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  • This is part three of our negotiation book, preparing strategies. So we've

    this is part three of our negotiation book preparing strategies so we've

  • already covered some of the basic, basic ideas which is negotiation is very

    already covered some of the basic basic ideas which is negotiations very normal

  • normal. It happens in many different ways, in many different places, not just

    it happens in many different ways in many different places not just business

  • business, but also in family, everyday life. We've also covered that in negotiation

    but also in family everyday life

  • you need to have a goal. You need to make your goal clear. So if you have a goal,

    we've also covered that negotiation you need to have a goal you need to make

  • then what do we look at next? And the next thing we need to look at is this

    your goal clear so if you have a goal then what do we look at next and the

  • idea of how to implement that goal, how to make that goal actually happen. So

    next thing we need to look at is this idea of how to implement that goal how

  • when we talk about how to make a goal happen, what we're talking about is this

    to make that goal actually happen so when we talk about how to make a goal

  • idea of making a plan, making a plan. Now, In business we talk about plans, don't we?

    happened what we're talking about is this idea of making a plan making a plan

  • We have a business plan. When we talk about finance, we have some kind of cash

    now in business we talk about plans only we have a business plan when we talk

  • flow plan, how are we going to generate cash flow for the next year. So in

    about finance we have some kind of cash flow plan how we're going to generate

  • business, we're very used to making plans. It's very normal. However, in negotiation, I

    cash flow for the next year some business we're very used to making plans

  • think we often skip over that idea of making a plan. We often just jump into

    very normal

  • negotiation because we're always thinking, "I want to get the best. I want

    however negotiation I think we often skip over that idea of making a plan we

  • to get more. I want to get a lower price." But if you have a goal, it's very clear.

    often just jumped into negotiation because we're always thinking I want to

  • Now, you need to think how to get from the beginning to the end of that goal,

    get the best I want to get more I want to get a lower price but if you have a

  • very important in a business negotiation. And it can help you in a social

    goal it's very clear now you need to think how to get from the beginning to

  • negotiation also to understand this idea. Now, it could be a little bit complicated

    the end of that goal very important in a business negotiation and it can help you

  • because maybe you had a business class on strategy before. Maybe you've studied

    know social negotiation also to understand this idea now it could be a

  • strategies, a very popular business topic. And there's a lot of thick books, and it

    little bit complicated because maybe you had a business class on strategy before

  • can become very complicated. Well, in this case, I think we're very lucky because

    maybe you studied strategies a very popular business topic and there's a lot

  • it's not very complicated luckily. So let's go ahead and look at this idea of

    of thick books and it can become very complicated

  • making a plan and creating a strategy and executing tactics. So a plan is a way

    well in this case I think we're very lucky because it's not very complicated

  • that you you know get your ideas together, you formalize. Of course, it's

    luckily so let's go ahead and look at this idea of is making a plan

  • best when you make a plan to discuss with your team members, and to write

    and creating a strategy and executing tactics so a plan is a way that you you

  • things down, so you get clear, and you get unified. Now, for the

    know get your ideas together you formalize of course its best when you

  • plan, you're going to have two basic parts of the plan--your strategy and your

    make a plan to discuss with your team members and to write things down so you

  • tactics. And remember strategy. Strategy is that overall big picture, the big idea

    get clear and you get unified now for the plan you're going to have two basic

  • the big thing you're going to do. And tactics are how do you execute that

    parts of the plan your strategy and your tactics and remember strategy strategy

  • strategy. What is the.. what are the behaviors you actually do to accomplish

    is that overall big picture the big idea the big thing you're going to do and

  • that. So strategy is the bigger part. Tactics are the specific, smaller part. So

    tactics are how do you execute that strategy what is the what are the

  • strategy is a kind of plan and it emphasizes, you emphasize this during

    behaviors you actually do to accomplish that

  • your negotiation, but, of course, it's only useful if everyone on your team is on

    so strategies the bigger part tactics are the specific smaller part so

  • the same page, and you all know the same strategy. If everybody's mixed up and have

    strategy is a kind of plan and emphasizes you emphasize this during a

  • different strategies, it's not going to work. Tactics are the behaviors. And again,

    negotiation but of course it's only useful if everyone on your team is on

  • you want to share this with your team because you want your team all to be

    the same page and you all know the same strategy everybody's mixed up and have

  • using tactics that are helpful. It doesn't mean everyone uses the same

    different strategies is not going to work

  • tactic, so that's an interesting point. Of course, everyone's working on the same

