国际商务谈判

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2024年7月3日发(作者：)

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1) Stereotyping and halo effects are examples of perceptual distortion by the

anticipation of encountering certain attributes and qualities in another person.

2) Halo effects can be positive or negative.

3) If perceptual distortions and initial assumptions are correct, then

negotiators may not be able to reverse their effects.

4) A perceptual bias is the subjective mechanism through which people

evaluate and make sense out of situations.

5) Framing is about focusing, shaping, and organizing the world around us but

does not define persons, events or processes.

6) Frames are important in negotiation because disputes are often nebulous

and open to different interpretations.

7) Negotiation is a process reserved only for the skilled diplomat, top

salesperson, or ardent advocate for an organized lobby.

8) Many of the most important factors that shape a negotiation result do not

occur during the negotiation, but occur after the parties have negotiated.

9) Negotiation situations have fundamentally the same characteristics.

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10) The effective negotiator needs to understand how people will adjust and

readjust, and how the negotiations might twist and turn, based on one’s own

moves and the others’ responses.

11) The pattern of give-and-take in negotiation is a characteristic exclusive to

formal negotiations.

12) In contrast, non-zero-sum or integrative or mutual gains situations are

ones where many people can achieve their goals and objectives.

13) In integrative negotiation, the goals of the parties are mutually exclusive.

14) The failure to reach integrative agreements is often linked to the failure to

exchange sufficient information that will allow the parties to identify integrative

options.

15) Integrative agreements have been shown to be facilitated when parties

exchange information about their positions on particular issues, but not

necessarily about their priorities on those issues.

16) If both parties understand the motivating factors for the other, they may

recognize possible compatibilities in interests that permit them to invent positions

which both will endorse as an acceptable settlement.

17) Intrinsic relationship interests exist when the parties derive positive

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benefits from the relationship and do not wish to endanger future benefits by

souring it.

18) Focusing on interests allows parties to move beyond opening positions

and demands to determine what the parties really want-what needs truly must be

satisfied.

19) The dominant force for success in negotiation is in the dialogue that takes

place prior to the planning.

20) A single planning process can be followed for both a distributive and an

integrative process.

BATNA

Best Alternative to a Negotiated Agreement.

Intangible factors

The underlying psychological motivations that may directly or indirectly

influence the parties during a negotiation.

A joint goal

A joint goal is one that involves individuals with different personal goals

agreeing to combine them in a collective effort.

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Constituency

A constituency is one or more parties whose interests, demands, or priorities

are being represented by the negotiator at the table.

Cognitive bases

Systematic errors made when processing information.

 What information do we need about the other party to prepare

effectively?

The other party’s current resources, interests, and bargaining mix. The

other party’s interests and needs.

The other party’s resistance point and alternative(s).

The other party’s targets and objectives.

The other party’s reputation and negotiation style.

The other party’s constituents, social structure and authority to make an

agreement.

The other party’s likely strategy and tactics.

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 Why should criteria be decided in advance of evaluating options?

If the parties first debate their criteria and determine which ones are most

important, they will be able to decide on criteria independent of the consideration

of any particular candidate or option. Then, when they consider the individual

candidates or options, they will pick the best one based on these criteria, not on

the individual preferences of one side or the other.

 Describe the double-edged effect of overconfidence

1) Overconfidence can solidify the degree to which negotiators support

positions or options that are incorrect or inappropriate; and

2) Overconfidence can lead negotiators to discount the worth or validity of the

judgments of others, in effect shutting down other parties as sources of

information, interests, and options necessary for a successful integrative

negotiation.

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