英語專業(yè)外文翻譯---復雜談判

1、<p>　　學號： 09425411 </p><p><b>　　常 州 大 學</b></p><p><b>　　英語專業(yè)技能實訓</b></p><p><b>　　外文翻譯</b></p><p><b>　?。?009級）</b>&l

2、t;/p><p>　　外文題目 Complex Negotiations </p><p>　　譯文題目 復雜談判 </p><p>　　外文出處 Bai Yuan, International Business N

3、egotiation ［M］ </p><p>　　Beijing: Ren Min University of China Press, 2008: 193-202. </p><p>　　學 生 馬雯雯 </p><p>　　學 院

4、 外國語學院 專 業(yè) 班 級 英語（懷）092 </p><p>　　校內(nèi)指導教師 周小川 專業(yè)技術職務 </p><p><b>　　二○一二年六月</b></p><p>　　Complex Negotiations</p><p>　　Complex

5、 Negotiations and their Properties</p><p>　　In most cases, parties involved in negotiations are only two; however, in some other cases there are three parties or move involves. A negotiation turns into a com

6、plex one when the negotiating parties want to bring in a third party or when other parties want to joint the on-going negotiations. A complex negotiation is so called because it has the following properties.</p>&

7、lt;p>　　1. A Number of Parties</p><p>　　In addition to the two parties anticipated first, third parties will join or a coalition of multi-parties will be established. For example, the trade dispute between

8、 China and US over intellectual property right protection has been lingering for more than two decades. In April, 2007, US decided to file a complaint to WTO Dispute Settlement Body. Here, US is inviting WTO as a third p

9、arty. </p><p>　　2. A Number of Issues</p><p>　　Instead of single issue in most distributive negotiations, a number of issues that are related with each other become the focus of negotiation. The

10、 increase of the issue requires negotiators to find out what the linkage between several issues is and what trade-off they have to make among different issues. A rural water supply project in China financed by the World

11、Bank involves the World Bank, the National Development and Reform Commission, the Ministry of Finance, project-related provincial gov</p><p>　　3. A Number of Interests</p><p>　　With more parties

12、 and issues brought into the view of the negotiators, more interests will appear. This demands a careful choice of priority among several interests, and skillful management of different parties. In a construction negotia

13、tion, the owner of the project will have to talk with the contractors, project designer, material suppliers, banks and other parties. If meeting the time limit of the project is the most important for the owner, on-time

14、allocation of capital, materials and person</p><p>　　4. Different Interests</p><p>　　A complex negotiation can engage all level of interests including private, organizational and national intere

15、sts. It is quite common that personal negotiator’s interests differ from party interests, or party interests are different from national interests. Different levels of interests contribute greatly to the complexity of ne

16、gotiations.</p><p>　　Involvement of Third Parties</p><p>　　Instances for the Third Party’s Anticipation </p><p>　　Third parties frequently become involved in negotiation. They may b

17、e called in by one or both sides or imposed by law or the terms of a prior contract. They may also intrude themselves, as when a powerful state intervenes in a controversy between two client states that threatens the bro

18、ader aims of the alliance. Under what circumstances are negotiating parties likely to seek a third party’s services and cooperate with the third party who comes? The following sums up the cases when the desires fo</p&

19、gt;<p>　　(1) When the negotiating party sees himself or herself as weak vis-à-vis the other party, the third party’s joining will strengthen their relative power and confidence. In fact every one hopes to be

20、backed by a third party, even the party with relatively stronger power. We can observe the phenomenon in our daily life that if we are joined by others in a bitter argument, the balance of power.</p><p>　　(2

21、) When the negotiating parties see themselves in a deadlock, for example, the relationship between two parties, because of poor management of conflicts, deteriorates and becomes deceptive, or communication between the tw

22、o parties closes, there is the need for a third party to mediate between the two sides. A deadlock is a situation in which both parties are unwilling or unable to make further concessions. If a situation that is perceive

23、d as a deadlock also embodies high time pressure, the desi</p><p>　　(3) A negotiation goes into impasse because both sides are at the end of their resources and there seems no alternative solution available,

24、 a third party’s participation can bring with it constructive options to the disputes so that the negotiation may continue. The function of the third party in the second situation is to break the ice while in the third s

25、ituation, the third party involves deeper in the negotiation process by putting forward their options.</p><p>　　(4) When the progress of negotiation is hindered due to established norms and standards, a thir

26、d part，usually someone superior such a manager, or a boss, is expected to intervene so that he can give special permission within his authority or reinterpret the regulations.</p><p>　　Relation of the Third

