1、McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. The Titles A Few Words about Our Style & Approach. Joe and Sue Carter.Characteristics of a Negotiation Situation.Interdependence.Mutual Adjustm

2、ent. Value Claiming and Value Creation.Conflict.Effective Conflict Management.Overview of the whole book &Chapter Summary.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.1. A Few Words about Our Style & Approach Be careful about how we use bargaining and negotiati

3、on. Negotiation is a very complex social process ; many of the most important factors that shape a negotiation result. Our insights into negotiation draw from three sources. (experience, media, the wealth of social science research)McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights R

4、eserved.2. Joe and Sue Carter A story about a husband and wife. In this day ,they faced the challenges of many major and minor negotiations. We use the story to highlight something important (definition ,characteristics of a negotiation, and so on).McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, I

5、nc., All Rights Reserved.3. Characteristics of a Negotiation Situation(1) There are two or more parties.(2) There is a conflict of needs and desires between two or more parties.(3) The parties negotiate by choice.(4) When we negotiate we expect a “give and take ” process.(5) The parties prefer to ne

6、gotiate and search for agreement.(6) Successful negotiation involves the management of tangibles & also the resolution of intangibles.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.4. Interdependence When the parties depend on each other to achieve their own preferre

7、d outcome they are interdependent. Most relationships between parties may be characterized in one of three ways : independent, dependent, or interdependent. Note that having interdependent goals do not mean that everyone wants or needs exactly the same thing Types of interdependence affect outcomes.

8、 Alternatives shape interdependence. McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.5. Mutual Adjustment Mutual adjustment and concession making. When one party agrees to make a change in his or her position, a concession has been made. Concessions restrict the range of

9、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 adjustment. First, the dilemma of honesty, concerns how much of the truth to tell? Second, the dilemma of trust, how much should the negot

10、iators 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 -1 Identify two types of interdependent situations zero-sum and non-zero-sum. The structure of interdependence shapes the strategies and tac

11、tics 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 resource that they can. In integrative situations the negotiators should employ win-win strategies and tactics. McGraw-Hill/Irwin

12、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 are significant: (1) Negotiators must be able to recognize situations that require more of one approach than the othe

13、r. (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 distributive/competitive than they really are.6. Value Claiming and Value Creation -2McGraw-Hill/Irwin 2004 The

14、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 differences among negotiators include these: (1) Differences in interests. (2) Differences in judgments ab

15、out 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. Conflict A potential consequence of interdependent relationships is conflict. Conflict can resul

16、t 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 both parties want very different outcomes. Regardless of the cause of the conflict, nego

17、tiation can play an important role in resolving it effectively.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.7.1 Definitions Conflict may be defined as a “sharp disagreement or opposition, as of interest, ideas, etc”, and includes “the perceived divergence of interest,

18、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 those goals.”McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All R

19、ights Reserved.7.2 Levels of Conflict Four levels of conflict are commonly identified: Intrapersonal or intrapsychic conflict. Interpersonal conflict. Intragroup conflict. Intergroup conflict.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 7.3 Function and Dysfunctions o

20、f Conflict Elements 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 minimized similarities.(8)Escalation of conflict. McGraw-Hill/Ir

21、win 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 7.4 Factors that Make Conflict Easy or Difficult to Manage Figure 1.2 presents a conflict diagnostic model. This model offers some useful dimensions for analyzing ay dispute and determine how easy or difficult it will be to resolve. Conf

22、licts 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, Inc., All Rights Reserved.8. Effective Conflict Management Figure 1.3 Th