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编辑于2021-10-04 15:46:19- 分配式谈判
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Strategy and tactics
distributive bargaining
introduction
There are three reasons every negotiators should understand distributive bargaining.
Negotiators face some interdependent situations that are distributive,and to do well in those situations,they need to know how they work.
all negotiators need to understand how to counter the effects of distributive strategies and tactics
Every negotiation situation has the potential to require distributive bargaining skills when at claiming-value stage
When distributive bargaining strategies and tactics are useful?
When negotiations want to maximize the value obtained in a single deal
When relationship with the other party is not important
When they are at the claiming-value stage of negotiations
2.1 The distributive bargaining situation
2.1.1 The role of alternatives to a negotiated agreement
Negotiators who have a strong BATNA will have more power throughout the negotiation and accordingly should be able to achieve more of their goals.
Strong BATNAs can also influence how a negotiation unfolds.
2.1.2 Settlement point
The fundamental process of distributive bargaining is to reach a settlement within a positive bargaining range
2.1.3 Bargaining mix
As the bargaining mix gets larger, there is more opportunity for trade-offs across issues where negotiator preferences are not identical on each issue.
2.1.4 Discovering the other party's resistance point
The more you can learn about the other party's target,resistance point,motives,feelings of confidence,and so on,the more able you will be to strike a favorable agreement.
2.1.5 Influencing the other party's resistance point
Influenced by
the amount of money he can afford to pay
the cost an individual attaches to delay
difficult in negotiation
having the negotiations aborted
Four major ways to weaken the other party's resistance point
Reduce the other party's estimate of your cost of delay or impasse
Increase the other party's estimate of his or her own cost of delayor impasse
Reduce the other party's perception of the value of an issue
Increase the other party's perception that you value an issue
2.2 Tactics tasks
2.2.1 Assess the other party's target,resistance point,and costs of terminating negotiations
Indirect assessment
means determining what information an individual likely used to set target and resistance points and how he or she interpreted this information
Direct assessment
When pushed to the absolute limit and in need of a quick settlement,the other party may explain the facts quite clearly.
2.2.2 Manage the other party’s impressions of your target,resistance point,and cost of terminating negotiations
Screening activities
Concealment
Calculated incompetence
Channeling all communication through a team spokesperson
Direct action to alter impressions
Approach
Selective presentation
Explain or interpret know facts to present a logical argument that shows the costs or risks to oneself if the other party's proposals are implemented
Display emotional reaction to facts,proposals,and possible outcomes
The length of time and amount of detail used in presenting a point or position
Potential hazards
be resented and often angrily attacked if discovered
2.2.3 Modify the other party's perception of his or her own target,resistance point,and cost of terminating negotiations
interpret for the other party what the outcomes of his or her proposal will really be
conceal information
2.2.4 Manipulate the actual costs of delaying or terminating negotiations
plan disruptive action
form and alliance with outsiders
manipulate the scheduling of negotiations
2.3 Positions taken during negotiation
2.3.1 Opening offers
Research conclusions
First offers can anchor a negotiation,especially when information about alternative negotiation outcomes is not considered
The effects of first offers as anchors may disappear as negotiators gain experience
exaggerated or modest?
Advantages of exaggerated opening offer
Disadvantages of exaggerated opening offer
2.3.2 Opening stance
There is a tendency for negotiators to respond in kind to distributive tactics in negotiation
2.3.3 Initial concession
The first concession conveys a message,frequently a symbolic one,to other party about how you will proceed
2.3.4 Role of concession
Delayed concessions,which appear to increase the perceived value of the concession
A reciprocal concession cannot be haphazard
Packaging concessions can lead to better outcomes for negotiators than making concessions singly on individual issues.
2.3.5 Pattern of concession making
Signal to the other party with both our actions and our words that the concessions are almost over
not all issues are worth the same amount to both parties
2.3.6 Final offers
Make the last concession more substantial
2.4 Commitment
Tactical considerations in using commitments
Establishing a commitment
a high degree of finality
a high degree of specificity
a clear statement of consequences
How to strengthen the commitment
Public pronouncement
Linking with an outside base
Increase the prominence of demands
Reinforce the threat or promise
review similar circumstances and their consequences
make obvious preparations to carry out the threat
create and carry out minor threats in advance
Preventing the other party from committing prematurely
deny him or her the necessary time
ignore or downplay a threat by not acknowledging the other's commitment,or even making a joke about it
Finding ways to abandon a committed position
Plan a way out
Let It die silently
Restate the commitment
Minimize the damage
2.5 Closing the deal
2.5.1 Provide alternatives
2.5.2 Assume the close
2.5.3 Split the difference
2.5.4 Exploding offers
2.5.5 Sweetners
2.6 Assessing the quality of the agreement
Objective outcomes
Negotiator's target and resistance point
Subjective value
feelings about the outcome
feelings about the self
feelings about the process
feelings about the relationship
2.7 Hardball tactics
2.7.1 Dealing with typical hardball tactics
Discuss them
Ignore them
Respond in kind
Co-opt the other party
2.7.2 Typical hardball tactics
Good cop/bad cop
Alternating between negotiators who use tough and more lenient negotiation approachesq
Weaknesses
Relatively transparent
It can be countered by openly stating what the negotiators are doing
Difficult to enact
involved with game playing and fail to concentrate on obtaining negotiation goals
Lowball/highball
Using extreme offers to change the anchor of potential negotiation settlements
risk
The other party will think negotiation is a waste of time and will stop the process
Solution
Ask for a more reasonable opening offer from the other party
Good preparation for the negotiation
Good preparation for the negotiation
Bogey
Pretending a low-priority item is important in order to trade it for a concession on another item
Solution
Good preparation for the negotiation
Nibble
Asking for a proportionally small concession on a new item to close the deal
Solution
Respond:What else do you want?
