Defining Negotiation My Courses定义谈判我的课程.pptVIP

PRENTICE HALL ?2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL ?2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D. Chapter 8Interests and Goals in Negotiation Types of Goals in Negotiation Gain aspirations are the substantive and tangible things desired. Relationship goals describe the nature of and value placed on the personal relationships involved. “I” goals represent what I want for my ego and self-esteem. Process goals describe how the interaction should proceed. “I” Goals Your self-image Your self-esteem Your fears How you want to be perceived or viewed in the interaction or situation. Identifying your fears is the best way to identify your “I” goals. “I” goals tend to make us inflexible and may cause us to be avoidant or competitive. “I” goals may cause us to attack the other person. The challenge is to control your own ego. Process Goals Your approach Your style Your manner of communication Voice and participation by all parties Procedures Process goals can be more important as substantive gain goals. Human beings are more dissatisfied with processes they see as unfair than with outcome. Getting Your GRIP Identify goals in each of the four categories. Evaluate and rank order the goals. Try to identify goals in each category for your counterparts. Search for common ground. Prospective goals are set prior to negotiation. Retrospective goals are identified after negotiation. Retrospective goals identified may be accurate. Retrospective goals identified may be rationalizations. Goals and Negotiation Strategy You must come to GRIP before you may assess whether to avoid, manage, or resolve the conflict. Your GRIP enables you to choose whether to negotiate