The Path of Negotiation 談判之路

Two groups. Two problems. Two cultures. Yet in both situations people were engaged in a single, familiar process called “negotiation”—an instantly recognizable human activity that helps people achieve goals and resolve problems. In both cases described above, as we shall see later, the process ended in a successful agreement. Exactly how and why negotiation achieves such results is the subject of this book. People negotiate in generally similar ways in virtually every culture in the world and have done so since time began. An Arusha elder sitting in the New York conference room where Jovanovich and Smith met might not have understood the words being said, but he would have recognized the purpose and value of Jovanovich’s gift to Smith. The Arusha negotiation involved a dispute rather than a deal. But, as we shall see, it concluded with an exchange of gifts. Gifts are part of a universal language of human relationships. And negotiations are fundamentally about the reciprocity norms underlying such relationships. Negotiations proceed through a form of prudently cooperative communication. And negotiations commonly follow a recognizable four-step path: preparation, information exchange, explicit bargaining, and commitment. In the world of sophisticated big-city business deals, lawyers and investment advisers gather in their conference rooms and run through their carefully scripted openings. They discuss the issues, then usually ask for more and offer less than they expect to settle for in the end. In Tanzania, the Arusha people establish their agenda, list their demands, and “talk to the mountain,” making exaggerated offers and counteroffers. They, too, are staking out the boundaries of possible agreement and watching for signals from the other side about what may or may not be acceptable. From here, people get down to the business of making concessions and establishing commitments. Negotiation is, in short, a kind of universal dance with four stages or steps. And it works best when both parties are experienced dancers.

兩群人活翩，兩個(gè)不同的問題拌屏，兩種不同的文化。然而朗和，這兩群人都對(duì)面著相似過程祈远，而我們將其稱之為“談判” --- 一個(gè)識(shí)別度極高第煮，能夠幫助他人實(shí)現(xiàn)目標(biāo)埋泵，并且解決問題的人類活動(dòng)砂竖。在上述的兩個(gè)例子中遂蛀，正如我們預(yù)期的那樣谭跨，這兩個(gè)爭(zhēng)端，最終成功地達(dá)成了協(xié)議。這本書的目的在于闡述談判為什么能夠達(dá)到這樣的結(jié)果螃宙，而又是如何達(dá)到這樣的結(jié)果蛮瞄。總體而言谆扎，從人類誕生之初挂捅，幾乎每種文化的談判方式都相似。假設(shè)堂湖，那位阿魯巴的長(zhǎng)者坐在約萬諾維奇和史密斯的談判桌上闲先，他或許聽不懂他們說的話，但是他一定明白約萬諾維奇送給史密斯禮物的含義无蜂。阿魯巴的那個(gè)談判是為了解決爭(zhēng)端而非達(dá)成協(xié)議伺糠。但是，正如我們所預(yù)期的那樣斥季，最后都在禮物交換中達(dá)成了協(xié)議训桶。禮物是促進(jìn)人類關(guān)系語言的一種。而談判酣倾，從本質(zhì)上而言舵揭，就是關(guān)于促進(jìn)關(guān)系的互惠原則。談判通過一系列謹(jǐn)慎的合作交流進(jìn)行灶挟。而談判琉朽，通常有4個(gè)大眾所知、易識(shí)別的步驟：準(zhǔn)備階段稚铣，信息交換階段箱叁，直白的討價(jià)還價(jià)以及做出承諾的階段。在這個(gè)世界上，在大城市發(fā)生的大宗商業(yè)交易中，律師和投資顧問會(huì)聚集在會(huì)議室做粤，根據(jù)精心準(zhǔn)備的開場(chǎng)白認(rèn)真開場(chǎng)。他們會(huì)討論問題螟够，并且最終，通過比自己預(yù)期付出還要少的方式峡钓，獲得更多妓笙。在坦桑尼亞，阿魯巴人會(huì)設(shè)置議程能岩，列出他們的需求寞宫，然后“和山對(duì)話”，提出夸張的要價(jià)和還價(jià)拉鹃。而與此同時(shí)辈赋，他們也會(huì)提出達(dá)成可能協(xié)議的邊界鲫忍，并且從對(duì)方給出的信號(hào)中，找出對(duì)方能夠或者不能夠接受的點(diǎn)钥屈。而找到點(diǎn)后悟民，人們開始妥協(xié)讓步，達(dá)成合作協(xié)議篷就。談判射亏，簡(jiǎn)而言之，是擁有四個(gè)階段或者步驟的普通舞蹈腻脏。當(dāng)雙方都是有經(jīng)驗(yàn)的舞者時(shí)鸦泳，效果最好。