HR必备之谈判与沟通技巧.pdf

儒思HR人力资源网 NEGOTIATING 谈判沟通管理 ★管理者的世界是张谈判桌 ★谈判动力：需要和需要的满足 谈判的要素和种类 谈判策略 谈判技巧 第一节 谈判的要素和种类 一、谈判活动的基本要素 ■ 谈判主体 (参与谈判的当事人) ■ 谈判客体 (谈判的议题及内容) ■ 谈判目的 ■ 谈判结果 CHECKLIST: Negotiating Objectives What are our objectives? What outcomes do we want? Are our objectives specific, timed, and measurable? Do we have a fall-back position? If we were in their shoes, what would our position be? Do we know their objectives? If not, how can we find out? What demands are they likely to make? What concessions are we likely to have to give? Do they know our objectives? Our fall-back position? How much room for manoeuvre is there between our two positions? How strongly are we committed to our objectives as a negotiating team? As representatives, how strongly are our constituents behind us? What is the best outcome we can realistically hope for? The worst we would be prepared to settle for? 二、谈判的种类 ■ 对抗性谈判 (“零和”谈判，竞争性谈判) ■ 合作性谈判 (“双赢”谈判) 表5．1 对抗性谈判与合作性谈判比较 对抗性谈判 合作性谈判 短期，双方目标不相协调都在竞取 长期，同时强调眼下实利和长 预期的目标 眼下的实利，无视长期关系的发展 期合作关系 对对方的观感 不信任，怀疑，相互提防 开诚布公，倾向于相信对方 强调己方的要求和谈判的实力地 设法满足对方的要求，认为这 谈判的导向 位，无视对方的关系，甚至利用这种样对达到自己的目标更有利，努 关系达到眼前的成果 力增进至少不损害双方的关系 如果必须的话，愿意妥协让步， 让步妥协的做法 让步越少越小越好 旨在促进关系 把时间看做是解决问题的手 时间用作谈判手段，用以压迫对方 谈判时间 段，尽量和对方沟通，让对方有 让步 考虑的余地 表5．2 对抗性谈判与合作性谈判中的谈判者比较 对抗性谈判中的谈判者 合作性谈判中的谈判者