2024年4月21日发(作者：华为手机系统升级官网)

Definition of Negotiation谈判的定义

Negotiating is part of everyday life. You negotiate far more than you realize. In a business or an

administrative position, you do so when you’re dependent upon others for getting your ideas

accepted, your goals accomplished or your problems solved. You also negotiate on how tasks, rights

and responsibilities, resources and risks, and monetary gains and losses should be assigned or

divided up.

Negotiation is a cooperative undertaking, in which you and the opposing party attempt

constructively to find solutions that satisfy both your needs. Successful cooperation results in

solutions that are more cost-effective and involve less risk. The needs of others and the needs of the

environment are more likely to be given consideration.

Negotiator of Two Extremes两种极端的谈判者

We not only negotiate to solve problems, but also how to divide up responsibilities and work, as

well as the distribution of costs, risks, profits and gains. Accomplishing this successfully places

special demands on you as a negotiator. You need to be businesslike. This requires your finding a

happy balance between two extreme behaviors, that of being na’i’ve, and that of being greedy.

A na’i’ve negotiator gives away too many advantages and too much potential profit. He accepts

too much of the work and responsibility, and too many of the risks. Thus, a na’i’ve negotiator is

expensive for the organization. He is easily taken advantage of. Even the parties he negotiates for

many have little trust in him.

A greedy negotiator wants to get everything without being willing to give. He is unable to accept

the idea of the other party gaining anything. He wants to threat the other party and defeat it. A greedy

negotiator is also expensive for the organization. No one wants to deal with him. People avoid him if

they can. Those he has victimized are likely to seek revenge. A greedy negotiator, just like the na’i’ve

one, fails to gain trust and support.

Dynamics of Negotiation谈判的潜在力量

The negotiation process is about power, ego, and saving face.

Power: At the core, every negotiation is a power struggle, no matter how small. It is one side’s

attempt at primacy over the other side’s point of view or position. And, no one ever wants to feel

powerless. Even police hostage negotiators know as a first tactic to create the illusion of power or

control in the mind of the hostage-taker. If he feels powerless, the situation could erupt. The same is

true in even more calm surroundings. In a broad sense, people have power when they have the

ability to bring about outcomes they desire or the ability to get things done the way they want them to

be done. However, a person could also be described asshavingsinfluence, being persuasive, or

being a leader.

Ego: Ego also drives many negotiations and lies at the heart of many disputes. Negotiators of all

shapes, and sizes, and levels of sophistication have enormous amounts of ego invested in their

proposals. Also, people like winning, however they might define it. To lose is a blow to the ego, and

no one wants that. Negotiations grow more difficult the more the negotiators are owed to their

proposals, to their way of seeing the world.

Saving Face: Also tied up in ego and power is the concept of saving face. No one wants be

taken advantage of at the end of the day, both parties must be able to save face. The more

high-level the dispute, the harder this is, which is one reason why mediators attempt to

institute“media blackouts”in very public cases. The greatest decisions are made when no more than

two people are in a room. Even mediators must sometimes clear out and let the parties talk directly

to one another, because they’ve been busy posturing for the mediator as well. They need to save

face even with the mediator.

As a negotiator, it is very easy to become caught up in your own point of views and to grow

increasingly averse to the point of views of your counterpart. This is natural because you are an

advocate after all. In difficult or prolonged negotiationsswherespersonalities clash, it is easy for each

negotiator to want unconditional surrender from the other. However, the best negotiators understand

that it is their job to make sure their counterpart saves face. You need to give your counterpart

a“back door,”a way out, a way to claim even partial victory. If you do, it makes it easier to reach a

deal on your terms, which, presumably, is your goal.