Chapter4win- win Concept双赢理念 I. Trad itional concept传统理念 Il.Win- win concept双赢理念 I. Case simulation: Hotel selling模拟谈判:酒店销售 IV. Communication practice交际练习 V. Effective negotiating成功谈判 3. Establishing Positions ( VCD) TRADITIONAL CONCEPT传统理念 e ear rly history of human being, negotiations, although as a peaceful approach to could be extremely for negotiators. who would prepare to risk their lives for talk ing with antagonistic side because if the talk the envoy would be beheaded It is due to such of negotiations that both parties viewed negotiations either as overwhelming or disastrous defeat. Therefore negotiators would make every and sometimes even play and use conspiracy for securing their own partys utmost The traditional practice concept became prevailing against such background Conventional practice of win-lose model takes the following steps 1. Determine each party's own interests and stance 2. Defend one's own interests and stance 3. Discuss the possibilities of making concession 4. Reach an agreement of compromising, or declare failure of negotiation Negotiations guided by win-lose concept would protect and defend habitually each partys interests by taking firm stance in negotiations, therefore often prove to be very difficult to make, which would inevitably lead negotiations into or failure The two d imensional concept explains largely the failure of numerous negotiations There are of course occasions in international society, business activities and daily life when one side is in a much more powerful position than the other side
1 Chapter 4 Win-win Concept 双赢理念 I. Traditional concept 传统理念 II. Win-win concept 双赢理念 III. Case simulation: Hotel Selling 模拟谈判：酒店销售 IV. Communication practice 交际练习 V. Effective negotiating 成功谈判 3. Establishing Positions （VCD） TRADITIONAL CONCEPT 传统理念 In the early history of human being, negotiations, although as a peaceful approach to , could be extremely for negotiators, who would prepare to risk their lives for talking with antagonistic side because if the talk , the envoy would be beheaded. It is due to such vital of negotiations that both parties viewed negotiations either as overwhelming or disastrous defeat. Therefore negotiators would make every and sometimes even play and use conspiracy for securing their own party’s utmost . The traditional practice of_______ concept became prevailing against such background. Conventional practice of win-lose model takes the following steps: 1. Determine each party’s own interests and stance; 2. Defend one’s own interests and stance; 3. Discuss the possibilities of making concession; 4. Reach an agreement of compromising; or declare failure of negotiation. Negotiations guided by win-lose concept would protect and defend habitually each party’s interests by taking firm stance in negotiations, therefore often prove to be very difficult to make, which would inevitably lead negotiations into or failure. The two dimensional concept explains largely the failure of numerous negotiations. There are of course occasions in international society, business activities and daily life when one side is in a much more powerful position than the other side
and the latter into agreement. The sorts of negotiations are negotiations at all but rather a of hegemony or playing the bully 2
2 and the latter is into agreement. The sorts of negotiations are ______ negotiations at all but rather a of hegemony or playing the bully
WIN-WIN CONCEPT双赢理念 In the second half of the 20th century, with the rapid development of economic globalization and integration, some scho lars and social workers began ad vacating a brand new idea, which is win-win concept. Among those outstanding figures are American scholars Roger Fisher, William Ury, and British negotiator Bill Scott, to The core of their thinking success and convergence of interests. By mutual success, they mean under the condition that one party tries to gain his interests or at least takes action not detrimental to ones own interests, each party ma find one way or another to more or less the counterpart's interests as well In the meantime, an American attorney, Gerand Nierenberg created lucational nonprofit Negotiation Institute in New York, where he promoted egotiation philosophy of"Everybody Because of his success and popularity of his philosophy, he was recognized by Forbes magazine as, " the Father of Negotiating trainins Based on the concept, a win-win negotiation model has been developed have demonstrated its high effectiveness in dealing with disagreement and conflicts in negotiations, therefore it has become the most widely accepted negotiation prin each partys interests and need 2 out the other party 's interests and demand constructive options and solutions; 4 of negotiat