NEGOTIATION SKILLS

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NEGOTIATION SKILLS. Mọi người chúng ta ai cũng biết về phong cách đàm phán.Hàng ngày chúng ta thường phải đàm phán ở các dạng khác nhau.Khi nảy sinh xung đột về lợi ích và nếu có thể tìm được một giải pháp haui bên cùng thống nhất thì chúng ta có thiên hướng đàm phán.Ai cũng hiểu rằng mỗi bên cho đi và nhận lại một ít thì thường hơn là gây xung đột. Giống các giáo án bài giảng khác được thành viên chia sẽ hoặc do sưu tầm lại và giới thiệu lại cho các bạn với mục đích học tập , chúng tôi không thu phí từ người dùng ,nếu phát hiện tài liệu phi phạm bản quyền hoặc vi phạm pháp luật xin thông báo cho website ,Ngoài thư viện tài liệu này, bạn có thể download đồ án thạc sĩ tiến sĩ phục vụ nghiên cứu Có tài liệu download thiếu font chữ không xem được, có thể máy tính bạn không hỗ trợ font củ, bạn tải các font .vntime củ về cài sẽ xem được.

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  1. C hrldng t rinh d o A PMG t hi6t k d v d g idrng d ay Designed nd F acilitated y A sia P acific anagement roup M G b a o NEGOTIATION S KILLS AJri* P *€i{ic M $na$&m6ftt G r u l.} Tei I iQuh gc v i€n Participant W orkbook Vietnam 2 OO7
  2. Canon - tFlD- n'^ - a^ 4 rt:mE. t - LP Asia P acitic M anageme'i Muc luc - C ontents ........,.,3 C h i r a l €1 : G i 6 i t h i Q u c h u n g ............,......3 Topic1r Introduction C d cp h o n g d c hd i r mp h d n . . . . . . . . . . . ............7 c Negotiationy|es.......... st .........................7 T i m r a p h o n g d c hd i r mp h 6 np h i h d p . . . . . . . c .................18 Findingtherightnegotiationstyle............ ..................18 E i r m p h 5 nt h e o l 6 pt r r , l d n g .....................26 N e g o t i a t i nb y p o s i t i o n g .......26 Cht d€ 2: Tdng quan -NEm giai doqn ilim phin ..............43 Topic 2: Overview-Five NegotiationPhases, .......,,..........43 C h i a l e3 : G i a i c l o q nc h u d n b ! . . . . . . . . . . . . . . . . .........49 T o p i c 3 r T h e P r e p a r a t o r yP h a s e ^F -^ i--,,^ D^^^-hi+i^h ,,t. t\gLvgt lt|.rt ut ctt t>>uc ,,.,...+Y D i n h h d d n gc h i 6 nh , l d t d n gq u d t c ............74
  3. Canofl cht dA 5: Tim hidu cic m6i quan t6m vi c5c phrldng 5n l{a chgn.....'97 ,...-'97 Topic 5: ExploringInterests and Options . . ' . . ' . . . .1 0 3 . G i f rg i g n gd i € uh d p l i . . . . . . . . . . . . ' . ' '...........'03 1 K e e p i n gh e r i g h tt o n e . . ' . " , , . . . . t ......'.....163 c h i a l €6 : G i a i t l o q n k d t t h r i c . . . . . . , . . . . .'....163 Topic 6: The ClosingPhase . . . . . . . . ' . . ' . . ' . . ' .1.6 4 .. K h a it h 6 n gb 6 t e c . . . . . . . . . . ' . : . . . ' . ' . . . . . . . . . . . . . . . . . 6.4 1. . B r e a k i nd e a d l o c k s g T h r . f h i € nt h o i it h u Q n A x e m x 6 t l a i t h o at h u 6 n . . ' . . . . . . . . " . " . . . . ' . ' .1'6 7 .. v c I m p l e m e n t a t i o n t h e a g r e e m e n tn d p o s s i b l r e v i e w . . . . . . ' . . . . . . . . ' 6 7 e . 1. a of c h r i d C 7 : T d n g k 6 t k h o Sh g c v i t h { c h i n h d i m p h 6 n . . . . . . . . . . . . . . . . . . . . . . 1 6 9 ..........169 T o p i c 7 : C o u r s e R e v i e w & N e g o t i a t i o nP r a c t i c e . . . T d n gk 6 t k h o 6h o cv A c i i ct i n h h u 6 n gd d m p h 5 n . " . . ' . . . . ' . . . . . . ' . " . . . 1.6 .9 .. C o u r s e e v i e w n d n e g o t i a t i osn m u l a t i o n s . - . . ' . . . ' . . . . ' . . . ' . " . . . . ' . .1 6' 9. . . i .. . a r .......171 M g c l g c n h C f n gi d u x i o . . . . . t .'...'...L71 An index of tricky tactics
