【文章內(nèi)容簡介】 by coalitions.167。 So we should look for existing and potential alliances,Look into the Other Side167。Who has the authority to make which decisions?167。 Does the other side’s representative have the authority to make a deal, or do others have to ratify it?167。 How is the performance of the people at the table measured and rewarded?167。 Are there any differences between the interests of the ultimate decision makers and those of their representatives at the table?Draw Up a Party Map② RULES: WHAT ARE THE RULES OF THE GAME? The rules of the game is including laws, regulations , professional codes of conduct and social conventions .For Daniel167。Intellectual property law 167。employment lawFor all negotiations167。 What laws and regulations apply here?167。 What social conventions shape the parties’ behavior?167。 Are there professional codes of conduct that apply here?167。 What other rules of the game will influence other parties39。 behavior?③ ISSUESa. Identify the Full Set of Issuesb. Unbundled the Issuesc. Assess Whether Relationships Are an Issue the Full Set of Issues the Issues167。 Compensation167。 Job Responsibilities 167。 Status167。 risk Whether Relationships Are an Issue167。 Transaction Relationship167。 Deal DisputeDeal and Transaction167。Deal making167。Selling a business unit Parties will not interact in the future, but there are no preexisting animosities.Deal and Relationship167。Relationship building167。Creating a corporate alliance Parties anticipate a longterm relationship, but its basis has not yet been determined.Dispute and Transaction 167。Dispute resolution167。Resolution of a personal injury lawsuit Relationship is likely characterized by animosity, but parties will not interact after resolution.Dispute and Relationship167。Conflict management167。Settling a strike The current dispute is likely to be part of a longerterm pattern of contention, which may create barriers to agreement. and Deal with Toxic Issues④ INTERESTS WHAT GOALS ARE YOU AND OTHERS PURSUING?Seek Out Shared Interests Two elements must normally be present for negotiation to take place: there must be both mon interests and issues of conflict.Omega SystemsDaniel Kenmon interestsissues of conflict167。Higher salary167。More equity 167。Seat on the board167。Chief technology officer167。Antidilution protection 167。Restrictions on changes in responsibilities167。Location in Austin167。Quicker vesting橙子的個(gè)故事橙子的個(gè)故事Propose Mutually Beneficial Trades⑤ ALTERNATIVES WHAT WILL YOU DO IF YOU DON’T REACH AGREEMENT ?Work Out Your BATNAlA BATNA is a course of action, it is what you will do if there is no agreement.lBATNA is Best Alternative To Negotiated Agreement Define Your WalkAway Position Suppose Daniel’s BATNA is to find another employer. How should he use it in negotiations with Ken?Explore the Effect of a Coalition on Your BATNA167。 building a solid coalition can substantially improve your BATNA.The devil wears pradafilmConsider the Impact of Time167。Will your alternatives improve or worsen as time passes? 167。What about those of your counterparts?167。What is the right time?DanielKenDaniel⑥ AGREEMENTS ARE THERE POTENTIAL AGREEMENTS THAT WOULD BE ACCEPTABLE TO ALL SIDES?Try to Find the Bargaining Range Using his assessment of Ken’s interests and BATNA, Daniel can try to estimate Ken’s walkaway.Bargaining Range in Distributive Negotiations The nature of the bargaining range depends on whether a negotiation is, purely about claiming value or create value.claiming value divide the pie ,lose and gain create value enlarge the pie, winwinBargaining Range in Integrative Negotiations Negotiations of this kind are therefore integrative: they bine efforts to integrate interests and create value (to enlarge the pie) with efforts to claim value (to divide the pie).167。Harness the Power of Good Information167。Probe Shared Uncertainties⑦ LINKAGES ARE YOUR CURRENTNEGOTIATIONS LINKED TO OTHER NEGOTIATIONS?Mapping Linked Negotiations167。 Competitive linkagesReciprocal Linkagestructuring the Linked System2Shaping the StructureThe case One side : Claire, the young founder and CEO of a yearold mercial real estate pany.Other side : Eric: newly hired regional director of Bargain Mart , a respected nationwide discount retailer.Claire:167。 she was developing in Fairfield, a midsized city north of Boston.167。Claire’s development plan for one large store and many smaller satellite storesEric:167。Eric expressed misgivings about Fairfield’s security.167。Eric requested to reduce Lease