2.      Application of collaborative principled negotiation

To improve your negotiation skills, you must quickly access collaborative principled negotiation tenets and apply them appropriately to resolve real—world problems. You should deftly probe for interests and brainstorm for options without the positional habit of focusing on only one position and use criteria to understand and persuade rather than bully.   

3.1Discovery of objective criteria     

Interests are the cores of business negotiation. When interests are directly opposed, the parties should use objective criteria to resolve their differences. Allowing such differences to spark a battle of wills will destroy relationships, is inefficient, and is not likely to produce wise agreements. Decisions based on reasonable standards make it easier for the parties to agree and preserve their good relationship. The first step is to develop objective criteria. Usually there are a number of different criteria that could be used. The parties must agree which criterion is best for their situation. Criteria should be both legitimate and practical. Scientific findings, professional standards, or legal precedents are possible sources of objective criteria.

There are three points to keep in mind when using objective criteria. First each issue should be approached as a shared search for objective criteria. Ask for the reasoning behind the other party’s suggestions. Using the other parties’ reasoning to support your own position can be a powerful way to negotiate. Second, each party must keep an open mind. They must be reasonable, and be willing to reconsider their positions when there is reason to. Third, while they should be reasonable, negotiators must never give in to pressure, threats, or bribes. When the other party stubbornly refuses to be reasonable, the first party may shift discussion from a search for substantive criteria to a search for procedural criteria. 
3.2Approved fair procedural standard

One way to test for objectivity is to ask if both sides would agree to be bound by those standards. Rather than agreeing in substantive criteria, the parties may create a fair procedure for resolving their dispute. Procedural standard is that dividing a piece of cake by having one party cut it and the other chooses their piece. Other standards which may be called fair can be “doing it in turns”, “drawing lots”, and “looking for an arbitrator”.

MIT model has solved the problem of earlier stage’s charge but new problem how to divide the exploring area emerges. After considerable discussion, it is agreed that half of the area is admitted to private sectors and the rest is to the exploring group of the UN. It is well known that private sectors in rich countries have an edge of technology and capital to choose area while most countries worry they will get the worse part. Therefore, the negotiation goes into impasse, at this moment, some delegates suggest handling it by a fair procedure that the private sectors divide the area by having the exploring group of the UN choose its piece first. Thus the knotty problem is solved smoothly and both parties gain their own benefit.

Procedure reflects equality and accordance because there is no compulsory means to stipulate the role of dividing or choosing you will play, you can choose your role out of your will. But it must be remembered that once you choose one role and the other is left to the other side. A fair procedural standard is a good supplementation of criteria.  

   3.3 Four tips

“What do you do when people won’t play along?” “What about situations where there is no possible win—win outcome?” “What happens when people respond with unfair tricks?” Here presents five steps to break through obstacles and obtain win—win agreements: 1) don’t react to provocations. Step away from the scene, calm down, and carefully plan your response. Do not respond automatically, because most automatic responses are negative and further escalate the situation. 2) Step around obstacles, don’t walk right into them. Use active listening to defuse negative feelings, and use I-messages to express your feelings. Agree whenever you can, but stand up for your principles as well. 3) Ask people “Why?” “Why not?” or “How is that fair?” to try to move them away from positional bargaining toward principled negotiation. 4) Make it easy for the opponent to agree by making the offer as attractive as possible. 5) Make it hard for them to walk

上一页  [1] [2] [3] [4] [5] [6] [7] [8] [9] [10]  ... 下一页  >>