27、Party with the Negotiating Parties</p><p>　　The situations of a third party’s participation are various; however, in most cases their participation is because of their direct and indirect relations with the

28、negotiating parties. The relationship of the third party with the negotiating parties is summed up as the following:</p><p>　　(1) A third party may have direct or indirect relations with the negotiating part

29、ies, for instance relatives, friends, acquaintances, or higher authorities, coworkers, colleagues, partners, or interest groups.</p><p>　　(2) A third party may join the negotiation by invitation from either

30、party or without any invitation. The formality of a third party’s joining can be formal or informal, either by written form or oral manner. If not invited, the third party’s participation is simply out of their own inter

31、est, or sympathy, passion or kindness and friendship.</p><p>　　(3) A third party’s interests and negotiating parties’ interests can be partially connected or impartially linked. In the case of having a stake

32、 in the negotiation, the third party would take side and have bias towards one of the parties. A third party can also keep a neutral position under the condition that he/she is free of self-interest connection with eithe

33、r party.</p><p>　　(4) The duration of their involvement can be temporary or permanent. How long will a third party be involved in the negotiation lasts; the relation between the third party and the negotiati

34、ng parties is conditional or long lasting; the interests of the third party is connected just one time or multi-time connected.</p><p>　　Third Party Category</p><p>　　Third party practices can b

35、e classified under two headings: process focus and content focus. Process focus stresses on smooth going of negotiation with the help of a third party. To this end, the third party should keep neutral and be impartial in

36、 order to produce conditions that will help the bargainers resolve their controversy, or guide the two sides to see each other’s reasons and finally to the solution of the negotiation. The following mechanisms and tactic

37、s can be applied under the headin</p><p>　　In content focus, the third party being more deeply involves in the negotiation generates options, proposes standards, evaluates options and encourages the bargaine

38、rs to make substantive concessions, and when an agreement is reached, monitor the implementation of the agreement. It is possible to distinguish five major conditions under which different content mediation techniques ar

39、e likely to be successful. In condition I, the third party must try to persuade one or both parties that the other c</p><p>　　Under the two classifications, third parties, according to the degree of their in

40、volvement in negotiation can be further grouped into five categories (from low to high)：</p><p>　　(1) Conciliator. A conciliator’s role is very simple, just bringing two parties together, which is similar wi

41、th the function of a go-between or a matchmaker. A firm tabbing into a new market or engaging in foreign investment can find a suitable and reliable partner and establish business relations with the help of agents, gover

42、nment institutions and personal relations. Conciliator can also bring two parties in deadlock back to the negotiating table. </p><p>　　Commonly, a conciliator knows the two parties and keeps a fairy good rel

43、ation with the two sides or he may simply know the two parties without much contact with them. Anyway he performs his duty once the two sides meet with his assistance.</p><p>　　(2) Facilitator. A facilitator

44、 is process-focus-oriented. A suitable candidate for a facilitator should be someone who knows the two parties well, or he is perhaps a friend of both parties so that in negotiation he could keep impartial and neutral. B

45、eing a successful facilitator is not an easy job since he has to guide the discussion skillfully to the final solution which is viewed as the resolution reached by the two parties themselves. The key point to be memorize

46、d by a facilitator is “to ask </p><p>　　(3) Mediator. More than ever before, mediation has become an integral part of resolving disputes in our increasingly contentious society. Being a successful mediator i

47、s great challenges to everyone who will be able to navigate around hidden and looming obstacles set by the negotiating parties without hurting either party and meanwhile defend its own interests. Therefore a good mediato

48、r should be patient, convincing and even powerful in order to achieve the purpose of reaching an acceptable solut</p><p>　　(4) Executive. An executive will decide and take actions based on his own judgment o

49、f the situation when it is necessary for his to interfere in the negotiation, and his decision is in disputant by virtue of his position and authority. Often an executive will join the talk between the two parties in sit

50、uations when progress of negotiation is hindered by established regulations and norms, so the anticipation of someone superior can effectively settle the dispute. </p><p><b>　　復雜談判</b></p>

51、<p>　　復雜談判以及他們的特性</p><p>　　在多數(shù)情況下，涉及到的各方談判只有兩種；然而，在某些情況下有三方或者更多方的參與。當談判雙方想要引進第三方時或者其他方希望加入進行的談判時，談判就會變得復雜。一個復雜的談判被如此稱呼是因為它具有以下特性。</p><p><b>　　1. 多方參與</b></p><p>　　

