谈判与冲突管理英文.pptx

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NEGOTIATIONS AND CONFLICT MANAGEMENTXUELI WANG SCHOOL OF ECONOMICS AND MANAGEMENTTSINGHUA UNIVERSITYNegotiationNegotiation: an interpersonal decision-making process by which two or more people agree how to allocate scarce resources.Why occurto create something new that neither party could do on his or her ownto resolve a problem or dispute between the partiesManager is negotiatorDynamic nature of businessInterdependenceCompetitionInformation ageDiversityCharacteristics of negotiationTwo or more partiesconflict of interest between two or more partiesvoluntary process and a strategy pursued by choiceno fixed or established set of rules or prefer to invent their own give and takeboth intangibles and tangibles are concernedNature of Negotiation---Interdependence Mutual dependency(goal) and mutual adjustment(process)Actual structure of interdependence Vs. perceived interdependenceDilemma in negotiationdilemma of honestydilemma of trustBuilding trust (efforts on the perception of the outcome and efforts on the process)The major sins of negotiationLeaving money on the tableSettling for too littleWalking away from the tableSettling for terms that are worse than your alternativeMyths about negotiatorsGood negotiators are bornExperience is a great teacherGood negotiators take risksGood negotiators rely on intuitionSome terms used in NCBATNA: (Best Alternative to a Negotiated Agreement) determines the point at which a negotiator is prepared to walk away from the negotiation table or your fall back position.Position Vs Interest: a position is what you say you want or must have. While an interest is why you want what you want.Positional bargaining is usually distributive------and may be inefficient in the sense that value may be left on the table at the time of settlement because each party did not know what the other really wanted---but it may help one party gain more short-term profit. Interest-based bargaining adds integrative potential.Some terms used in NCReservation poin

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