谈判与冲突管理

NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决Negotiationskillsarecriticaltosuccessintoday’sglobalizedworkenvironment.Theories,strategies,andethicsunderlyingnegotiationandpersuasionincontemporaryorganizationsandsocieties.Emphasizestheknowledgeandskillneededforeffectivenegotiationandpersuasion.Alsocoverstheoriesandpracticesofconflictresolutioninorganizations,strategiesforanalyzingandaddressingconflicts,andskillsfordiagnosingandinterveninginconflictsituations.谈判技巧是当今全球工作环境成功的关键。在临时组织和社区中，理论，战略和伦理是谈判和说服力的基础。为了有效地谈判和说服，强调知识和技能也涵盖和组织解决冲突的理论与实践，分析与论述冲突的战略，以及在冲突环境下诊断和介入的技巧。NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决NegotiationFundamentalsPartI谈判基础第I部分NegotiationSubprocessesPartII谈判阶段第II部分NegotiationContextsPartIII谈判过程第III部分NegotiationRemediesPartIV谈判补救第IV部分“NEGOTIATION”ASANEXECUTIVETOOL“谈判”是一种执行工具NegotiationFundamentals谈判基础PartI第I部分Chapter1第1章TheNatureofNegotiation谈判的性质WhenisNegotiationNeeded?什么时候需要谈判？Situationwheretwoormorepartiesmustmakeadecisionabouttheirinterdependentgoalsandobjectives.双方或多方对相互依赖的目标和目的作出决策的情景Thepartiesarecommittedtopeacefulmeansforresolvingtheirdispute.双方承诺以和平的方法解决他们的分歧Thereisnoclearorestablishedmethodorprocedureformakingthedecision.对于决策没有明确的或现成的方法或程序Whenis“Negotiation”Or“Bargaining”Used?什么时候使用“谈判”或“讨价还价”？WhatisBargaining?什么是讨价还价？“Haggle”overprice对价格争论不休WhatisNegotiation?什么是谈判？More“formal”processthatoccurswhenpartiesaretryingtofindamutuallyacceptablesolutiontoacomplexconflict.双方对复杂的冲突试图寻找共同的可接受的解决方法时所采取的更“正规”的方式Characteristicsofa“Negotiation”Or“Bargaining”Situation“谈判”或“讨价还价”的特征InterpersonalorIntergroupprocess人际或群组之间的过程ConflictofInterestbetweentwoormoreparties双方或多方利益的冲突Partiesnegotiatebecausetheythinktheycanusesomeformofinfluencetogetabetterdealthanbysimplytakingwhattheothersideoffers双方谈判因为他们认为他们利用一些形式的影响比另一方给予能够达成更好的交易Partiesprefertosearchforagreementratherthan“fight”各方愿意达成协议而不是“争斗”Whenwenegotiate,WEEXPECTGIVEANDTAKE!谈判时，我们期望给予和得到！Tangibles(price)v.Intangibles(Needtolook“good”,desireto“book”morebusiness,save“face”,settingprecedentforfuture,etc.)有形的（价格）与无形的（需要看得好些，期望“记录”更多商务活动，不丢“面子”，为未来创先例。等）NEGOTIATIONANDCONFLICTRESOLUTION谈判与冲突的解决Interdependence相互依赖MutualAdjustment共同调整Conflict冲突DivergentNeeds,Ideas,Interests,orPersons不同的需要，意愿，利益或人Workingtowardsamegoal为了共同的目标工作LEVELSOFCONFLICT冲突的层次Interpersonal个人内部Intragroup组织内部Intergroup组织之间DESTRUCTIVENATURE/IMAGEOFCONFLICT?