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Интересы часто лежат под поверхностью Желания Ценности Наблюдения Предположения Раны Потребности Убеждения Восприятие Заключения Позиции Interests are not always seen at the surface Wishes Values Observations Assumptions Wounds Demands Convictions Perception Conclusions Position
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Negotiations: Criteria for Achievement MeasuringPR
EPARATION
ACHIEVEMENT
TO CONDUCT
OBSERVE
Некоторые обще-принятые показатели успеха в переговорах
Some Common Measures of Success
• To achieve maximum concessions from another party
• To make other party to overstep its last line in negotiations
• Get the last cent out of the other party
• Remain equally dissatisfied
• To avoid conflict
• To make some deal whatsoever
Интересы часто лежат под поверхностью
ЖеланияЦенности Наблюдения
ПредположенияРаны
ПотребностиУбеждения
Восприятие
Заключения
Позиции
Interests are not always seen at the surface
WishesValues Observations
AssumptionsWounds
DemandsConvictions
Perception
Conclusions
Position
If “YES” If “NO”
INTERESTS
VARIANTS
CRITERIA
COMMUNICATIONRELATIONSHIP
COMMITMENTS ALTERNATIVES
Переговоры: Критерии успеха
Negotiation: Criteria for Measuring Success
Agreement or result achieved:1. Better than our BAPA – the best ALTERNATIVE to potential
agreement
2. Satisfies INTERESTS: INTERESTS POSITIONS
• Our – good• Their – at least, acceptable• Others – at least, bearable
3. Does not leave any mutually profitable decisions: is one of the best VARIANTS among variety
4. Fair – parties consider the result to be rightful and reasonable with relation to objective CRITERIA
5. Provides well-planned, realistic and feasible OBLIGATIONS
6. Achieved by effective way – obvious efficient COMMUNICATION
7. Helps to establish good labor RELATIONS among parties
Руководство по переговорам
Guidelines for Negotiation
Clarify INTERESTS , not positions
• Ask “Why?”, “Why not?”
• Focus on mutual interests, study diverse interests
• Advert to CRITERIA and new ALTERNATIVES in the case of competitive interests
Develop VARIANTS for achieving mutual benefit
• Divide processes of working up and taking decisions
• Develop possibilities by “brainstorming” – with no appraisals, obligations or ascribing ideas to particular people
Руководство по переговорам (продолжение)
Guidelines for Negotiation(cont.)
Use CRITERIA for better capabilities assessment • Ask “Why is it fair?”• Advert to fair procedures
• Use a test of “counter effect” (how do you feel in
their place?)
Undertake OBLIGATIONS in the end of the process
• First discuss, then take a decision– No obligations before comprehensive
study of interests and variants• Think over how as well as what
• Make them feel they are involved into a result by involving them into the process
Руководство по переговорам (продолжение)
Guidelines for Negotiation (cont.)
Determine your own Best Alternative to Potential Agreement (BAPA)
• Assess their BAPA
• Assess feasibility of both BAPA
Establish effective bilateral COMMUNICATION
• Listen carefully and ask questions
• Balance the support of interests and their studying
• Explain your views, explore their views
• Represent what you say taking into account what they will perceive
Руководство по переговорам (продолжение)
Guidelines for Negotiation (cont.)
Separate people from problems
• Deal with RELATIONSHIPS and a subject of negotiations in a form they require
• Attack a problem, not people
• Use humane methods when dealing with human problems
Rules for Negotiations1.Consent is not a necessity;- Inwardly, make up a goal
consisting of 7 elements.2. Perform your role but don’t play
it. 3. Keep your notes in secret.4. Avoid making new strong
arguments.