【优质】negotiationskillsupdated.pptVIP

* * * * * * * * * Example: you read a used car advertised for sale in the newspaper. It appears to be just what you’ve been looking for. You go out to see the car. It’s great and you want it. The owner tells you the asking price. You don’t want to pay that much. The two of you then negotiate over the price. Zero-sum condition means that any gain I make is at your expense and vice versa. In the figure, Parties A and B represent two negotiators. Each has a target point that defines what he or she would like to achieve. Also each has a resistance point, which marks the lowest acceptable outcome (where it is better to break off negotiations rather than accept a less-favorable settlement). The area between these two points makes up each one’s aspiration ranges. As long as there is some over-lap between A’s and B’s aspiration ranges, there exists a settlement range in which each one’s aspirations can be met. One’s tactics focus on trying to get one’s opponent to agree to a specific target point or to get as close to it as possible. Examples: persuading your opponent of the impossibility of getting to his/her target point and the advisability of accepting a settlement near yours; arguing that your target is fair, while your opponent’s isn’t. and attempting to get your opponent to feel emotionally generous toward you and thus accept an outcome close to your target point. Another tactic is reveling deadline. * In terms of intraorganizational behavior, all things being equal, integrative bargaining is perfect to distribute bargaining because the former build long-term relationships. It bonds negotiators and allows them to leave the bargaining table feeling they have a achieved a victory. Distributive bargaining leaves one party a loser. Why don’t we see more integrative bargaining in organizations? The answer lies in the conditions necessary for this type of negotiation to succeed. These include parties who are open with information and candid about their concerns, se