  4. A Canofl -. G^ -!}- 4'D^ ] ,?^ D -n,,- I ' Asia P acilic M anagemeil Chri d € 1 : G i6i t hiQu c hung Topic 7 : I ntroduction Moi n gr-fdi h[rng t a a i c 0ng b i6t v E d dm p h6n. H ing n giy, c hting t a t hr.ldng c p h 6 i d d m p h d nd c d c d a n g k h S cn h a u . K h i n d y s i n h x u n g d Q tv € l d i i c h v i r n 6 u c6 t hd t im d dqc m 6t g iAi p h5p h ai b €n c irng t h6ng n hdt t hi c hring t a c 6 t hi6n hrldng d irm.p h6n. A i c fing h idu r Sng m 6i b 6n c ho d i v i n h6n l qi m 6t i t t hi thddng h dn l d 9 5y x ung d 6t. X ung d 6t c 6 t hd g 6y c ho t a r dt k h6 c hiu v ) k h6ng c6 g i d 6m b 6o l ir c h0ngt a s E t h5ng. C hi c 6 m 6t s 6 i t t inh h u6ngl i t a c 6 t hd 5 p dit y m uSn c ia m inh. C dn t rong h Eu h dt c 6c t inh h u6ng k hdc, c hirngt a c hi c 6 m6t q uyEn h an c h6; t hfm c hi c 6 k hi c hring t a c 6 q uy€n t r6n d anh n ghia ( c h d n gh a n v 6 i t d c 5 c h l i n g u d i s L rd u n g l a o d 6 n g ) , q u y E nd 6 c l n g c 6 d a n h gidi n hdt d inh v i c hringt a t hr-idng hZri irm p hdn. p d Weall know a lot about negotiation.n one way or ancther,most of us negotiateevery I day. Weprefer to negotiatewhenthere is a conflictof interestand an agreedsolution is possible.We know that a linle give and take is generallypreferableto resortingto outright, no-holds-barredonflict.Outrightconflictcanget very unpleasant nd there is a c never any guaranteethat we will win. Thereare relativelyfew situationsin which we can s imply i mpose o ur w ill. W e o nly h ave l imited p ower i n m ost s ituations; e ven w here we h ave n ominal p ower ( saY w e a re a n e mployer) t hat p ower h as b oundaries a nd w e often n eed t o n egotiate. Kh6a h oc n iry s 6 d da r a v i d u t i/ n hi/ng c uQcd im p hSn h ay g ip t rong c u6c s5ng t hddng n gAy v d t rong k inh d oanh. D 6 l A v l d dm p hSn t rong n hi6u h oAn c i r n h k h i i c n h a u v 5 n m a n g n h i E ud 5 c d i d m c h u n g n h S t d i n h . T u y n h i 6 n ,m u c t i 6 u c h i n h c r l a k h o 5 h o c n d y l d g i [ p b a n t r d t h A n h n g u d i d A m p h i i n h i Q uq u d hdn t rong c 6ng v iQcc rla m inh. In this caursewe will draw examples rom negotiatiansn commoneverydaysituations i f situations.That is because any of the featuresof negotiation m and also from business are commonto a widerangeof contexts.However,the main purposeof this coursewill be to help makeyou a better negotiatorn your professional r businessife. o l i Hoqt dQngnh6m: Khi dim Ph5n W hen w e n egotiate Group a ctivity: Ban h 6y v i6t nhtng c Au t rA l di c ho c dc c 6u h 6i d d6i d 6y v d t rao d di v 6i n h6m cira m lnh v E nhitng c Aut r6 l di c ia b an. Write d own t he a nswers t o t he q uestions a nd b e p repared t o d iscuss t hem with your group.
  5. Canofl EUa r a n hffngt inh h udng m i b Ant hL/dng hii d im p hdn. p Name omesituations n whichyou often have to negotiate. i s Ban m ong d Qi k h6a h gc n iy s d g irip b 4n g i6i q uy6t n hfng d dm p h5n d 6 n hd th6 n iro ? Howdo you expectthis coursewill help you with thosenegotiations? C h o m Q tv i d u v E t i n h h u 6 n gg E nd 6 y b q n d d p h i i d A m p h 6 n . Givean exampleof a situationin whichyou recentlyhad to negotiate. o Ban c l5 p hAid Am p h5n v€ n hilng v dn d E g i ? Whatw eret he i ssues ou were negotiating? y o
  6. Canon Kdt qu6 ban mong ddi ld gi ? What o utcome d id y ou e xpect? K6t q u6 t ht/c t 6 b qn n hQnd ddc l A q i? Whatoutcomedid you get? o Ban c l6 1 6pk 6 h ogchc ho c u6cd dm p h5n d 6 n hrJt h6 n Ao ? How m uch p lanning w ent i nto t he n egotiation? th6 n io v E p hia d di t dc t rLldck hi d im Ban c6 nhfng ornn/oann si6 t1t 2 nhin?
