chapter-1-fundamentals-of-international-business-negotiation

1、Chapter 1 Fundamentals of International Business NegotiationIntroductionEverybody negotiates all the time, at work, at home, and as a consumer．We can say that since the beginning of time, or since the development of hum

2、an language, there has been negotiations made among humans．Negotiation as a significant social activity is a means of dealing with human relationships and resolving conflicts and has never been nonexist．On the other ha

3、nd, negotiation as a product of social competition has got its different meaning and content with the development of the times．This chapter introduces some concepts, principles and characteristics of modern business nego

4、tiation．It also covers some aspects of business negotiation, including psychology in negotiation together with the relationship between need theory and negotiation．In this chapter you’ll learn ：? concepts and principles

5、 of business negotiation；? correct understanding of negotiation；? stages of negotiation；? psychology in negotiation．1.1 Concepts and principles of business negotiation1.1.1 What is business negotiationA Negotiation is a

6、meeting in which both parties need each other’s agreement to reach a specific objective.Negotiation is the process we use to satisfy our needs when someone else controls what we want. (Robert Maddux, Successful Negotiati

7、on).Whenever people exchange ideas with the intention of changing relationships, whenever they confer for agreement, then they are negotiating.(Gerard I. Nierenberg, The Art of Negotiating)Negotiation, in its modern sen

8、se, is defined 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.(

9、The Root of Sound Rational Thinking )談判是人們?yōu)榱藚f(xié)調(diào)彼此之間的關(guān)系，滿足各自的需要，通過協(xié)商而爭取達(dá)到意見一致的行為和過程。 （余慕鴻、 章汝雯， 商務(wù)英語談判）所謂談判是指人們基于一定的需求，彼此進(jìn)行信息交流，磋商協(xié)議，旨在協(xié)調(diào)其 相互關(guān)系，贏得或維護(hù)各自利益的行為過程。商務(wù)談判主要指經(jīng)濟(jì)領(lǐng)域中，具有法人資格的雙方，為了協(xié)調(diào)、改善彼此的經(jīng)濟(jì)關(guān)系，滿足貿(mào)易的需求，圍繞涉及雙方的標(biāo)的物的交易條件，彼

10、此通過信息交流、磋商 協(xié)議達(dá)到交易目的的行為過程。它是市場經(jīng)濟(jì)條件下流通領(lǐng)域最普遍最大量的活動。 具體包括：商品買賣、勞務(wù)輸出輸入、技術(shù)貿(mào)易、投資、經(jīng)濟(jì)合作等。particularly oriented to collaborative negotiations. However, it can be used in competitive negotiations and in other aspects of conflict ma

11、nagement. It is method that is centered around four considerations(PIOC): PIOC (People, Interest, Options, Criteria)? People: Separate the people from the problemFisher and Ury pointed out that “negotiators are people f

12、irst”. 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 w

13、ith each other. Fisher and Ury suggested that the negotiators separate the relationship from the substance and deal directly with the people problem.It is feasible to deal with a substantive problem and maintain a good

14、 working relationship between negotiating parties. People problems are usually caused by inaccurate perceptions, inapproprite emotions and poor communication. In order to deal with those problems, three techniques are r

15、ecommended for both parties to follow:? Establish an accurate perception? Cultivate appropriate emotion? Strive for better communication? Interests: Focus on interests, not positionIn negotiation, there are many kinds of

16、 interests: multiple interests, shared interests, compatible interests and conflicting interests. Identifying shared and compatible inerests as “common ground” can be helpful in establishing a foundation for additional d

17、iscussions. “Easy points of agreement” can be identified and the principles underlying those easy points of agreement can often be extrapolated to help resolve other issues. Methods for focusing on instead of positions

18、are as follows:? Identify the self-interests? Discuss interests with the other party? Options: Invent options for mutual gainsThere are four major obstacles that prevent negotiators from creative thinking:1) premature j

19、udgment; 2) searching for the single answer; 3) the assumption of a fixed pie; 4) thinking that “solving their problem is their problems.”Here are four steps of overcoming the obstacles and developing multiple solution

20、options: A. Separate the act of inventing options from the act of judging them. Run a brainstorming sessionConsider brainstorming with the other side; it can be very valuable. B. Develop as many options as possible befor

21、e choosing one.C. Search for mutual gains. D. Find ways to help make the other party’s decision easy.? Criteria: Insist on using objective criteriaWhen options become available, negotiating parties need to decide which o