丽哈.docx

丽哈.docx

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丽哈

CollaborativePrincipledNegotiation

Inthesecondhalfofthetwentiethcentury,therapiddevelopmentofeconomyglobalizationandintegration,bypromisesofgreatbenefitsfromfreeflowofpeople,goods,servicesandcapital,havemingledallcountriesandareasintooneinterdependentandinterrelatedbody.Resolvingpolitical,especiallyeconomydisputesandconflictsbypeacefulmeansbasedonequalityandmutualbenefithasprevailedininternationalaffairssincecountriesstartedtovieweachotheraspartnersandcooperatorsratherthanadversariesandantagonists.Somescholarsandsocialworkersbeginadvocatingabrandnewidea,whichwin—winconcept.Collaborativeprinciplednegotiationbasedonmutualsuccessandconvergenceofinterestsisatypicalexampleofthisconcept.Practicesdemonstrateditshigheffectivenessindealingwithdisagreementandconflictsininternationalbusinessnegotiation,therefore,ithasbecomewidelyaccepted.

Negotiationisregardedasanimportantandnecessarysocialactivity,especiallyininternationalbusinessnegotiation,agreatimpulsetosocialeconomicdevelopmentinourmodernlife.Humanbeingsarenotcomputers.Weareimperfectlyskilledincommunication,weperceivetheactionsandwordsofothersdifferentlyandwearecreaturesoflongmemoriesandstrongemotions.Emotions,personalities,feelingsandsoonbecomeentangledinthesubstanceoftheproblem.Andsowewilltendtotakeresponsestotheissuesaspersonalattacks.

It’sgenerallyunderstoodthatinnegotiationsproblemswillbediscussedandresolvediftalksaregoingoninafriendlyandsincereatmosphere.Unfortunatelymoreoftenthannothightensionisbuildupduetonegotiators’prejudiceagainsttheotherparty’sintention.Itisconceivablethatnegotiationswouldbedirectedtopersonaldisputesandbothsidessaysomethinghurtingeachotherwhensuchprejudiceormisunderstandingexists.Asaresultnegotiators’personalfeelingismingledwithinterestsandeventstobediscussed.Forexample,youmayfeelveryuncomfortablewhenyourcounterpartappearsarrogantandsuperior,soyouprobablythrowoutsomethingtoknockoffhisarrogance,whichmayfurtherirritatehimandmakehimtakeretaliationaction.Thefocusofnegotiationisshiftedfrominterestsandissuesofbothpartiestopersonaldignityandself—respect,thustheattacksandquarrelsendupwithnothing.Inothercasesyourcounterpartmaymisunderstandyourintentionandopenlyshowhisemotionwhenyoumakecommentsonhisopinionandeventshehasdescribed.

Peopleproblemsoftenmainlytendtoinvolveproblemsofperception,emotion,andcommunication.Perceptionsareimportantbecausetheydefinetheproblemandsolution.Whilethereisan“objectivereality”,therealityisinterpreteddifferentlybydifferentpeopleindifferentsituations.Whendifferentpartieshavedifferentunderstandingsoftheirdispute,effectivenegotiationmaybedifficulttoachieve.Thisiswhatwehavebeencallingframingproblems—theproblemsthatpeopleseeordefineasituationdifferently,dependingonwhotheyareandwhattheirsituationsare.Soitiscrucialforbothsidestounderstandtheothers’viewpoints.Therearesevenbasicwaysforhandlingtheproblemsofperception.

Peopleproblemsalsoofteninvolvedifficultemotions—fear,anger,distrustandanxietyforexample.Theseemotionsgetintertwinedwiththesubstantiveissuesinthedisputeandmakebothhardertodealwith.Peopleoftenreactwithfearorangerwhentheyfeelthattheirinterestsarethreatened.Thefirststepindealingwithemotionsistoacknowledgethem,andtrytounderstandtheirsource.Thepartiesmustacknowledgethefactthatcertainemotionsarepresent,evenwhentheydon’tseethosefeelingsasreasonable.Dismissinganother’sfeelingasunreasonableislikelytoprovokeanevenmoreintenseemotionalresponse.Thepartiesmustallowtheothersidetoexpresstheiremotions.Theymustnotreactemotionallytoemotionaloutbursts.Symbolicgesturessuchasapologiesoranexpressionofsympathycanhelptodefusestrongemotions.

Communicationisthethirdmainsourceofpeopleproblems.Negotiatorsmaynotbespeakingtoeachother,butmaysimplygrandstandfortheirrespectiveconstituencies.Thepartiesmaynotbelisteningtoeachother,butmayinsteadbeplanningtheirownresponses.Evenwhenthepartiesarespeakingtoeachotherandarelistening,misunderstandingsmayoccur.Tocombattheseproblems,thepartiesshouldemployactivelistening.Thelistenersshouldgivethespeakertheirfullattention,occasionallysummarizingthespeaker’spointstoconfirmtheirunderstanding.Itisimportanttorememberthatunderstandingtheother’scasedoesn’tmeanagreeingwithit.Speakersshoulddirecttheirspeechtowardtheotherpartiesandkeepfocusedonwhattheyaretryingtocommunicate.Eachsideshouldavoidblamingorattackingtheother,andshouldspeakaboutthemselves.Generallythebestwaytodealwithpeopleproblemsistopreventthemfromarising.Peopleproblemsarelesslikelytocomeupifthepartieshaveagoodrelationship,andthinkofeachotheraspartnersinnegotiationratherthanadversaries.