  7. Canofl What a ssumptions/beliefs about t he o ther p arty d id y ou h ave g oing into t he negotiation? DiEu g i i l6 m ang l qi k 6t q ui t 6t t rong c uQc im p h5n d 6 ? T ai s ao ? d Whatworkedwell in the negotiation? hy? W DiEug i d 5 k h6ng m ang l ai k 6t q u6 t 6t t rong c u6c c lAmp h5n d 6 ? T gi s ao? What d idn't w ork w ell? W hy n ot? v o
  8. Canofl C5c phong c5ch ddm ph5n Negotiation s tyles Khi d Am p h5n, h Eu h 6t c hring t a d Eu t i6n h anh t heo m 6t p hong c dch c [ra c d nh6n m inh, p hong c iich n Ay t hd h iQnc d t inh c ta c hf n g t a h o5c c ira n gddi m a c h r i n gt a c h i u d r n h U d n g . h i r n g a s E p h 6 n t i c h n h f t n gp h o n gc d c hd i m p h d n C t h niy, n hdng t rtJ6ch 6t c hringt a h 6y c hdi m 6t t rd c hdi, When we negotiate,most of us fottow a personalstyte, a stYle that may reflect our personality o r p eople w e h ave b een i nfluenced b y. W e a re g oing t o a nalyse t hose styles, b ut f irst l et's p lay a g ame. H o q t d Q n g :T r d c h d i d i m p h i n Activity: Negotiation game Muc d ich c rlrard c hdi n iy l d d Am p h5n d d d Anh d fdc c Ang n hiEuc ing t 6t. L 6p t hoc s Od rldc c hia t hinh b 6n n h6m. Theobject of this game is to negotiatefor as much as you can. Youwill be dividedinto four teams. Cu6cc hdi c 6 t aimv dng - t rong d 6 d m Qt s 6 v dng c dc b qn p hiri t i6n h dnh d lm phdn v 6i c ;ic n h6m. T rong m 6i v dng, b an p h5i d ua r a m 6t q uy6t d inh d dn g iin - n 6 n c h o n v i t r i " s t r o n g "h a y " o p e n " d d d d m p h i i n c h o v d n g d 6 . D i 6 u n d y dtldc t hd h i6n b Eng v iQc n gt/a m 6t t dm b ia c 6 t t " strong" h ay t 6'm b ia c 6 t rl "open". D idm d t-rdc d d i6m m et s e d rldct inh s au m 6i v dng, d ulat r6n v i t ri b an v c h o n ( s t r o n gh a y o p e n )v i v i t r i c i i c n h 6 m k h d cc h o n . The exerciseinvolveseight rounds-some of which will featurenegotiatingamongthe teams.In eachround, you have to make one simpledecision-whetherto take what is termeda strong or an openpositionfor the negotiationsn that round.Thisis indicated i by holdingup either a card with the word "strong"on it or a card with the word "open" on it. Thegains or losses re tallied at the end of eachround, basedon your position a (strongor open)and the positiontakenby the other three teams. Didm d ddc t inh t heo n guy6nt 6c s au c ho t dt c ir n 5m k 6t q u6 c 6 t hd x ?ryr a, Scoringis basedon the following ayoffmatrix for all five possibleoutcomes. p .t
  9. A -. Canofl at^ m .*^ rrfr'$+rtr _9.-. ^ZllJ,i-.-? Asia P aclllc N 4anagemenl G ouP C6 b 5n n h6m d Eu m et $ 100 N6u t At c A 4 n h5m d Eu c hgn" Strong" If all 4 teamstake a strongposition AII4 t eamse achl ose$1 00 N 6 u 3 n h 6 m c h o n" S t r o n g "v A 1 n h 6 m M 5 i h h 6 m t r o n g 3 n h 6 m c n o n " S t r o n g "d t J d c 1 0 0 . N h 6 mc h o n c h o n" O p e n " $ " O p e n "m 6 ' t$ 3 0 0 . If 3 teamstake a strongpositionand 7 The3 teamstakinga strongpositionwin takes a n o Den D osition $100e ach.T he7 t eamt akinga n o pen positionloses$300. H a i n h 6 m c h o n" S t r o n g "m d t $ 2 0 0 N 6 u h a i n h 6 m c h o n" S t r o n g "v d h a i m 5 i n h 6 m . H a i n h 6 m c h o n" o p e n " n h 6 m c h o n" O p e n " dt/dc$ 200 m 6i n h6m. If 2 teamstake a strongpositionand 2 take an openposition The2 teamstakinga strongpositionlose $200 each.The2 teamstakingan open positionwin $200. N 6 u 1 n h 6 m c h g n" S t r o n g " i 3 n h 6 m N h 6 mc h o n" S t r o n g "m 6 ' t$ 3 0 0 .B a v n h 6 m c h g n" O p e n "d r / d c$ 1 0 0 m 6 i c h g n" O p e n " nh6m, If one team takesa strongpositionand 3 The7 team takinga strongpositianloses ta k e a n o pen p osition $300 each.The3 team takingan open Dosition w in 9 700 e ach. C i b 6 n n h 6 m d E ub i m e t g 1 o 0 N6u c 6 b 6n n h6m d Eu c hgn" Open" If all 4 teamstake an openposition Att t eiamsacht ose 100 4 e $
