【正文】 ． 我不知道我們怎么能在這樣的基礎(chǔ)上作這筆生意。 ? Make rational decisions to behave in a particular way in spite of strong emotional feeling to behave the opposite way. Accurate diagnosis ? Difficult people behave in a difficult manner because they have learned that doing so keeps the opponent off balance and incapable of effective action. ? Expert negotiators have to make an accurate diagnosis as to what the “difficult person” is doing to keep them off balance. Some of the behaviors of “difficult people” are: aggressive, passive, passiveaggressive, loud, swearing, shouting, lying, not listening, name calling, threatening to go to one’s supervisor, belittling, withholding relevant information, being abusive in public, being persistent, and /or not letting one speak. ? By carefully figuring out what the other party wants, one is in a better position to negotiate effectively with them because it may be very easy to give them some of what they want and much less likely that one will get “emotionally hooked.” Knowing one’s core values ? Core values are deeply held values that govern how one behaves across a great many situations. Core values are powerful because they generate feelings, thoughts and behavior. ? As a negotiator, one needs to know what the core values are so that one can develop control over them rather than letting them control. For example, perhaps one of the core values is being polite, and a sales person is rude. If one automatically bees angry and attacks the salesperson without first thinking about an appropriate strategy, the core value of politeness has been hooked, and one has bee a reactive negotiator rather than a proactive one. Appropriate anger management ? There are examples of situations in which one became so angry that he/she damaged the negotiation and an important relationship as well. In cases like this too much anger and/or too much uncontrolled anger resulted in making nonvigilant or hypervigilant decisions, which negatively affected both the process of the negotiation and its oute. ? It is imperative that good negotiators know how to both manage and express anger appropriately. Role selection ? One assumes different roles all the time. In any given day one might play the role of a professional, a husband or wife, a parent, son or daughter, coach, president of an enterprise and so on. When assuming each particular role, one takes on certain characteristics of that role. ? When one can consciously choose what role to take during a negotiation, it gives one the power to select how to behave in that negotiation. Doing the unexpected ? It often turns out that doing the unexpected helps disarm the “difficult person” with whom one is dealing. ? “Doing the unexpected”, if it is working, do more of the same。 ? 10)． 也許我們應(yīng)該想辦法使我們兩個部門進(jìn)行更好地溝通。 ? Not personalize the situation or the behavior of the other party, which includes realizing that their behavior is not a personal attack on you personally。 ? Answer: ? 1). We could perhaps cut the advertisi