Negotiation Tactics文档格式.docx
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Negotiation Tactics文档格式.docx
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Tactic#1.MakeFeelingsMeasurable:
Sometimesyoucanmakeintangiblegoalstangiblebyconvertingthemtomeasurablemilestones.“Getmyhusbandhomeby7:
00everynight”ismoremeasurablethen“Reformmyhusband,”althoughperhapsnoeasiertoaccomplish!
Othergoalsmustremainintangible,butarestillimportant.Butalwaystrytoattachmeasurableoutcomesorindicatorstoeverygoal,regardlessofhowintangibleoremotionalthegoalmaybe.
Ifallelsefails,youcansay,“Iwanttofeelatleast50–percentbetteraboutmyhusband’soverworkingbytheendofnextmonthorI’mouttahere.”Thatquantifiesyourfeelings,makingiteasiertothinkabouthowtoachieveyouremotionalgoal.
Tactic#2.TheWhyQuestion:
Onewaytogetatunderlyinginterestsistoaskyourselfthe“why”questionthatwasmentionedinchapter3.Whydoyouwantaparticularobjective?
Forexample,doyouneedacartogettowork,ordoyouwantaparticularmodeltoshowpeoplethatyouaresuccessful?
Areyoulookingforahouseinaparticularsectionoftownbecauseitisabetterneighborhood,ordoyouneedalargerhousebecauseyourfamilyisexpanding?
Andwhydoyouwanttoliveinaparticularsectionoftown?
Tousethissurfacingtactictoexploreyourunderlyinginterests,writeasmanysentencesaspossiblebeginning,“WhydoIwant…”Thenanswerthem–possiblywithanotherquestioninthesameform.Eventuallyyou’llhitbedrock–whenyoucan’taskanotherquestion–andthenyou’lltrulyunderstandyourunderlyinginterests.
Tactic#3.ProbeforInsight:
Askvalue-free,informationalquestionstofindoutwhattheotherparty’sunderlyingneedsare.Avoidjudgmentalstylesofquestioning-eventhoughyourfirstinstinctistousethem.Howyouwordthesequestionswillhelporhinderyouinobtainingresponses.Forexample,ifyousay,“Howdidyoueverthinkyoucouldgetthatobjective?
”youwillsimplyputtheotherpartyonthedefensive.Butifyousay,“I’mnotsureIunderstandwhythatobjectiveissoimportanttoyou.Canyouexplainyourconcerns?
”Youarefarmorelikelytoobtainusefulinformationabouttheotherparty’sunderlyingconcerns.
Tactic#4.ControltheWrittenRecord:
Thetheorybehindthistacticisthat,whileyoucan’tputwordsintheotherplayers’mouths,youcanputwordsintheirnotes.Manynegotiationsrequirewrittennotesorminutes.Team,project,orcommitteemeetingsoftenneedsomeonetowrapthingsupbywritingasummaryofwhatwasdiscussedanddecided.Manypeopleliketoduckthatassignment,sincetheydon’tseethemselvesasnotetakersorsecretariesanddon’twanttheextrawork.Butyoushould,becausethisgivesyouawonderfulopportunitytomakesurethewrittenreportrepresentstheresultsaccuratelyandfairly.(Andmaybeevenalittlemorefairlyfromyourperspectivethantheirs,ifitwasacompetitivenegotiation.)
Soseizetheopportunitytogetthewordinbyvolunteeringtopreparetheminutesofthemeeting,thedraftofthereport,orthesummaryofthediscussion.
Evenwhenawrittenreportisn’trequired,youcanstilltakeituponyourselftoplaythisrolebysimplywritingafollow-upletterore-mailtotheotherparty.
Forexample,ifyou’vejusthadatelephonediscussionwithasupplier,followitupwithaquicke-mailstating,“Nicetospeakwithyoutoday.Here’saquicknotetohelpmerememberwhatwedecidedinourphoneconversation.”Unlesstheyrefusethewrittenversion,they’vetacitlyacceptedit.
Bytheway,thisisagreattacticfordealingwithdifficultbosses.Solongasthewrittenfollow-upispoliteandrespectful,yourbosswillprobablyletyougetawaywithdocumentingthingslikeyourjobassignmentsandperformancefeedbackthatyouhaveaninterestinsecuring.Thenyoudon’thavetosaylateron,“ButIthoughtyousaid…”You–andyourboss–willknowwhatwassaid.
Tactic#5.DevelopAlternatives:
It’ssoeasytodevelopalternatives,butmostnegotiatorsneverdo.Whichmeansyoucangainasignificantadvantagebyspecializinginthissimpletactic.
Forexample,letssayyoucallaresorthoteltomakeareservationforaconferencethatrequiresyoutostayfortwonightsoveraweekend–onlytofindthatthehotel’spolicyrequiresathree–nightstay.Youcouldgrinandbearit,payingfortheextranightyoudon’tneed.Manyguestsdo–that’swhytheresortpersistsinthepolicy.Butwhynotdevelopalternatives?
First,asktospeaktoasupervisor(whopresumablywouldhave
theauthoritytonegotiate),andthenaskher/himpolitelytogiveyouthenamesandnumbersofotherhotelsnearbyincaseyoucan’tgetthereservationyouwant.