  10. ^| Canro-"t - G4. *t^ n'^ --)^ ? vong 5 Round 5 Vdng 7 Round7 Vdng B Round. B
  11. Canrofl T h i o l u Q n :C 5 c p h o n g c i c h S t r o n g v i O p e n Discussion:Strong and open styles Sau k hi c hdi x ong t rd c hdi n dy, b an h 5y t h6o l uQnt heo n hfrngc 6u h 6i d Lr6i 6y d v6i n h6m c rla b an After you finish the game,discuss he followingquestions ith your group. t w Ban n ghi p hongc 5chs trong v d p hongc dch o pen l ir n ghia l d g i ? Whatdo you think is meant by a strongand an openstyle? EE x uet m gt s 6 t h i t h u Q td d m p h d n m A b a n c 6 t h d c h o l i s t r o n gvi c ho n gr-fdi kh d cI d o p e n . Suggest s ome negatiatingt acticsthat y ou m ight c all s trong a nd o thersyou m ight call open, 10
  12. Canofl - ry). ]a^ -J^ -s[F{}^ /--EIS" t i r) Asia P aciic M anagef,r Hoqt d Qng n h6m: T r'm h idu v € c 5c p hong c 6ch c lim p h5n Group activity: Understanding negotiation styles Ban h dy d gc n h[fng c Au c huy6n d d6i d 6y v a t ra l di c 6c c 6u h 6i. C hudn b i d d trao d di v 6i c 6 n h6m v E c dc c 5u t ri l di c dra an. b Read the anecdotesbelow and answer the questions.Be prepared to discussyour answerswith the wholegroup. C i u c h u y Q nt h f n h i t An e c d o te o n e Ted d iEu h dnh m Qt c 6ng t y d i6n n h6 c huy€n t hdc h i6n c 6c c 6ng v i6c b 6o dddng v A s r/a c h0a t hr/dng x uy6n c ho m 6t s i6u t hi b 6n p hEn c rlng d d ia phrtdng. do m gt b udi c hiEut rd6c k hi c hudn b i t hr.fc i6n m 6t d dt b dn h Angt dn V h c6 q u6ng c aior 6m 1 6,s i6u t hi n dy x iry r a s rJc d l 6n v E d i6n. Tedruns a small electricalbusiness hich doesregularmaintena ce/repair work for a w n local hardwaresuperstore. n the afternoonbefore the store is due to for a big, much O advertised s ale, t he s tore h as a m ajor e lectrical f ailure. Khi d ai d i6n c ira s i6u t hi g gi d i6n t hoai c ho T ed d E n ghi g irip d d, T ed c 6 t frd thdy r ing h o v 6 c ing m ong m u6n h € t h6ng d i6n c rla m inh d ddc s tta c hffa n gay l6p t fc, V i v 6y a nh t a n 6i " H6m n ay k d h oach c drat 6i d 5 k in r bi, n hdng n 6u anh t r6 c hi p hi g dp d 6i m fic t h6ng t ht"fdnghi t 6i c 6 t hd d 6n c rJah ing c ira a nh t vdo khoirng gidchiEu". 5 When t he s tore c alls T ed f or h etp h e c an t ell t hey a re d esperate t o g et t he p robtem fixed i mmediately. H e s ays, ' I'm k ind o f t ied u p t oday, b ut i f y ou d oubte m y u suar r are, I c an c ome i n a round s pm.' Ted d d e ip d ung p hong c dch d Am p hdn g i ? N hfng d idm t ich c r'fcv ii t i6u c dc cta p hongc 6ch d Am p h6n n iy l A g ) ? N h(ng k dt q ua c 6 t hd c 6 d Ltdc r.J hong tp c d c hd d m p h d n n d y l d 9 i ? Whatnegotiation tyte hashe adopted?Whatare the positiveand negativefeatures f s o this approach? hatare somepossible utcomes f taking this approach? W o o 11