g 5 failure of negotiation or negotiations in impasse A significant point that win-win model from win-lose model is that both parties will not only seek means to fulfill one's own interests but also hope of the other party may be realized more or less Negotiations guided by such concept are to be conducted in an atmosphere of mutual understand ing and cooperation and will be concluded with mutually accepted agreement to the of both parties However, not all people in all situations will be guided by win-win concept by virtue of deep rooted one dimensional concept of therefore there is still a long way to go since it is a formidable task for people to establish a new To summarize: no matter what kind of negotiation it is, we can say that enterprise interests must be sought Negotiation is a process, not a game, in a good negotiation
3 WIN-WIN CONCEPT 双赢理念 In the second half of the 20th century, with the rapid development of economic globalization and integration, some scholars and social workers began advocating a brand new idea, which is win-win concept. Among those outstanding figures are American scholars Roger Fisher, William Ury, and British negotiator Bill Scott, to name a few. The core of their thinking is success and convergence of interests. By mutual success, they mean under the condition that one party tries to gain his______ interests or at least takes action not detrimental to one’s own interests, each party may find one way or another to more or less the counterpart’s interests as well. In the meantime, an American attorney, Gerand Nierenberg created his educational nonprofit Negotiation Institute in New York, where he promoted his negotiation philosophy of “Everybody ”. Because of his success and popularity of his philosophy, he was recognized by Forbes magazine as, “the Father of Negotiating Training”. Based on the concept, a win-win negotiation model has been developed. ________ have demonstrated its high effectiveness in dealing with disagreement and conflicts in negotiations, therefore it has become the most widely accepted negotiation principle. 1. each party’s interests and needs; 2. out the other party’s interests and demands; 3. constructive options and solutions; 4. success of negotiations; 5. failure of negotiation or negotiations in impasse. A significant point that win-win model from win-lose model is that both parties will not only seek means to fulfill one’s own interests but also hope the______of the other party may be realized more or less. Negotiations guided by such concept are to be conducted in an atmosphere of mutual understanding and cooperation and will be concluded with mutually accepted agreement to the of both parties. However, not all people in all situations will be guided by win-win concept by virtue of deep rooted one dimensional concept of , therefore there is still a long way to go since it is a formidable task for people to establish a new . To summarize: no matter what kind of negotiation it is, we can say that negotiation is a enterprise; interests must be sought. Negotiation is a process, not a game; in a good negotiation
everybody something It's important to realize that while the the playing field may vary from venture to venture, the overriding concept remains the same: Success isnt winning It s winning CASE SIMULATION 模拟谈判 Requirement for the Negotiation Organize a group of four students. Two are the seller, Stiff, and the other two are the buyer, Wilson. Read the background materials for seller and the buyer respectively. The two students discuss between themselves first and decide on the following points Are you prepared to achieve double win result? If so, how should you do in the negotiation? 2 Analyze the interests of both parties and find out your common interests 3. What will be your initial offer and what will be your reservation point? 4. What options or alternatives will you consider if you can not reach an agreement with the other party? HOTEL SELLING 酒店销售 Backgro Emutral Hotel provided service particularly to younger people aged from 18 to 25, who needed kind help during their study. However the location of the hotel yas not suitable for the purpose because it was in an industrial city close to transportation center. Therefore, the hotel was considering leav ing the city and moving to a quiet community. Now the problem was that moving was basically impossible financially Several months later. a man called Wilson came to the hotel and told the manager that his company, a building contractor, was willing to buy the hotel g consider and asked for approval from the board if the price was reasonable. The board decide to send Stiff to talk with wilson Consider the following questions 1. Who is the winner or the loser?