    tactics are the behaviors and again you want to share this with your team

  • strategy, towards the same goal, but then the tactics may differ because different

    because you want your team all to be using tactics that are helpful

  • team members execute different tactics to achieve things or they may be good at

    it doesn't mean everyone use the same tactics that's an interesting point of

  • different tactics. Or different players, different, in our game, players, different

    course everyone's working on the same strategy towards the same goal but then

  • negotiators on the team could actually be helping each other by using different

    the tactics may differ because different team members execute different tactics

  • tactics. For example, we say good cop bad cop, right? One person acts tough, one

    to achieve things or they may be good at different tactics for different players

  • person acts friendly. That's one kind of way to do it. Okay. So let's think about a

    different in our game players different negotiators on the team could actually

  • simple example like a child. So, of course, everyone knows this. When you are children,

    be helping each other by using different tactics for example we say good cop bad

  • if you have a brother or a sister, you know that you often have a conflict with

    cop right one person acts tough one person acts friendly that's one kind of

  • your brothers or sisters. And what do you do? You, of course, appeal to the parents.

    way to do it

  • you go to your parents and you try to Get what you want from your parents. Now,

    ok so let's think about a simple example like a child so of course everyone knows

  • how do you do this? Well, your strategy may be emotion. That is a child will use

    this when your children if you have a brother or sister you know that you

  • emotion. And then the tactic may be for example saying, "I love you mommy. Can I

    often have a conflict with your brothers or sisters and what do you do you of

  • please have this new toy?" So this strategy is the big idea. It's emotion.

    course appeal to the parents you go to your parents and you try to get what you

  • And how do you execute it? one is to go tell your mommy you love her so

    want from your parents

  • much or maybe to clean the dishes, wash the dishes and say, "I clean the dishes.

    now how do you do this while your strategy maybe

  • Now, I deserve a reward." So that is a way to execute that strategy. Now in

    emotion that is a child will use emotion and then the tactic maybe for example

  • negotiation, we're quite fortunate that there's a very simple idea here that we

    saying I love you mommy can you please have this new toy

  • can use. And this is really quite amazing and quite powerful. In negotiation, there

    so this strategy is the big idea its emotion and how do you execute it one

  • are four basic strategies, and I want you to pay attention because when we

    way is that

  • have our RPGs, you need to sit down and think in your group, which one of this is

    go tell your mommy you love her so much or maybe to clean the dishes wash the

  • for you. You can only have one. You can only choose one of these four strategies, and

    dishes that I clean the dishes now I deserve a reward

  • the beautiful thing is there's only four. So let's take a look at the four core

    so that is a way to execute that strategy now in negotiation were quite

  • strategies. Accommodation, collaboration competition, avoidance. So let's take a

    fortunate that there's a very simple idea here that we can use and this is

  • look at each one of these very quickly. Accommodation-- so what are we talking

    really quite amazing and quite powerful in negotiation there are four basic

  • about when we're doing accommodation? Accommodation, of course, means that you

    strategies and and I want you to pay attention because when we have our RPGs

  • just give in whatever the other side wants. You give it to them. You go ahead

    you need to sit down and think in your group which one of these for you can

  • and you give in. Why would you use accommodation? Well, maybe there's some

    only have one you can only choose one of these for strategy and the beautiful

  • kind of special situation in accommodation, where if you give in now,

    thing there's only four so let's take a look at the four core strategies

  • you'll get something later at a different negotiation. Or maybe your

    accommodation collaboration competition

  • position is just so weak, that you're really not going to gain much or this

    avoidance let's take a look at each one of these very quickly accommodation so

  • negotiation is not very important so you go ahead and give in. Anyway, there are

    what are we talking about what we're doing

  • many reasons. We'll talk about in a minute, but accommodation is one of the

    accommodation accommodation of course means that you just give in whatever the

  • strategies. You give in. The next one is collaboration. Collaboration-- now

    other side once you give it to them

  • collaboration is a way to work together. And it's often, very thought of, very

    you go ahead and you give in why would you use accommodation well maybe there's

  • close to the word cooperation, like cooperation, collaboration, working

    some kind of special situation and accommodation where if you give in now

  • together. Avoidance-- of course, avoidance means you don't negotiate at all, and that's

    you'll get something later at a different negotiation or maybe your

  • different than collaboration because collaboration is working together. It's

    position is just so weak that you're really not going to gain much for this

  • different than accommodation, which means you just give in. And then the last one

    negotiation is not very important to go ahead and give given anyway there are

  • is competition, where you try your best to win. So let me see if I can highlight

    many reasons we'll talk about in a minute but accommodation is one of the

  • these. I got a little bit mixed up here, come back here. So we've got

    strategies you give in the next one is collaboration collaboration

  • accommodation, you give in. Competition-- you fight for everything you can get.

