英语专业国际商务谈判期末必杀技.doc

冲突的层次intrapersonal or intrapsychic conflict; Interpersonal conflict; intragroup conflict; intergroup conflict.
谈判发生的三个原因（to agree on how to share or divide a limited resource, such as land or property or time ；to create something new that neither party could do on his or her own；to resolve a problem or dispute between the parties）
典型硬试棒球法策略：Good cop/bad cop; lowball/highball; bogey道德困境; The nibble; chicken; intimidation恐吓; aggressive behavior; snow job夸夸其谈;
结束谈判策略：Provide alternatives; assume the close; split the difference; exploding offers; sweeteners;
循环协议的8个类型：Compromise妥协; logroll 相互捧场; modify the resource pie 修正蛋糕资源; expand the pie 做大蛋糕 ; find a bridge solution 搭桥; cut the costs for compliance削减成本; superordination 更高级别的解决办法 ; nonspecific compensation非特异性补偿;
相互捧场策略的三个方面：Explore differences in (risk preference expectation time preferences)
框架的7个种类: Substantive; outcome; aspiration; process; identity; characterization; loss-gain;
十二个认知偏差：irrational escalation of commitment; mythical fixed-pie beliefs; anchoring &adjustment; issue framing & risk; availability of information; the winner’s curse; overconfidence; the law of small number; self-serving biases; endowments effect; ignoring other’s cognitions; reactive devaluation;
三个情绪和情感的区分标准：Specificity; intensity; duration;
社会账户三方面解释：Explanations of mitigating circumstances; explanations of exonerating circumstances; reframing explanations.

Special notes for what is communication:（1. Avoiding fatal mistakes：Negotiation closure process involves making decisions to accept offers, to compromise priorities, to trade off across issues with the other party, or to take some combination of these steps. four key elements: framing, gathering intelligence, coming to conclusions and learning from feedback 2. Achieving closure：when to shut up；last-minute problems reduction of agreement in written form）
改进沟通的三个工具： The use of question; listening; role reversal;
权利的类型：expert power; reward power; coercive power; legitimate power; referent power;

处于权利劣势时如何应对：Never do an all-or-nothing deal; make the other party smaller; make yourself bigger; build momentum through doing deals in sequence; use the power of competition to leverage power; constrain yourself; good information is always a source of power; ask lots of questions to gain more information; do what you can to manage the process.

伦理道德的四个学派：end-result ethics(Jeremy Bentham, John Stuart Mill);duty ethics (Immanuel Kant); social contract ethics(Jean-Jacques Rousseau); personalistic ethics(Martin Buber) .
怎样使用欺骗策略：ask probing questions; phrase questions in different ways; force the other party to lie or back off; test the other party; “call” the tactic; ignore the tactic; discuss what you see and offer to help the other party shift to more honest behaviors; respond in kind;

分配式谈判注意的问题：do not rush prenegotiation; recognize a long-term business deal as a continuing negotiation; consider mediation or conciliation..

名誉的重要性 ：reputations are perceived and highly subjective in nature; an individual can have a number of different, even conflicting, reputations because she may act quite differently in different situations; reputations are shaped by past behavior; reputations are also influenced by an individual’s personal characteristics and accomplishments; reputation develop over time; Other’s reputations can shape emotional states as well as their expectation; negative reputations are difficult to repair.
谈判永远不会结束的原因
Restart the negotiation again on tough issues in order to seize the right time.
Correct anticipation about the future is normally unable to get.
It is always possible that there is disagreement.

团队领队者能给谈判带来的好处： move the group toward selecting one or more of the options; shape & draft the tentative agreement; discuss whatever implementation & follow-up or next steps need to occur; thank the group for their participation, their hard work, and efforts; organize & facilitate the postmortem.

影响文化的因素：Learned behavior; dialectic; shared value; in context;
文化的影响：1. Definition of negotiation2. Negotiation opportunity3. Selection of negotiators4. Protocol 5. Communication 6. Time sensitivity 7. Risk propensity8. Groups versus individual9. Nature of agreements10. Emotionalism.
Stephen Weiss proposal：Low familiarity：intervention of others; Induce your opponenttouseyourapproach;Moderate;familiarity:adaptation;coordination;Highfamiliarity;complete adoption ;a new approach ;Joint strategy.
Culture as shared :1.valuesSchwartz’s 10 Cultural Values:self-transcendence; openness to change; self-enhancement; conservation.
2. Hofstede’s Model of Cultural Dimensions: individualism/collectivism; power distance; career success/quality of life; uncertainty avoidance;

判断题 导致谈判失败的最主要的三个因素：Failures and distortions in perception, cognition ，and communication .有效沟通的结果取决于听者和说者的能力.

trust：an individual’s belief in and willingness to act on the words, actions and decisions of another.
ethics：Ethics are broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards. They differ from morals, which are individual and personal beliefs about what is right and wrong. Interest: interests are underlying concerns, needs, desires, or fears to motivate a negotiator holding a particular position.
Frame: A frame is the subjective mechanism through which people evaluate and make sense out of situations, leading them to pursue or avoid subsequent actions.