4 everybody_______ something. It’s important to realize that while the of the playing field may vary from venture to venture, the overriding concept remains the same: Success isn’t winning ; it’s winning . （handout） CASE SIMULATION 模拟谈判 Requirement for the Negotiation Organize a group of four students. Two are the seller, Stiff, and the other two are the buyer, Wilson. Read the background materials for seller and the buyer respectively. The two students discuss between themselves first and decide on the following points: 1. Are you prepared to achieve double win result? If so, how should you do in the negotiation? 2. Analyze the interests of both parties and find out your common interests. 3. What will be your initial offer and what will be your reservation point? 4. What options or alternatives will you consider if you can not reach an agreement with the other party? HOTEL SELLING 酒店销售 Background Emutral Hotel provided service particularly to younger people aged from 18 to 25, who needed kind help during their study. However the location of the hotel was not suitable for the purpose because it was in an industrial city close to transportation center. Therefore, the hotel was considering leaving the city and moving to a quiet community. Now the problem was that moving was basically impossible financially. Several months later, a man called Wilson came to the hotel and told the manager that his company, a building contractor, was willing to buy the hotel. The manager never thought of selling the hotel, anyway he would like to consider and asked for approval from the board if the price was reasonable. The board decide to send Stiff to talk with Wilson. Consider the following questions: 1. Who is the winner or the loser?
2. Have you found out the other side's interests? 3. Have you provided constructive options when you felt d ifficult to move on with the talking? 4. Do you think your negotiation is the result of double win? COMMUNICATION SKILLS交际练习 1. The following checklist can be used by managers, owners, or anyone else wishing to consider a career in international negotiations. (Adopted from"Planning and conducting international commercial negotiations"by Jeffrey Edmund Curry) Self-selection questionnaire 1) Do I have the necessary time and attention to devote to these crucial negotiations? 2)Am I the most experienced member of the organization in terms of international 3)Do I understand the culture and commercial nuances of my counterparts? 4)Are my language skills suitable for the negotiation? 5)Have I ever worked with a translator before? 6) Have I negotiated major contracts before? 7)Am I physically well enough to engage in extended and stressful negotiations? 8)Do I have the organizational skills to lead a team that's not entirely of my own 9) Do I have the technical expertise to run the negotiation? 10)Am I capable of working sixteen hours a day? I1)Am I at usual social situations? 12) Am I capable of living in physically demanding circumstances? 3)Do I find other cultures easy to accept? 14) Am I considered a patient person by my peers and subord inates? 15)Am I considered an extrovert? 16)Am I capable of accepting full responsibil ity for the outcome of these negotiations? 17) Are my organizational skills optimal for lead ing the negotiation team? 18)Have I traveled overseas for extended periods on business before? 19)Will my absence from home cause me only slight emotional distress? 20)Will my absence from home cause my family only slight emotional distress? If you found yourself answering"no " to any of these twenty questions, you may wish to re-evaluate your potential role as chief negotiator 2. Here are some possible qua lities of good business negotiators. Rank your own list in order of importance to you. Listening skills
5 2. Have you found out the other side’s interests? 3. Have you provided constructive options when you felt difficult to move on with the talking? 4. Do you think your negotiation is the result of double win? COMMUNICATION SKILLS 交际练习 1．The following checklist can be used by managers, owners, or anyone else wishing to consider a career in international negotiations. (Adopted from “Planning and conducting international commercial negotiations” by Jeffrey Edmund Curry) Self-selection questionnaire 1) Do I have the necessary time and attention to devote to these crucial negotiations? 2) Am I the most experienced member of the organization in terms of international business? 3) Do I understand the culture and commercial nuances of my counterparts? 4) Are my language skills suitable for the negotiation? 5) Have I ever worked with a translator before? 6) Have I negotiated major contracts before? 7) Am I physically well enough to engage in extended and stressful negotiations? 8) Do I have the organizational skills to lead a team that’s not entirely of my own choosing? 9) Do I have the technical expertise to run the negotiation? 10) Am I capable of working sixteen hours a day? 11) Am I at ease in unusual social situations? 12) Am I capable of living in physically demanding circumstances? 13) Do I find other cultures easy to accept? 14) Am I considered a patient person by my peers and subordinates? 15) Am I considered an extrovert? 16) Am I capable of accepting full responsibility for the outcome of these negotiations? 17) Are my organizational skills optimal for leading the negotiation team? 18) Have I traveled overseas for extended periods on business before? 19) Will my absence from home cause me only slight emotional distress? 20) Will my absence from home cause my family only slight emotional distress? If you found yourself answering “no” to any of these twenty questions, you may wish to re-evaluate your potential role as chief negotiator. 2．Here are some possible qualities of good business negotiators. Rank your own list in order of importance to you. Listening skills