冲突的破坏性本质/形象CompetitiveProcesses竞争过程MisperceptionandBias误解和偏见Emotionality激动DecreasedCommunication减少沟通BlurredIssues污损问题RigidCommitments刻板的承诺MagnifiedDifferences夸大差异EscalationoftheConflict冲突升级BENEFITSOFCONFLICT冲突的好处Createsorganizationalawarenessandthusabletocope使组织能够意识到，并能够妥善处理Conflict“promises”change!冲突“许诺”变革Makespeoplestronger--knowtheywillsurvivetheconflict!使人们清楚地知道他们处于冲突之中Heightensmorale加强伦理道德Whatareyouwillingto“fightfor”你想为什么而“斗争”Enhancespersonaldevelopment强调个人发展Stimulatingand“fun”刺激与“愉悦”CONFLICT冲突DifficulttoResolvev.EasytoResolve不容易解决与容易解决DualConcernsModel双重影响模式STRATEGYOFCONFLICTMANAGEMENT冲突管理战略Contending(CompetingorDominating)斗争（竞争或控制）Yielding(AccommodatingorObliging)屈从（调停或履行）Inaction(Avoidance)迟钝（回避）ProblemSolving(CollaboratingorIntegrating)解决问题（合作或整合）Compromising许诺STRATEGYOFCONFLICTMANAGEMENT冲突管理的战略ThirdPartyIntervention第三方干涉“Boss”老板“Mediator”中介“ConflictManagementSystem”冲突管理系统NegotiationFundamentals谈判基础PartI第I部分Chapter2第2章Negotiation:谈判Framing,Strategizing,andPlanning框架，战略与规划FramingtheProblem--TheProcessofDefiningWhat’sImportant问题结构-确定重点的过程WhyFramesAreCriticaltoUnderstandingStrategy为什么结构是理解战略的关键MajorApproachestoUnderstandingFrames--理解结构的主要方法FramesAsaSetofRules结构是一系列规则FramesAsCategoriesofExperience结构作为经验的分类ChineseNegotiationFrames中国人谈判的框架Box2.2表2.2FiveConceptsofChineseCulture中国文化的五种理念SocialLinkage社会联系Harmony融洽Roles作用Reciprocalobligations相互的义务Face脸面Goals--TheObjectivesThatDriveaNegotiationStrategy目标-驱动谈判战略的目的SimultaneousDevelopmentofGoalsandFrames同时开发目标与结构DirectEffectsofGoalsonChoiceofStrategy--在战略选择上目标的直接影响Wishesarenotgoals希望不是目标Ourgoalsareoftenlinkedtoother’sgoals我们的目标经常与其他目标相连接Therearelimits/boundariestowhatgoalscanbe目标有限/无限Effectivegoalsmustbespecific必须有特定的有效目标Strategy--TheOverallPlanToAchieveOne’sGoals战略-实现一个目标的总体规划Strategy,Tactics,orPlanning战略，战术，或规划StrategicOptions--VehiclesforAchievingGoalsFigure2.2战略选项-实现目标的媒介AlternativeSituationalStrategies情景战略的备选方案Avoidance:TheNonengagementStrategy回避：非进入战略Active-EngagementStrategies:Competition,Collaboration,andAccommodation主动-进入战略：竞争，合作和和解Strategy--TheOverallPlanToAchieveOne’sGoals战略-实现一个目标的总体规划Table2.2Competitive(DistributiveBargaining)竞争（分散性讨价还价）Collaboration(IntegrativeNegotiation)合作（整合谈判）AccommodativeNegotiation和解谈判UnderstandingTheFlowOfNegotiations:Stages&Phases了解谈判的流程：层次与阶段PhaseModelsofNegotiation谈判的阶段模式Howtheinteractionchangesovertime如何随时影响变化Howtheinteractionstructures,overtime,relatetoinputsandoutcomes如何随时影响结构，相关的投入与产出Howthetactics/interventionsaffectthenegotiations战术/干涉如何影响谈判GettingReadytoImplementtheStrategy:ThePlanningProcess--1准备实施战略：计划过程--1TheNeedforPlanning--Doyour“hom