  13. Canofl Ciu chuy6n thfi hai t wo Anecdote Sofia l irm t hd k y c ho m Qt v i q u6n l f c dp c ao c ta m 6t c 6ng t y m 6i g i6i b io hi6m. S ofias dp n ghi p h6pv d d E d {t v 6 c [ng n hufk hiich s qn d F iji Sofia w orks a s a p ersonal a ssistant t o a p artner i n a n i nsurance b roking f irm. S he i s just a bout t o g o o n a nnual l eave a nd h as b ooked t ickets a nd h otels f or F iji. I Vio n giy t hf S 5u k hi S ofias 5p r a v E, s 6p c ta c 6 t di v i n 6i " T6i v rla n h6n d r;dc di€n t hoqi t ir b 0 p h6n k 6 t o6n. C 6 v i6c r dt q uan t rong d dy. H o c ho l A m 6t s 6 th6ng t in B ASl d k h6ng d irng.C 6 c 6 t nd k idm t ra l ai n gay d dQck h6n9?" On the Fridaybefore sheis about to leave,her bosscomesto her and says,'I've iust had a call from our accountants.t's really important; they're concernedhat some of t I our BASinformations wrong.Canyou look into it urgently?' i "Dr-ldc hf " , S ofiat r6 l di. " T6i c hi p hii h odn k i n ghi l 9i t h6i." c 'Sure,'she ays.'I'llj ust h avet o p ostpone y t rip.' m s Phongc 6ch d Am p h5n m ?rS ofia 5 p d ung l d g i ? L i6u b an c 6 k huy6n n ghi d irng p h o n gc d c hn A y k h 6 n g? Whatnegotiation tyle has sheadopted?would you recommend his approach? t s C i u c h u y Q nt h r ?b a t hree Anecdote Nick r et v ui v i a nh v rra l dp W cdp d n hd. A nh g gi d i€n c ho n gr.rdi d c hda ct!6i, v Kate, k hi K ate c langd n hi6m sd. " W c 6p t hat t uyet. T ht?B iry n iry s E c 6 tr6n b6ng b Eu d uc r dt h ay d N am Phi. M dy c fiu b qn m u6n c l6n v i x em t r6n d a u nay" Nicki s h appy b ecauseh e h asjust g ot c able W . He r ings h is d e f acto K ate a t work. t2
  14. Canofl 'This c able W i s g reat. T here's a b ig r ugby g ame in S outh A frica t his S aturdav. Half a dozen o f t he g uys w ant t o c ome r ound a nd watch.' Kate n ghi6nr Eng," Em k h6ng n 6i c huy6nd dqc l tc n Ay" r bi c [p m 6y. Kategrits her teeth. 'I can't talk now,'she says,and hangsup. Kate c l5 d ing p hong c 5ch d im p hdn g i ? N hirng k dt q ud c 6 t hd c 6 d L/dct ir phongc dch d irm p hSnn iy l A g i ? What negotiationstyle did Kate adopt? What are some possibleoutcomesof this aDDroach? C 6 u c h u y Q nt h f i t U Anecdote f our Fred t liEu h inh m 6t c 6ng t y s dn n hir. B 6y g id d ang l A t trdi d idm k h;i n hAn r 5i trong n dm d di v di F redv i k h6ng c 6 m dy v i6c O d t am. H 6m n ay F red n h6n t fuJdc d i 6 n t h o a i c i r a B o b , m 6 t q u i 6 n g l 6 n t u d i , m u S ns d n l a i c i n p h d n gk h 5 c h .F r e d dtla r a m f/c g i5 c hudn c ho l oai c 6ng v i6c n iy. Fred runs a h ouse p ainting b usiness. I t's a v ery s low t ime o f y ear f or h im a nd h e is spending q uite a l ot o f t ime d oing. n othing.. He g ets a c all f rom B ob) a n e tderly gentleman w ho w ants h is s unroom r epainted. He q uotes h is s tandard f ee. N h d n gB o b d d p l a i " C h [ n g t 6 i k h 6 n gt h d r r e c 6 i g i 5 d6 d rjqc" " Chring t 6i c hi c 6 lUdngh Ltut h6i". B ob n 6i c hi c 6 t hd t ri k hoAng6 0% mr?cg iii m i F red i lda r a. 'Wec an'tp ay t hat,'saysB ob.'We'reo n a f ixedi ncomeyou s ee.'H e s aysh e c an o nly pay a bout6 0oko f w hatB ob a sks. Fredc ho r ing d 6y l ir c 6ng v i6c c ldng i6n v i c 6 v i6c v 6n c dn t 6t h dn l A k h6n9 c 6 gi d d l im. V i v Qy a nh n 6i " Duqc, n hutng6 ng d irng n 6i v 6i a i v € c iii g i5 n iy nh6". Bob t hinks, t hat i t i s a s mall job a nd it's b etter t han s itting h ere a nd e arning n othing. 'Okay,'he s ays. ' Just d on't t ell a nyoneI d id i t f or t hat m uch.' IJ
