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【正文】 Chapter 7 Negotiating Strategies ? Negotiating strategies are established in order to achieve the negotiating objectives. They are acting guidelines and policies of the whole negotiating process and are subject to modification with the progress of the negotiation. ? The purpose of this chapter is to help the practical negotiator to decide on the strategies he will follow in his negotiations. It will therefore cover choice of strategy, negotiating techniques, how to deal with difficult people and difficult situations and how to handle conflict in negotiation. ? In this chapter you’ll learn: ● choice of strategy ● negotiating strategies ● how to deal with difficult people and difficult situations and ● how to handle conflict in negotiation Choice of strategy ? Strategic considerations ? There are quite a few background considerations which will influence the strategy: repeatability, strength both parties, importance of the deal, time scale and negotiating resources. ? Guidelines for strategic decisions ? The first of the strategic decisions which must be made is the choice of the other party. If there is any choice, how many parties should be negotiated with? Which parties should be chosen? ? For practical purposes, if there will be continued extended negotiations, it is desirable to have some basis for parison. And a general guideline for repetitive deals is to negotiate with two others. ? For onetime deals, there are not the same concerns. The general strategy is to restrict subsequent detailed negotiation to one another. ? The choice of which other party will be strongly influenced by the range of mercial interests, the reputation, the reliability, the integrity and the quality and so on of the possible other parties. ? Second, how quick should negotiations proceed? ? The stronger/dominant party should choose quick deal. The strategy should be opening the bidding very close to the minimum requirement. ? The weaker/subordinate party should choose either quick deal or hold back, depending on the strategy assumed to have been selected by the opponent. ? If there is no clear pattern of dominance/subordination, the strategy should be to hold back. ? Third, how high to aim in strategic thinking? The general answer is to always aspire high. The level of aspiration is a key strategic element in the conduct of any particular negotiation. Practical experience and psychological advice are unanimous “aim high, aim high, aim high”. ? Fourth, what sort of objectives? The word “objective” is in fact used to mean a lot of different things. There is a hierarchy of objectives, each being more or less general, less or more specific. ? There is a strategic need to decide how precise or how general the objectives are to be. ? For a quick deal, there needs to be very precise targets, and very clear views about the extent to which promises could be made. But when starting a hold back negotiation, such precision may act as a psychological barrier,
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