skyblue086
谈判是一个汉语词汇，拼音是tán pàn。谈判有广义与狭义之分。广义的谈判是指除正式场合下的谈判外，一切协商、交涉、商量、磋商等等，都可以看做谈判。狭义的谈判仅仅是指正式场合下的谈判。出自鲁迅《彷徨·孤独者》：“并力作一回极严厉的谈判。” 魏巍《东方》第五部第一章：“在这种情势下，于七月十日敌人被迫接受了停战谈判。”中文名谈判外文名Negotiat;Talk拼音tán pàn注音ㄊㄢˊ ㄆㄢˋ词语概念拼音：tán pàn注音：ㄊㄢˊ ㄆㄢˋ基本解释[Negotiat;Talk] 有关方面在一起相互通报或协商以便对某重大问题找出解决办法,或通过讨论对某事取得某种程度的一致或妥协的行为或过程部长们的谈判[1]引证解释指双方对有待解决的问题进行商谈。鲁迅《彷徨·孤独者》：“并力作一回极严厉的谈判。” 魏巍《东方》第五部第一章：“在这种情势下，于七月十日敌人被迫接受了停战谈判。”[1]基本含义概述谈判是有关方面就共同关心的问题互相磋商，交换意见，寻求解决的途径和达成协议的过程。政界内部历来少用谈判，是以往中央集权的超高度控制及其历经久远造成的。经济界谈判也为数不多。这是因为自给自足的自然经济在我国历史上占主导地位数千年，由于一切都是自然的，约定俗成的，人们无需谈判。文化界几乎没有谈判。这是因为以“三纲五常”为灵魂的儒教枷锁太沉重，压在人们心头又太久的缘故。[2]谈判有广义与狭义之分。广义的谈判是指除正式场合下的谈判外，一切协商、交涉、商量、磋商等等，都可以看做谈判。狭义的谈判仅仅是指正式场合下的谈判。
上海阿稀
社会生活中的每一个领域都充满谈判，而生活中的每一个人都是谈判的参与者。谈判是一种普遍的人类行为，人类生活中充满谈判。在日常生活里，人们似乎每天都在为某些事情进行谈判，比如，和家人商谈国庆节的旅游度假计划；在小商品市场或农贸市场买东西时的讨价还价；为谋求某一工作职位而接受公司经理的面试；与同事协商工作上的安排等等。或许，我们都不觉得我们自己在进行谈判。但是，这确确实实是一场谈判，谈判就在我们身边，时时发生，无所不在。那么，什么是谈判？美国谈判学会会长、著名律师杰勒德.I.尼尔伦伯格在《谈判艺术》一书中指出：“谈判的定义最为简单，而涉及的范围最为广泛。每一项寻求满足的需要，至少都是诱发人们展开谈判过程的潜因。只要人们是为了改变相互关系而交换观点，只要人们是为了取得一致而磋商协议，他们就是在进行谈判。”谈，说话或讨论;判，分辨、评定、判定。换句话说，一切有关“协商”、“交涉”、“商量”、“磋商”的活动都是谈判。这是就谈判的广义而言。但狭义的谈判，或者说我们教科书上所讲的谈判，是指在正式场合下，两个或两个以上有关组织或个人，对涉及切身权益的有待解决的问题进行充分交换意见和反复磋商，以寻求解决的途径，最后达成协议的合作过程。理解谈判的内涵，要注意把握两点：一是“谈”，就是谈各自关于合作的意向，谈其必要性，谈发展的前景，谈采取的措施和实施的手段；二是“判”，就是对合作而引起的责任承担、风险分担、亏损或盈利的分配、权力分享、义务贡献等，逐条逐句的做出数字、范围、界限标准和时限等方面判定。显然，狭义的谈判不同于广义的谈判，它具有一定的规律性和明确的目的性，因而说他是教课书上“谈判”的一般意义。
RRRenee火锅控
商务英语谈判
谈判是指除正式场合下的谈判外，一切协商、交涉、商量、磋商等等，都可以看做谈判以下是我为大家整理的商务英语谈判，欢迎阅读，希望大家能够喜欢。
商务谈判的原则
何谓商务谈判?谈判是人们为了协调彼此之间的关系，满足各自的需要，通过协商争取达到意见一致的行为和过程。
Negotiation takes place between human beings. It is the most common form of social interaction. Almost everybody in the world is involved in negotiations in one way or another for a good part of any given day. People negotiate over where to go for dinner, which movie to watch or how to split household chores.