Ongeneral,toseparatepeoplefromproblem,thecrucialpointistounderstandtheotherparty,controlone’sownemotionandstrengthencommunication.Welookforchancestocorrectourcounterpartsafterwardsiftheiropinionisnotright;weallowthemtoexpresstheirdissatisfactioniftheyfeelupsetandwefindmorechancestoexchangeouropinionsifmisunderstandinghappens.Bydoingsowetreatourcounterpartasacooperatorsittingonthesameboatsinkingandfloatingtogether,andthecourseofnegotiationasaprocessofachievingmutualsuccesshandinhand.

Conflictsofinterestsbringpeopletonegotiationtable.Negotiationaboutinterestsmeansnegotiatingthingsthatpeoplereallywantandneed,notwhattheysaythattheywantorneed,thesearenotthesame.Innegotiation,itisveryoftendifficulttofocusoninterestssincetheinterestsofonepartyarefrequentlynotclearlyidentifiedandexpressedoutwardly,andcomparativelyspeakingpositionsareconcreteandexplicitlyexposedtoeachother.Oneimportanttaskofnegotiationistooverpassone’spositionandtolookforsolutionssatisfyingbothparties’interests.

Positionsmaybethoughtofasone--dimensionalpointinaspaceofinfinitepossiblesolution.Positionsaresymbolicrepresentationsofaparticipant’sunderlyinginterests.Peopletendtotakeextremepositionsthataredesignedtocountertheiropponent’spositionforthepurposeofhavingtheirinterestsrealizedorprotectingtheirinterestsorgainingmoreinterests.

Goodagreementsfocusontheparties’interestsnottheirpositions.Yourpositionissomethingyouhavedecidedupon,yourinterestsarewhatcauseyoutosodecide.Ifaskedwhytheyaretakingthatposition,itoftenturnsoutthattheunderlyingreasons—theirtrueinterestsandneeds—areactuallycompatible,notmutuallyexclusive.Whenaproblemisdefinedintermsoftheparties’underlyinginterests,itisoftenpossibletofindasolutionthatissatisfiesbothparties’interests.Innegotiation,therearealwaysmultiple,shared,compatibleandconflictinginterests.Thefirststepistoidentifytheparties’interestsregardingtheissueathand.Thiscanbedonebyaskingwhytheyholdthepositionstheydo,andbyconsideringwhytheyholdsomeotherpossibleposition.Eachpartyusuallyhasanumberofdifferentinterestsunderlyingtheirpositions.Andinterestsmaydiffersomewhatamongtheindividualmembersofeachside.However,allpeoplewillsharecertainbasicinterestsorneeds,suchastheneedforsecurityandeconomicwell—being.Identifyingsharedandcompatibleinterestsas“commonground”or“pointsofagreement”ishelpfulinestablishingafoundationforadditionalnegotiationdiscussions.Oncethepartieshaveidentifiedtheirinterests,theymustdiscussthemtogether.Ifapartywantstheothersidetotaketheirinterestsintoaccount,thatpartymustexplaintheirinterestsclearly.Theothersidewillbemoremotivatedtotakethoseinterestsintoaccountifthefirstpartyshowsthattheyarepayingattentiontotheotherside’sinterests.Ifwehavelearnedanythingaboutthepast,itisthat“wecan’tchangeit”.Thepastmayhelpustoidentifyproblemsneedingsolution,butotherthanthat,itdoesn’ttendtoyieldthebestsolutionforthefuture.Partiesshouldkeepaclearfocusontheirinterests,butremainopentodifferentproposalsandpositions.

Successfulnegotiationsaretheresultofmutualgivingandtakingofinterestsratherthankeepingfirmonone’sownpositions.Themethodoffocusingonthecommoninterestsofnegotiatingpartiesworkswellbecausefirstly,thereisalwaysmoreonewayoffulfillingeachother’sinterests,andsecondly,bothsidescanalwaysfindoutcertaincommoninterests,otherwisetheywillnotsittogetherdiscussingandtalking.

Thefirsttwoprincipleslookattherelationbetweenpeopleandproblems,andinterestsandpositions,whichareconductivefornegotiatorstoestablishanobjectiveviewonthoseimportantfactorsinnegotiations.Thethirdprincipleofinventingoptionsformutualgainprovidesanapproachtofulfillmentofthetwoparties’demands.

Whyarenegotiatorseasilytrappedbytheirownpositions?

Theexplanationisthatmanynegotiationssimplyfocusonasingleeventandthesolutiontotheeventiseitherwinorlose,forexample,priceofacar,sizeofcommission,ortimelimitofaloan.Thedistributivenatureofinterestgaininglimitspeople’sscopeofthinkingandcausespeopletoinsistontheirownstance.Tothisend,negotiatorssh