  15. -A Canrofl -. Br^ -. *^ -!^ a;ni I o B o b d 5 d i n g p h o n gc6ch d irm p hSn g ) ? N h$ng d u d idm v d n hr"/dc idm c i:a d phongc 5ch n Ay l i g i ? Whatnegotiation tyle did Bob adopt? What are the pros and cons of this approach? s C A u c h u y Q nt h t ? n i m Anecdote f ive Mara i lang h oc r dt c hdm d d c hudn b i c ho k !' t hi m 6n k 6 t odn n im c u6i t ai trddn d ai h oc v A v 6n d ang c dn n hi6u b di t 6p c hr,ta dm x ong. C 6 n h6n d rldc l d i 6 n t h o a i c r l ac h i g i i i , A l i c i a ,n g d d id d n h i € u n 6 m n a y l i m k 6 t o d n n h d n gg E n dAy d ang n ghi v i6c d d c him c lt?a on n h6, m 6i d L/dc dn t hdng t udi, c b Marais studyinghard for her final year accounting xamsat universityand is havinga e Iot of trouble finishingsome assignments. he gets a call from her sisterAlicia, who S has been an accountant or some years but is currentlyat home with her four-month f old b aby. "Chi r et c an n ghi n gdi", A lician 6i, * Chi t hqrcs r.rp h6i d i d 6u d dy v Ai g id. E m c 6 thd t r6ng e m b 6 g i6p c hi d rJdc h6n9? " k 'I n eeda b reak,'says licia.'I r eallyn eedt o g et o ut o f t he h ousef or a c ouple A o f h ours. Cany ou b aby-sit?' "Ddqc"M arat ri l di, " nhtfnge m m u6nc hi g iripe m h oin t hinh m 6t b Ait 6p v E k6 t o6n" 'Okay,'says ara,' but I w anty ou t o g ivem e s omeh elp w ith t hisa ssignment.' M "Chl k h6ng t h6" A licia d dp l qi, " Vdi d f/a b 6 n dy c hl c hdng r 6nh r a t frc n Ao d d girip e m d dQcc A" 'I can't do that,'says Alicia.'I've barelygot two minutesto sparewith the baby.' t4 o
  16. -A Canofl ^rF| ^aL ^-t EET} As a P acilic l \,lanagem.,i "Dddc t h6i", M ara n 6i, v i g di ' i l A A licia c 6 t nd n hd c hbng t r6ng c on m 6t h lc sau k hi a nh t li l irm v E, 'That'salright,'says Mara,and suggests hat Aliciahand the baby over to her husband t for a w hile a fter h e g ets h ome f rom w ork. "f t ray d dy", A lician 6i. 'What a g reat i dea!'says A licia. M a r a d 5 d i n g p h o n gcdch d dm p h5n g i ? N hffng l di i ch v ir v 6n d € c ria p hong cdchn Ay l d g i ? What negotiationstyle did Mara adopt?Can you see any benefits/problems ith her w approach? Hoqt dQngnh6m: Lqra hgn mQt phong c5ch dim ph6n phi c h{p vdi tinh hudng cq thd Group a ctivity: F it a n egotiating s tyle t o a s ituation B q n s E 5 p d u n g p h o n gc d c hd A m p h d n n i o t r o n g c d c t i n h h u d n gs a u d 6 y ? T a i sao ? H Eyc hudn b i t hdro uQnv 6i n h6m v E c 5c c 5u t ri l di c ira b an. l Whichnegotiation tyle wouldyou adopt in the followingsituations?Why?Be prepared s to discuss our answerswith your smallgroup. y Trong k hi c lAmp h6n, ohia b 6n k ia d da r a m 6t v dn d € m i b an c hua x em x 6t ky. Your o pponent r aises an i ssue i n a b usinessn egotiation; y ou h aven't a dequately researched t he p oint. r,f il ,ile.,
  17. A Canrofl tA. l)- r+ r^ rP .rt^ D -q?^ T:TTT ' Asia P aciic M anaqei e' Ban d ang c hudn b i r a n rJ6cn goAiv i m u6n b 5n c hi6c x e c ia m inh t r(6c c u6i tuEn n dy. B qn v ila b rJ6cvAom At d ?i l y b 5n x e c 0 d d x em c 6 t hd b dn x e c ira . mlnh d m rlc g i6 n iro.C 6 n 6m d qi l .'ik h5c d g En d 6. You're g oing o verseas a nd y ou w ant t o s ell y our c ar b y t he w eekend. Y ou h ave j ust walked i nto a s econd h and c ar d ealership t o s ee w hat p rice y ou c an g et. T here a re f ive. other d ea I ershi p s n e ar by. Bqn t hdc s r-lk h6ng t hich n gr,rdi Ang x 6m. B qn v ila n hQnd r-rQc h t h6ng b 5o c Lia phudng l A n gLtdi ing x 6m n Ay d d n 6p d dn x in d d x 6y m 6t h ing r io c ao g ifa h hai nhir, Youreally dislikeyour neighbour.Councilnotifiesyou that your neighbourhas applied to b uild a h igh f ence b etween y our t wo p roperties. Ban l e n gddi b dn h Ang v A v ita m 6i b dn d dqc m ot m 5y h dt b ui v 6i g i6 9 400. Nhdng k hiich h irng l ai h 6i b qn l igu c 6 t hd c ho h g m 6t v ei c 5i t rii d ung r 5c t rong m5y d r-/dc h6ng. k You are a salesperson nd you have just sold a vacuum cleaner worth $400. The a customerasksyou if you will tossin some vacuumcleanerbagsfor free.