Negotiation, in its modern sense, is defined in The Roots of Sound Rational Thinking as follows: the ability to deal with business affairs, to arrange by discussion the settlement of terms, to reach agreements through treaties and compromise, and to travel through challenging territory. All of these suggest a purposeful effort to resolve problems through talking and intellectual maneuvering. Negotiation includes consultation, bargaining, mediation, arbitration, and sometimes, even litigation.
Competitive style To try to gain all there is to gain
(竞争式谈判)
Accommodative style To be willing to yield all there is to yield
(通融式谈判)
Avoidance style To try to stay out of negotiation
(回避式谈判)
Compromising style To try to split the difference or find (妥协式谈判) an intermediate point according to some principle
Collaborative style To try to find the maximum possible (合作式谈判) gain for
both parties----by careful
exploration of the interests of all parties----and often by enlarging the pie
Vengeful style To try to harm the other
(报复式谈判)
Self-inflicting style To act so as to harm oneself
(自损式谈判)
Vengeful and self-inflicting style To try to harm the other and also
(报复和自损式谈判) oneself
People who go for the competitive style are known as hard-bargaining negotiators. They start off with outrageous
demands, using threats and other tactics to get what they want. One side typically starts out high and the other low. After several rounds of offer and counter-offer, the negotiators end up “splitting the difference”. In this form, negotiation is viewed as a game where each side tries to get the best deal for themselves. Neither side exhibits concern for the other side.
1.1 Principle of Collaborative Negotiation
合作式谈判的原则
Ⅰ. Collaborative Negotiation
Negotiation can also assume the form of collaborative style. It involves people with diverse interests working together to achieve mutually satisfying outcomes. Collaborative negotiation is known by many names. Some popular names include “problem-solving negotiation”, “consensus-building negotiation”, “interest-based negotiation”, “win-win negotiation”, “mutual gains negotiation”, and so on. The goal of collaborative negotiation is to manage the dispute so that the outcome is more constructive than
destructive. A destructive outcome results in damages and involves exploitation and coercion. A constructive outcome fosters communication, problem-solving, and improved relationships.
● The negotiation parties have both diverse and common interests.
● The common interests are valued and sought.
● The negotiation process can result in both parties gaining something.
● The negotiating arena is controlled by enlightened self-interest.
● Interdependence is recognized and enhanced.
● Limited resources do exist, but they can usually be expanded through cooperation and creativity.
● The goal is a mutually agreeable solution that is fair to all parties and effective for the community/group.
The collaborative negotiation focuses on interests rather positions. Integrative solutions are obtained by understanding other’s self-interests, not by jostling for positions.
The collaborative negotiation places value on relationship. It requires trust and relies on full disclosure of relevant
information.
The disadvantages of this approach are:
● It may pressure an individual to compromise and accommodate in ways not in his best interest.
● It avoids confrontational strategies, which can be helpful at times.
● It increases vulnerability to deception and manipulation by a competitive opponent.
● It makes it hard to establish definite aspiration levels and bottom lines.
● It requires substantial skill and knowledge of the process.
● It requires strong confidence in one’s perceptions regarding the interests and needs of the other side.
Ⅱ. Principled Negotiation
In this form, each side of the negotiating parties attempt to meet the other side’s interest as well as their own. By thoroughly understanding their own interest as well as the other’s, both sides are often able to arrive at solutions neither alone could have envisioned or made possible. In this type of negotiation, each side recognizes and accepts the legitimate interests of the other side and they are committed to dealing with differences constructively in order to advance their own self-interests. This has been called “collaborative principled negotiation”, a concept set forth by Roger Fisher and William Ury in their book Getting to Yes: Negotiating Agreement Without Giving In.
Principled negotiation is particularly oriented to collaborative negotiations. However, it can be used in competitive negotiations and in other aspects of conflict management. It is a method that is centered around four considerations (PIOC):
● People: Separate the people from the problem.