Thisinnocentquestion,followedbyamomentarypauseinwhichyouwritedownthenumbers,putsyouinabetteropeningpositionbylettingthepointsinkinthatyoucanverywelltakeyourbusinesselsewhere.Andittakesonlyamomentandnoadditionalcallssincetheinformationaboutalternativesissolicitedfromtheotherparty.Whenthedustsettlesyoushouldgetwhatyouwant–anexceptiontothepolicy–becauseyouhaveinvokedthethreatofexercisingyouralternatives.
Youshouldalwaystakeamomentortwotothinkofalternatives.Oftenitisassimpleasaskingafewquestions.Ifyouhaven’thadtimetodevelopalternativesbeforethenegotiationbegins,tryaskingtheotherpartyduringyournegotiation.Amazingly,theywillfrequentlysupplytheinformationyouwant.
Tactic#6.BeatThemtotheSeat:
Workingsessionsinconferenceroomsoffermanyopportunitiestotakeadvantageofthepowerofseatingarrangements.Ifyouwishtocontroltheinformationflowinameeting,butlackpositionalpoweroveralltheotherparticipants,thenyou’llneedtoestablishSeatPowerinstead.Theseatattheheadofanon-roundtableistheobviousonetotake.Ifyoudon’thaveenoughauthorityinthegrouptogetawaywiththis,trytakingtheseatatthefootofthetableinstead.Itisn’thardtoflopthegroupandgetthemorientedtowardyoufromthisseat.
Or,evenmoresubtle,trycapturingtheseatnearesttheflipchartorboard(ormovethecharttobenearestyourseat).Sometimespeoplesetupaseparateseatnexttotheboardandvolunteertotaketheoutwardlylowstatusofnotetaker.Howeveryoudoit,thenotetaker’sseatgivesyoutheopportunitytostandupandtakeoverthemeetingasafacilitator.Thenyoucanusethispowerfactortopreventthemeetingfrombecomingdysfunctional,toblockanunexpectedpoliticalattackfromotherparticipants,ortoadvocateforyourdepartmentorteam’sneeds.
Howcanyougetcontrolofapowerseat?
Easy!
Justarriveforthemeeting20minutesearly.Nobodyelsewillbethere,soyoucansettheseatinguphoweveryouchoose.
Tactic#7.TiltingthePlayingField:
Thistacticuseslotsofsmalladvantagesinordertocreateanegotiationcontextthatfavorsyoustrongly.Thinkofeachcontextissueasoneofthemanypawnsonachessboard.Alone,theyarepowerless.Buttogether,theycancreateabindthatlimitstheotherparty’smovementsandenhancesyourpower.Here’showthestrategyworksinchess,accordingtochessmasterBrucePandolfini:
Whenoneside’spawnsandpiecesaresowellpositionedthattheypreventtheenemyfrommovingfreely,abindiscreated.Aplayerwhoisinabindisnotonlycrampedandunabletomakefreeingpawnmovesbutisalsovulnerabletoattack.
Innegations,yourpawnsareallthedetailsofthesituation,fromtimingandagendastoselectionordesignofthelocation.Ifyouoffertowriteuptheminutesofameeting,youhavejustplacedonepawninapositionfavorabletoyou.Placefourorfivemore,andtheotherplayermayfindhim–orherselfinabind.
Tactic#8.HelpingtheOtherPart(orHowtoGetaRaise):
Here’sausefultacticfromsalesexpertKathyAaronson.It’susedwhenyourbossdelaysdiscussingyourraiseorpromotion–acommonplay.Bossesoftenclaimthey“don’thavethetimerightnow”totalkaboutit,butyouknowyoucan’tmakeanyprogressuntilyoucangetthemtothenegotiatingtable.How?
Aaronsonrecommendspreparingananalysisandpresentingitintableorgridforminordertogiveyourbosstheinformationneededtojustifyyourraise.Ifyoucanshowthatyou’vebroughtinahighvolumeofbusinessandthatthecompanyisprofitingfromyourwork,thenitisfareasierforyourbossandthecompanytojustifythatraise.Butwhyshouldyourbossdotheanalysis?
You’retheonewhocaresthemost,soyoushoulddothework.ThenAaronsonrecommendsgivingtheinformationtoyourboss:
Giveyoursupervisoracopyofthismaterialandsay;
“Iknowyouhavetogothroughchannels,soyoucouldjustattachamemorandumtothisifyoulike.”Youhaveempoweredhimwithinformation.
It’sagoodstrategy,notjustforthissituationbutforanysituationinwhichyouthinkyoucanbuildagoodrationalargumentforyourcauseusingobjectiveinformation.
Tactic#9.ShutUp:
Youcan’tgiveanythingawayifyoudon’ttalk.Infact,howmuchyougiveawayisgenerallyproportionaltohowmuchyoutalk.Thatmeanstheonewhotalksthemost,loses.
Sowhyisitsohardtoshutandlisteninanegotiation?
Itisn’thardforeverybody.ManyJapanesenegotiatorsarecomfortablewithlongperiodsofsilence–aculturaldifferencethatgivesthemanaturaledgeovermoretalkativeAmericans.
Let’sthinkquietlyaboutthatforaminute.(Waitoneminutebeforemovingon).
Okay.We’reback.Didyousquirmalittlewhileweweresittingheresilently?
Wereyoutemptedtofil
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