  18. ^^ Canrofl - D,- t^ I -r t^ ^Er^ t r - .) p Asa P acilic M anageme Ban s d h ffu m Qt k hu d dt b An b d s 6ng v ir m u6n x 5y d urngm 6t n hA k ho c hr?a thuy€n, K hi b qn b 6t d eu x 6y, n gddi h irng x 6m c [ra b an p hErn 6i v ) c ho r ing d b a n c l a n gl 5 n s a n g d d t c i a a n h t a . B a n k h 6 n g t i n l A n h U v 6 y n h d n g k h i h 6 i chinh q uyEn d la p ht/dngt hi b an t hdy r 6ng k hu d dt c [ra b an d d d t]dc k h6ng dL/dc lo d ac t 6t v ir m Qt s 6 s d d 6 l i6n q uan d dn m anh d dt c ia b an d 6 b i m et. c B a ns 6 l d m g i ? Youown a waterfrontpropertyand want to build a boat shed by the water. Whenyou staft to build, your neighbourobjects that you are encraaching n his property. You o don't believe this is so but when you check with the local councilyou find that your property h as b een p oorly s urveyed a nd t he r elevant c harts s eem t o h ave b een l ost. What w ould v ou d o? I7
  19. (3anon Tim r a p hong c dch d dm P h5n P hi h dP Finding the right negotiation style C h f n g t a d d n 6 i d 6 n n 5 m p h o n g c 6 c h d ] m p h d n : c a n h t r a n h , c Q n gt d c , nhutdng 6, n 6 t rdnh v i c hdp n h6n, B dt k !' p hong c dch n Ao t rong s d n iy d €u b c6 t trd t trich h dp, t u| t hu6c v io c 5c t inh h u6ng c u t h6. T uy n hi6n, h Eu h 6t nhfng n gddi d irm p h5n d 6u t hich p hongc dch c 6ng t 5c v i c oi d 6 l d p hongc Sch O A mp h 6 n t 6 t n h a t . D A y c h i n h l A p h o n gc 6 c h d d m p h d n c h o k 6 t q u A h a i b 6 n d€u c 6 l gi ( win/win) v d l irm g i6m x ung d gt x u6ng m fc t di t hi6u. We h ave i dentified f ive n egotiation s tYles: c ompetitive, c ollaborative, c ompromising, avoiding a nd a ccommodating. A ny o f t hese m ay b e a ppropriate, d epending o n Circumstances, owever, m ost n egotiatorSf avour a c Ollaborativea pproach a s g enerally H 'win/win' o utcomes a nd the b est a pproach t o n egotiation; is a s tYle t hat g ives minimises c onflict. T r o n gk i n h d o a n h ,g i A ip h 6 pw i n / w i nc 6 t h d g i I p x 6 y d u l n gm 6 i q u a n h € l 6 u d i i giffa c dc b 6n v A t ht-(dngirm c ho m i6ng b dnh n o r Qng r a, v i t h6 n hfrngg i h ai l b6n d gt d uqc s A n hiEuh dn s o v di k hi c hi t 6p t rung v io n hlng l di i ch c ia r i€ng m)nh. In businessterms, a win/win solution can help build long-term relationships nd it a often allows you to expandthe pie; that is, both sides gain more than if they simply focused n their own specificinterests. o Phongc 6ch c 6ng t 5c l i p hong c iich d im p hdn x em x 6t k h6n9 c hi n hffng n hu cEuv ir l oi i ch c 0a c hinh m inh m i c on p hii q uan t 6m d 6n m ong m u6n v A l oi i ch cira p hia b 6n k ia. N 6u b qn i ip d qrng hongc 6ch d dm p hdn n dy, b an c 6 f fr6 t ndy p ring g iila h ai b dn c 6 n hiEud idm t ddng d bng h dn l ir b an n ghl l tic d Eu v i c 6 t hd o tao d ung c lr-/dc uan h € h dp t dc t i/ d 6. q The c ollaborative a pproach involves e xamining n ot o nly y our o wn n eeds a nd interests but t hose o f y our o ppanent. I f y ou a dopt it y ou m ay f ind t hat y ou h ave more in common w ith y our o pponent t han y ou f irst t hought a nd c an m ake a d eal b uilding o n that. P h o n g c 6 ch c Qn g t 5c T h e c o l l a b o ra ti ve s tyle Phongc 5ch c 6ng t 5c lir p hong c dch d A m p h d n v 6 i phuldngc h6m " cdrh ai s 6 drldcn hiEuh dn k hi l ir ban s o v di l a k e thir c 0a n hau" 1B