● Interests: Focus on interests, not positions (interests always underlie positions).
● Options: Invent options for mutual gains.
● Insist on using objective criteria.
1. Separate the people from the problem Fisher and Ury pointed out that “negotiators are people first”. There are always relational and substantive issues in
negotiation. The relational issue tends to become entangled with the problem and the positional bargaining puts relational and substantive issues in conflict with each other. Fisher and Ury suggested that the negotiators separate the relationship from the substance and deal directly with the people problem.
It is a feasible to deal with a substantive problem and maintain a good working relationship between negotiating parties. People problems are usually caused by inaccurate perception, inappropriate emotions and poor communication. In order to deal with those problems, three techniques are recommended for both parties to follow: A. Establish an accurate perception.
● Conflict, very often, is not caused by what happens, but by how people perceive what happens.
● Increase the capability of each party to see the other side’s point of view (for example, by reversing roles).
● Avoid blaming the other party for your problems.
● Discuss each other’s perceptions of the problem.
● Get the other party to participate in the mutual activities.
● Seek to make negotiation proposals consistent with the other party’s values.
B. Cultivate appropriate emotion.
● Your emotion affects that of the other party.
● Recognize and understand emotions of both parties.
● Make emotions explicit and legitimate.
● Allow the other party to let off steam.
● Stay calm with the other party’s emotional outbursts.
C. Strive for better communication.
● Negotiation is a process of communicating between parties for the purpose of reaching a joint decision.
● Be an active listener and acknowledge what is being said.
● Speak to be understood.
● Avoid criticism that may hurt the other party’s feelings.
● Speak for a purpose.
2. Focus on interests, not positions
In such a case, negotiators need to distinguish between interests and positions and focus on interests not positions. A position is what you want or must have. An interest is why you want what you want. Positions can be thought of as a one-dimensional point in a space of infinite possible solutions. Positions are symbolic representations of a participant’s underlying motivating interests. In negotiation, there are many kinds of interests: multiple interests, shared interests, compatible interests and conflicting interests. Indentifying shared and compatible
interests as “common ground” can be helpful in establishing a found for additional discussions. “Easy points of agreement” can be indentified and the principles underlying those easy points of agreement can often be extrapolated to help
resolve other issues. Methods for focusing on interests instead of positions are as follows:
A. Identify the self-interests.
● Explore and recognize the interests of the other party that stand in your way.
● Examine the different interests of different people on the other side.
● Respect your counterparty as human beings and recognize the needs and interests that underlie their positions. B. Discuss interests with the other party.
● Give your interests a vivid description. Be specific.
● Demonstrate your understanding of the other party’s interests and acknowledge them as part of the overall problem
that you are trying to solve.
● Discuss the problems before proposing a solution.
● Direct the discussion to the present and the future. Stay away from the difficulties of the past.
● Be hard on the problem but soft on the people.
3. Invent options for mutual gains
Here are the steps for overcoming the obstacles and developing multiple solution options: A. Separate the act of inventing options from the act of judging them.
● Run a brainstorming session.
☆ Before brainstorming:
■ Define your propose----what you would like to achieve at meeting.
■ Choose a few participant (between five and eight people)
■ Change the environment----select a time and place distinguishing the session from regular discussions.
■ Design an informal atmosphere----talking over a drink, meeting at a vacation lodge or any other forms that
make participants feel relaxed.
■ Choose a facilitator----a facilitator is needed to keep the meeting on track, make sure everyone gets a chance
to speak, and stimulate discussion by asking questions.
☆ During brainstorming:
■ Seat the participants side by side facing the problem.
■ Clarify the ground rules, including the no-criticism rule.
■ Brainstorm.
■ Record the idea in full view.
☆ After brainstorm:
■ Check the most promising ideas----mark those ideas that participants think are the best.
■ Explore improvements for promising ideas----take one promising idea and explore ways to make it better and
practical.
■ Set up a time to evaluate ideas and make a decision.
● Consider brainstorming with the other side; it can be very valuable.
B. Develop as many options as possible before choosing one.
● Adopt the four types of thinking in generating options.