简答题：1. Consequences of unethical conduct .1 Effectiveness ：a learning and reinforcement process impact on current and future intent expectation of getting reward；2 Reactions of others ：feedback of realizing the deception destructive effects (relationship/reputation) ；3Reactionsofsel: feeling of discomfort/stress/guilt/remorse large concession later as compensation ignore or rationalize .
2. Why use deceptive tactics? :1.Power motives: Power is essential to negotiators; Exchange of information brings the power; Try to get more useful information as well as make full use of good information; Provide inaccurate information to others. 2. Other motives: Negotiation situation; Culture background; Anticipation of opponents’ conduct.
3. Five sources of power: 1.Information is the most common source.2. Personality and individual differences, it includes Personal, Cognitive, moral and Motivational orientation, besides Dispositions and skills .3. Position 4. Relationships, it can derive from goal interdependence, respect and admiration and networks.5. It can also derive form cultural Context.

4. How to repair Trust? 1. The more severe the breach of trust, the more difficult it is to repair trust and reconcile the relationship. 2. A good past relationship might help. 3. The sooner an apology occurs, the more effective it is likely to be.4.The more sincerely an apology is expressed, the more effective it was in repairing trust. 5. Apologies with taking personal responsibility for having created the breach may be more effective. 6. It is important to prove that the breach occurs accidentally.

论述题 1.The Characteristics of Distributive Bargaining Situation: 1 a competitive or win-lose bargaining; 2 the goal of one party is usually in fundamental and direct conflict with the other party’s; 3resources are fixed and limited and both parties want to maximize their share; 4 strategies and tactics are needed.
The Characteristics of Integrative Negotiation Situation: 1a cooperative or win-win negotiation; 2to solve the problem (the goals of parties are not mutually exclusive); 3resource distribution; 4strategies and tactics are needed.
2. The Effects of Goals on Choice of Strategy: a. direct effects: Four aspects: Wishes are not goals; Goals are often linked to the other party’s goals; there are boundaries or limits to what goals can be; Effective goals must be concrete, specific and measurable. b.indirect effects: Simple and direct goals are short-term thinking; Difficult or substantial changes are required: relationship-oriented.

3. Why multiparty negotiation is more complicated and difficult? 1. Multiparty negotiation is defined as one in which more than two parties are working together to achieve a collective objective, more interests should be satisfied. 2. When it is multiparty negotiation with more negotiators and people involved, it becomes more complicated and harder to manage. There are big differences among informational and computational complexity, social complexity, procedural complexity and strategic complexity, the relationship is plural, and it attach considerable difficulties to deal with those difficulties, and the more pressure from audience should be faced, moreover, the choice of certain strategies to serve to certain objectives

4.如何理解谈判中文化扮演的角色或是影响？举例说明. 1. Culture as learned behavior systematic negotiation behavior. What should be done? What could be done? 2. Culture as shared values (key to cross-cultural negotiation), for example, Schwartz’s Cultural Values: self-transcendence; openness to change; self-enhancement; conservation. 3. Culture as dialectic: individualism vs. Teamwork; personal and cultural value.4. Culture as context: Human behavior is determined by various factors. (personality/social context); culture and communication. 礼仪，语言与非语言，时间观念，谈判态度，个人风格，沟通方式可以直接或间接 美国人不拘礼节。在商务往来中，美国人喜欢直呼对方的名字
分析题，为了达成一个成功的谈判，应该要注意些什么？
1. Be prepared 2. Diagnose the fundamental structure of the negotiation 3. Identify and work the BATNA 4. Be willing to walk away 5. Master the key paradoxes of negotiation 6. Remember the intangibles 7. Actively manage coalitions 8. Savor and protect your reputation 9. Remember that rationality and fairness are relative 10. Continue to learn from your experience

什么时候，有的冲突是不需要谈判来解决的？
1 准备不充分unprepared 2认知体系不能解决问题 cognitive system