  20. ^| Canori - -- -D^ -t^ - /f:rm5D Asi6 P acilicM anaqemenr roup G The collaborative tyle is a'we both win more as friends than either of us would as s enem es,'approachto negotiati g. i n GiSngn hr-f At c a c dc p hong c dch d Am p hSn k h6c, n 6 c fing c 6 n hddc d idm. V i t du, p hong c Schc 6ng t 6c d 6i k hi l d k h6ngt nd t hrlc h i6n d tJdck hi b an p hdi d im ph6n v 6i m 6t d 6i t hir c 6 p hongc Schd irm p hSnt hdng/thuav i k h6ng b ao g id b i thuy6t p huc v 6i c dc p hUdng5 n k hdc, c ho d ir k ! n 5ng d Am p hSn c [ra b an c 6 gi6i d 6n.d6u.T rong t rufdng[ dp n Ay, b qn c 0ng c 6n p hdi 5 p d r-rnghSi d 6 d Am t p h S nt h d n g / t h u a c h u d nb i s 5 n s i n g c h o n h C t n gi n h h u 6 n gk h 6 n gd E c h i u c h o , t l 5 m v i s d n s i n g b r / 6 cr a k h 6 i p h d n gd A m p h d n n 6 u m u c t i 6 u c i a b a n k h 6 n g alat dLldc. Like all negotiating styles, it has its shortcomings.For example, a collaborative approach may p rove t o b e impdssible when y ou a re d ealing with a n o pponent who h as an e ntrenched w in/lose a pproach t o n egotiation a nd who r efuses t o b e p ersuaded otherwise, d espite y our m ost s kilful e fforts. I n t his c ase, y ou will a lso n eed t o adopt a win/lose a ttitude, b e p repared f or s ome u npleasantness a nd r emain wiltins t o watk away i f y our i nterestsa re n ot m et. Phong_6ch d im p hiin c Qngt ;ic c 6 t hd k h6ng t hich h dp c ho n htng d dm p hiln c chi d i6n r a m 6t l En v i n h&ngd dm p hSnm i b an k h6ng t in t rJdngv iro p hia b 6n kia.( d6i t hdr)h o5c k h6ng c 6 c 5ch d d t hdm d inh d Q t in c 6y c ira h o. D 6i t hi c 6 thd s tJd ung r dt t h6ng t hao p hongc dch d Am p h6n t h5ng/thuav d v i t h6 b an c 6 rdt i t c d h 6i d d l irm c ho p hia b 6n k ia c hdt n h6n m 6t p hong c dch d dm p h6n k h 5 c .V A b a n c O n gk h 6 n g m u 6 n x 6 y d d n g . m 6 iq u a n h 6 l 6 u d d i v 6 i h o . V i v 6 y phong c dch d dm p hdn c anh t ranh c 6 t hd p hir h op h dn c ho b an t rong t inh h u 6 n gn A y . A collaborativeapproach may also be inappropriatefor one-off negotiationsand negotiations hereyou do not trust your opponentor have no meansof verifvinqtheir w trustworthiness.f you'rebuyinga usedcar, for instance, collaborative pproaih-uy I a u not be appropriate.The dealer may very well be adopting a win/loseapproachand there is little chanceyou are going to get him to adopt a differentstyle. you are also unlikely to want to build a long-term relationshipwith the dealer. so a comDetitive style might be a better bet for you. P h o n g c S ch c q n h t ranh The c ompetitive s tyle Tri6t l f c ira p hongc 6ch d Am p hSnc anh t ranh l i " T6i t hdng, a nh t hua,, Thecompetitive tyle is an'I win, you lose'approach o negotiating. s t I:'
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