Have your own nibbles prepared to offer in exchange
Chicken
Using a large bluff plus a threat to force the other party to concede
Weakness
Turns negotiation into a serious game in which one or both parties find it difficult to distinguish reality from postured negotiation positions
Solution
Introduce one's own chicken tactic
Preparation and a thorough understanding of the situations of both parties
Use of external experts to verify information or to help reframe the situation
Intimidation
Using emotional plots such as anger and fear to force concessions
Forms
Increase the appearance of legitimacy
guilt
Solution
When making any concession,it is important for negotiators to understand why they are doing so
discuss the negotiation process with him or her
use a team to negotiate with the other party
Aggressive behaviour
Using relentless requests for more concession and better deals with an aggressive tone
Solution
halt the negotiation
Have a team to counter aggressive tactics from the other party
Good preparation and an understanding of both one's own and the other party's needs and interests together
Snow job
Overwhelming the other party with so much information that he or she cannot nake sense of it
Solution
Ask questions until receive an answer we understand
Technical experts get together to discuss the technical issues
Listen carefully to the other party and identify consistent and inconsistent information
Integrative bargaining
3.1 An overview of the integrative negotiation process
3.1.1 creating a free flow of information
3.1.2 attempting to understand the other negotiator's real needs and objectives
3.1.3 emphasizing things in common between the parties and minimizing the differences
3.1.4 searching for solutions that meet the needs and objectives of both sides
3.2 Key steps in the integrative negotiation process
Identify and define the problem
Define the problem in a way that is mutually acceptable to both sides
State the problem with an eye toward practicality and comprehensiveness
State the problem as a goal and identify the obstacle to attaining this goal
Depersonalize the problem
Separate the problem definition from the search for solutions
Surface interests and needs
Types of interests
Substantive interests
Process interests
Relationship interests
Interests in principle
Some observations on interests
There is always more than one type of interest underlying a negotiation
Parties can have different types of interests at stake
Interests often stem from deeply rooted human needs or values
Interests can change
Surfacing interests
Surfacing interests is not always easy or to one’s best advantage
Generate alternative solutions
Inventing options:generating alternative solutions by redefining the problem or problem set
Logroll
Expand the pie
Modifying the resource pie
Find a bridge solution
Nonspecific compression
Cut the costs for compliance
Superordination
Compromise
Generating alternative solutions to the problem as given
Brainstorming
Avoid judging or evaluating solutions
Separate the people from the problem
Be exhaustive in the brainstorming process
Ask outsiders
Surveys
Electronic brainstorming
Evaluate and select alternatives
Narrow the range of solution options
Evaluate solutions on the basis of quality,standards,and acceptability
Agree the criteria in advance of evaluating options
Be willing to justify personal preferences
Be alert to the influence of intangibles in selecting options
Use subgroups to evaluate complex options
Take time out to cool off
Explore different ways to logroll
Explore differences in risk preference
Explore differences in expectations
Explore differences in time preferences
Keep decisions tentative and conditional until all aspects of the final proposal are complete
Minimize formality and recordkeeping until final agreements are closed
3.3 Assessing the quality of the agreement
Objective outcomes
the extent to which both parties’ interests and needs were met by the agreement
Subjective value
feelings about the outcome
feelings about the self
feelings about the process
feelings about the relationship
3.4 Factors that facilitate successful integrative negotiation
Some common objective or goal
Common goal
Shared goal
Joint goal
Faith in one’s problem-solving ability
A belief in the validity of one’s own position and the other’s perspective
The motivation and commitment to work together
Trust
Clear and accurate communication
An understanding of the dynamics of integrative negotiation
3.5 Why integrative negotiation is difficult to achieve
The history of the relationship between the parties
A belief that an issue can only be resolved distributively
The mixed-motive nature of most negotiating situations
Short time perspectives