52、除了一開始參與的談判雙方，第三方或者更多方將建立聯(lián)合。例如，中國與美國之間的貿(mào)易爭端由于知識產(chǎn)權(quán)保護的原因一直進行了二十多年。2007年4月，美國決定向世貿(mào)組織爭端解決機構(gòu)提出申訴。這里，美國邀請世貿(mào)組織作為第三方。</p><p><b>　　2. 多數(shù)問題</b></p><p>　　在大多數(shù)的分配談判中，一系列相互聯(lián)系的問題取代了單個問題成為談判關注的焦點。不斷

53、增加的問題要求談判者找出這些問題之間的聯(lián)系以及不同問題之間的權(quán)衡。在中國，一個農(nóng)村洪水項目都是由世界銀行資助的，包括世界銀行、國家發(fā)展和改革委員會、財政部以及與項目相關的省級政府和地方政府、項目受益人，還包括像金融、會計、償還貸款、工程設計、施工、采購、招標、環(huán)保、健康教育等問題。</p><p><b>　　3. 豐厚的收益</b></p><p>　　隨著更多方及

54、問題被納入談判者的考慮范圍之內(nèi)，更多的利益將會出現(xiàn)。這需要仔細而又優(yōu)先的選擇在一些利益和不同方的熟練管理之間。在一個建筑談判中，項目的所有者將不得不和承包商、工程設計者、材料供應商、銀行和其他方進行對話。如果工程的會議時間限制對所有者很重要，那么準時的資本配置、材料和人員應該固定，這需要在有關各方之間有一個很好的協(xié)調(diào)。</p><p><b>　　4. 不同的利益</b></p>

55、<p>　　一個復雜的談判可以吸引所有級別的利益，包括私人、組織和國家利益。我們可以常見到個人談判代表的利益不同于別方的利益，別方的利益不同于國家的利益。不同層次的利益大大有助于談判的復雜性。</p><p><b>　　第三方的參與</b></p><p>　　1. 第三方預期的實例</p><p>　　第三方經(jīng)常參與談判。他們

56、可能會被一方或雙方召集，或者在合同的條款之前被法律強加。他們可能也會干擾她們自己，就像一個強大的國家干預兩個客戶州，由于他們危及到更廣泛的聯(lián)盟目標。在何種情況下，談判各方可能愿意尋求第三方的服務和第三方的合作？一以下總結(jié)了第三方需求增加的情況。</p><p>　?。?）當正在進行的談判方看到自己比另一方脆弱時，第三方的加入會增加他們的相對實力和信心。事實上，每方都希望由第三方，即使那一方的實力相對較強。我們可以

57、在日常生活中看到這種情況，如果我們加入正在激烈爭論的其他機構(gòu)，有了我們的幫助可以改變實力的平衡。</p><p>　　（2）當談判各方認為他們進入一個桎梏中時，例如，雙方之間的關系，由于管理不善的沖突及惡化，變成欺騙，或者交流雙方陷入僵局時，第三方有必要在兩邊調(diào)停。僵局是指當雙方不愿或者沒有能力做出進一步讓步的情況。如果這種情況被視為僵局也體現(xiàn)了高時間壓力，及向第三方強烈渴望援助。</p><

58、p>　?。?）一個談判進入僵局，是因為雙方都盡力了和似乎沒有可替代的解決方案，第三方的加入能給爭論帶來建設性的意見以至于談判可以繼續(xù)進行。在第二種情況下，第三方的功能是為了打破僵局，而在第三種情況下，第三方更深入加入談判過程提出他們的選擇。</p><p>　?。?）當談判的進步由于建立規(guī)范和標準而被阻礙時，第三方，經(jīng)常是優(yōu)秀的，如一個經(jīng)理或者老板，被期望去干預，以便他能給出特別許可在他的權(quán)威和重新詮釋規(guī)定

59、的范圍內(nèi)。</p><p>　　2. 第三方與談判各方的關系</p><p>　　第三方加入的情況有很多種；然而，在大多數(shù)情況下，他們的加入是由于他們與談判雙方直接和間接的關系。第三方與談判雙方的關系總結(jié)如下：</p><p>　?。?）第三方可能與談判雙方有著直接或間接的關系，比如親戚、朋友、熟人或上級、合作人、同事、合作伙伴或者利益集團。</p>