● Look at the problem through the eyes of different experts.
● Develop different versions of agreement.
● Change the scope of a proposed agreement----break the problem into smaller units.
C. Search for mutual gains.
● Identify shared interests.
● Dovetail differing interests.
4. Insist on using objective criteria The guidelines for objective criteria are:
● Independent of wills of all parties.
● Legitimate and practical.
● Acceptable to all parties.
After identifying objective criteria and procedures, it is time to discuss them with the other party. There are three basic points to remember: A. Frame each issue as a joint search for objective criteria. B. Reason and be open to reason as to which standards are most appropriate and how they should be applied. C. Never yield to pressure, only to principle----yield to an argument or presentation that is based on reason and principle,
not to one based on pressure. 1.2
利益分配原则 Principle of Interest Distribution
In negotiations at the domestic level, there are two types of interests involved: personal and organizational; at the international level, there are three: personal, organizational and national.
Organizational Roles Principles and Agents
1.3 Principle of Trust in Negotiation
信任的原则
Trust is something of great importance in negotiation. Professor Richard C. Reuben defined it as “a state involving expectations about another’s motives and actions with respect to oneself in situations entailing risk of uncertainty”. In the outline of his Negotiation----Law 5810, he states that there are three types of trust in professional relationships:
● Deterrence-based trust (威慑型信任)
☆ Calculus-based trust (预计型信任)
● Knowledge-based trust (了解型信任)
● Identification-based trust (识别型信任)
Ⅰ. Trust Building in Negotiation
1. Speak their language 2. Manage your reputation
3. Make dependence a factor
4. Make unilateral concessions 5. Name your concessions
6. Explain your demands
In their book entitled The Only Negotiating Guide You Will Ever Need, Peter B. Stark and Jane Flaherty list fifteen things that a negotiator can do to build trust with his counterpart.
1. Demonstrate your competence 2. Make sure the nonverbal signals you are sending match the words you are saying
3. Maintain a professional appearance 4. Communicate your good intentions
5. Do what you say you are going to do 6. Go beyond the conventional relationship
7. Listen 8. Over-communicate
9. Discuss the indiscussibles 10. Provide accurate information, without any hidden agenda
11. Be honest----even when it costs you something 12. Be patient
13. Uphold fairness
14. Negotiate for abundance, not scarcity 15. Take calculated risks
Ⅱ. Maximizing Joint Gain
1.4 Principle of Distributive, Integrative & Complex Negotiation
两分法谈判、双赢谈判和复杂谈判的原则
Ⅰ. Distributive Negotiation
Jennifer E. Beer listed a set of distributive bargaining strategies in Culture at work:
1. Preparation 2. Opening offers
3. Exchange information and arguments 4. Concessions and decisions
Ⅱ. Integrative Negotiation
【拓展】 商务英语谈判技巧语言艺术
Using effective questioning
问一些有建设性的问题
问一些有建设性的问题是成功协商议题的基石。这是给了双方一个机会来表明双方各自在关键议题上的态度，例如目标及期望。多问一些开放式的问题将可以尽早给予彼此阐述观点的机会。
例如，你可以这样问"What are you hoping to achieve today?
Recovering from offending someone
克服对方敌对意识
谈判中往往会遇到对方强烈的.敌对意识，这时候你必须设法克服它。通常的方法是接受对方的"排斥"，但将之转化为正面的作用。
你可以说"If I seemed sharp a few moments ago,be assured that it was only due to my determination to make this work."
Showing humility
展现亲和力
谈判是双方沟通的过程，所以必须避免陷于一连串的"I' m right,you' re wrong"的情形。展现亲和力尊重那些对象，千万不要装做已有所有答案，请把一些议题的控制权让给别人。
你可以说"That' s more your area of expertise than mine,so I' d like to hear more."
Recovering from negotiation breakdown
让谈判"起死回生"
当对方因愤怒、怨恨或不愿意聆听而使得双方关系濒临决裂的时候，要特别注意具有建设性的对谈。承认错误并且展现诚意是让谈判起死回生的好办法。
你可以说"What happened last week was unacceptable as it was l we move on?"In business,skilled negotiation can be the difference between making a million dollar contract and being fired.
