafety保障或安全需要Affiliationoracceptance归属需要Esteemorstatus尊重需要Self-actualization自我实现需要4.2利益利益是需要的体现，获得利益是谈判的真实目的。利益(interests)不同于立场(positions)。在谈判中，立场往往是公开的，利益往往是隐蔽的。获得最高的报价不等于得到最大利益（如：不能及时付款）。成功的谈判不是坚持立场，而是获得利益。4.3.冲突冲突人们是对不同利益的感知（perception).Conflictistheperceptionofdifferencesofinterestsamongpeople.冲突本身并无好坏之分。正确分析冲突有利于：1.促使进行谈判的决心。2.制定谈判计划和策略。3.提高谈判的效率。4.3.1三种冲突1.个人冲突2.人际冲突3.群体冲突Conflictsmayoccurattheintrapersonal,interperonalandintergrouplevel.1.个人冲突个人冲突产生于个体内部。Intrapersonalconflictisconflictthatoccurswithinoneperson.(1)个人冲突类型一：“鱼和熊掌”（两好不可兼得）类型二：“打针或吃药”（两差取其轻）类型三：“清官难发财”（一把双刃剑）(2)人际冲突2:人际冲突人际冲突产生于两人或两人以上。Interpersonalconflictisconflictbetweentwoormorepeople.类型一：观念冲突为公司的利益而行贿，有罪还是无罪？类型二：资源冲突你要提拔张三，我要提拔李四…谁说了算？(3)群体冲突3:群体冲突群体冲突产生于不同类型的大小团体之间。Intergroupconflictsoccurbetweenmembersofdifferentgroupsrepresentingpersonallyrelevantsocial,cultural,orpoliticalcategories.类型一：民族冲突不与日本鬼子做生意！类型二：文化冲突我们不听洋老板的指挥！类型三：价值冲突与狼共舞，我们活得太累！冲突consensusconflict认识冲突ScarceResourcesCompetition资源冲突intrapersonal个人冲突interpersonal人际冲突intergroup群体冲突Conflict冲突对利益冲突的感知真实冲突（realconflict）虚幻冲突（falseconflict）潜在冲突（latentconflict）无冲突（noconflict）V.形成谈判的条件1.感知到利益冲突PerceptionsofConflict2.有沟通的机会CommunicationOpportunities3.有可能解决问题或调和IntermediateSolutionsorCompromises4.有可能互补互利Interdependence18It’snicetoseeyouagainPeter.It’sbeenalongtime.HowarethingsatBiburySystems.Veryinterestingatthemoment.I’vejustheardyou’regoingintopartnershipwitharathergoodJapanesecompany.That’snotexactlytrue…Peter,areyoustilldoingconsultancywork?Yes,Ihaven’tretiredyet!Look,canIgiveyoualiftback?Wehaven’thadachancetochatforalongtime.是否形成谈判的条件？是否感知到有利益和冲突？PerceptionsofConflict是否有沟通的机会？CommunicationOpportunities是否有可能解决问题或调和？IntermediateSolutionsorCompromises是否有可能互补互利？Interdependence21It’sgoodofyoutogivemealift.It’snoproblem.AreyoustilldoingconsultancyworkforJ.KToys.Iwonderedwhyyouaregoingoutofyourwaytogivemealift.Well,areyou?Technicallyno.I’vejustfinished.Butthatworkwasconfidential.Yes,ofcourse.形成谈判的条件CONDITIONSOFNEGOTIATION是否存在需要（needs)？Y/N？Why？是否存在利益(interests)？Y/N？Why？是否存在冲突(conflict)？Y/N？Why？24Youcouldbeworkingforus,youknow,Imightneedaconsultant.Really?Well,perhaps.ImightneedanideaofthebestwaytoreacttoDealerDan.Howdidyougettohearaboutthat?Acustomer.DoyouknowthatDealerDanisverylikeanewtoywehavedeveloped?DealerDancouldhurtusbadly.Idon’twantanysecrets.Idon’twanttocompromiseyou.Ijustwantsomegeneralinformation.Howgeneral?28Thanksforthelift,Clive.YouaresomethingofaspecialistintheFarEast,aren'tyou.Youcouldsaythat.Well,whenthisdealwiththisJapanesecompanyissettled,wemightneedyourhelp.Weshallneedaconsultanttohelpsetthingsup.Ofcourse,thesuccessofBigBossisaveryimportantpartofthedeal.Whenmightthishappen?Thatdepends.Theproductionrunis300,000Andtheadvertisingbudget?Clive,Idon’tknow.Really,Idon’tknow.DidPetertellClivetheadvertisingbudget?Y/N?Why?基于谈判原理的分析1.是否有需求驱动?Judgment--basedonNeeds2.沟通是否有效?Interdependence--basedonCommunication3.是否有相互理解合作?Cooperation--basedonMutualUnderstanding谈判是否成功？