60、<p>　?。?）第三方可能因為任一方的邀請或沒有邀請而加入談判。這種形式的第三方的加入可以使正式的或者非正式的，要么以書面或口頭的形式。如果沒有被邀請，第三方的參與只是出于他們自己的利益，或者同情、激情、友善及友誼。</p><p>　?。?）第三方的利益和談判各方的利益可以部分連接或公正的聯(lián)系。在擁有股權(quán)的談判中，第三方將偏向一方或偏向任一方。第三方也可以保持中立的的立場在這種情況下，他/她是與任何

61、一方利益都無關的。</p><p>　?。?）他們的加入可能是短暫的可能是長期的。在談判中第三方能加入多久？第三方和談判各方之間的關系是有條件的或者持久的。第三方的利益連接只有一次或者多次。</p><p><b>　　3. 第三方的分類</b></p><p>　　第三方的實踐可以分成兩個標題：聚焦過程和內(nèi)容集中。聚焦過程致力于談判的順利進行

62、由于第三方的幫助。為此，第三方應該保持中立和公正為了創(chuàng)造條件，為那些能夠幫助談判者解決他們的爭論，或者指導雙方意識到他們的問題，最終確定談判的解決方案。以下的機制和策略能夠應用在聚焦過程的標題下：變得幽默，第三方的存在，為會議安排了一個中立的設置，作為一種憤怒的目標的任何一方，設定了一個最后期限來創(chuàng)建早期定居點的壓力，保持達成解決方案的希望，提高各方對另一方的態(tài)度，訓練交易者的溝通和談判技巧。</p><p>　

63、　在內(nèi)容集中上，第三方更加深入的參與談判的生成選項，提出了標準，評估方法，鼓勵交易者做出實質(zhì)性的讓步，當協(xié)議達成時，要監(jiān)控實施協(xié)定。不同的內(nèi)容在中介技術下可能會成功，以此可以區(qū)分五個主要的條件。條件一，第三方必須設法說服一方或雙方彼此都不可能被期盼讓步；因此首先要采取積極的行動。條件二，第三方必須推動交換讓步。以這種方式，那么雙方都不會弱于一方。條件三，第三方必須幫助一方或雙方出謀劃策。條件四，第三方必須制定出一個建設性的協(xié)議供雙方考慮

64、。條件五，第三方必須采取壓力政策致力于減少一個或雙方的限制點，去制定一個雙方都能接受的方式。</p><p>　　在兩個類別，第三方，根據(jù)他們在談判中參與的程度可以進一步分成五個類別（從低到高）：</p><p>　?。?）調(diào)解者。一名調(diào)解者的角色很簡單，只需要帶來雙方，這種功能就類似于一個中間人或者媒婆。借助于這些機構(gòu)，政府機構(gòu)和個人關系，一個公司從選中一個新的市場或從事國外投資可以找到

65、一個合適并且可靠的合作伙伴建立義務關系。調(diào)解人也可以將陷入僵局的談判雙方帶回到談判桌上。</p><p>　　通常，一個調(diào)解者認識雙方，并保持一個十分良好的關系，或是他只知道談判雙方與他并沒多少聯(lián)系。無論如何，他執(zhí)行的職責一旦雙方見面就需要他們的援助。</p><p>　?。?）主持人。一個主持人是活動過程的只要引導者。.主持人合適的候選者應該是十分熟悉談判雙方的，或是他是他們的朋友之一，

66、這樣他就能夠在談判中保持中立于公正。要成為一個成功的主持人并不是個簡單的工作，因為它必須有技巧的引導討論有一個最終的解決方案，必須是雙方協(xié)議制定的。關鍵的一點要記住的是“要求他們?nèi)プ觥币磺斜匾拇胧┲钡秸勁械慕Y(jié)束。</p><p>　?。?）調(diào)停人。前所未有的，中介已經(jīng)在我們糾紛日益激化的社會里變成不可分割的一部分。成為一個成功的調(diào)停人對每個人來說是個巨大的挑戰(zhàn)。他能夠操縱那些由談判者設定的隱藏的，迫在眉睫的障礙

67、，而不傷害任一方并保護了自身的利益。因此，一個好的調(diào)停人必須有耐心，有強大的說服力以及為了實現(xiàn)這個讓談判雙方得到一個解決糾紛的可接受的方式的目的。</p><p>　?。?）執(zhí)行。當有必要干預談判時，一位高管將依據(jù)自己的判斷形勢來決定和采取行動。憑著他的職位和權(quán)力，他的決定存在著爭議。通常當談判的進程被那些建立的規(guī)范和常規(guī)阻礙時，一位高管將會加入談判雙方的談話中。這樣，有優(yōu)秀人士的加入可以更有效地解決爭端。<