    collaboration is a way to work together and it's often very very close to the

  • Collaboration-- you work together, and avoidance-- you just walk away. You don't

    word cooperation like cooperation collaboration working together avoidance

  • negotiate. All right. Let's look at these a little bit closer. Now, the great thing

    of course avoidance means you don't negotiate at all and that's different

  • here is it's actually not hard to figure out. You have two questions to ask. If

    than collaboration because collaboration is working together is different than

  • you ask these two questions, and you answer them honestly in your team, with

    accommodation which means you just give in and then the last one is competition

  • your team members, looking at your company's position, what's our beginning

    where you try your best to win so let me see if i can highlight these little bit

  • position? If you answer these questions, you'll have your strategy. There's four

    mixed up here come back here so we've got accommodation you give in

  • possible answers, right? So four strategies. Let's look first at question

    competition you fight for everything you can get collaboration you work together

  • number one. How important is the negotiation outcome to your team? So that

    and avoidance you just walk away you don't negotiate all right let's look at

  • is how important is the outcome? This negotiation, right now, the result of this

    these a little bit

  • negotiation, how important is it? Now, usually, when you work in a company, this

    closer now the great thing here is it's actually not hard to figure out

  • is not up to you. This comes from your boss, from your managers. And they'll tell

    you have two questions that ask if you ask these two questions and you answer

  • you this negotiation is very important. And when we play our RPG, each

    them honestly in your team with your team members looking at your company's

  • negotiation, for each group, is going to have an importance level. So let's say,

    position what's our beginning position if you answer the questions you have

  • for example, this negotiation is just not important. Your company's already making

    your strategy was for possible answers right so for strategies

  • a lot of money doing something else. This is a small cookie, small potato. It's not a

    let's look first question number one how important is the negotiation outcome to

  • big deal. So your boss tells you, "I want you to go do this negotiation." But he

    your team so that is how important is the outcome this negotiation right now

  • does not emphasize this is important or key to the company, so the outcome of

    the result of this negotiation how important is this now usually when you

  • this negotiation is maybe not that important. On the other hand, if the

    work in a company this is not up to you this comes from your boss from your

  • negotiation is very important because maybe the company is on the verge of

    managers and they'll tell you this negotiation is very important and when

  • bankruptcy, it's out of money, something's going wrong, so this negotiation is very

    we play RPG each negotiation for each group is going to have an important

  • important. We have to make money on this negotiaon. The importance is very high. So that

    level so let's say for example this negotiation is just not important for

  • outcome importance is the first question. And you can break it into, you know, just

    companies already making a lot of money doing something else this is a small

  • high or low. It's very important, high or it's not so important, low. Now then

    cookie small potatoes not a big deal

  • question number two. "How important is it to keep a good relationship with your

    so your boss tells you i want you to go to this negotiation but he does not

  • counterpart, with the other side" you're negotiating with. How important is that

    emphasize this is important or key to the company so the outcome of this

  • relationship? So in this case, again, very simple question. I'm negotiating with you.

    negotiation is maybe not that important

  • WWe have a relationship. In the future, are we going to have a relationship? and in

    on the other hand if the negotiation is very important because maybe the company

  • the future is that relationship important? Now, of course, you may think

    is on the verge of bankruptcy it's out of money

  • yes. And I may think yes or you may think no and I think yes or you may think

    something's going wrong so this negotiation is very important we have to

  • yes, and I think no. There's all possible combinations, but right now, I'm

    make money on this negotiation then it's very important very high so that outcome

  • just asking myself, my team, how important is this relationship in the future? How

    importance is the first question and you can break it into you know just higher

  • important is this relationship in the future? very important? not important? So,

    low is a very important

  • for example, I'm going to buy from you one time, but there's many suppliers. I

    hi or it's not so important low now then question number two how important is it

  • can buy from many, so you know if our relationship is not good, not a big deal.

    to keep a good relationship with your counterpart with the other side you're

  • I'll find another seller that I can buy from. On the other hand, maybe your

    negotiating with how important is that relationship so in this case again very

  • product is very special, or has some kind of patent or copyright, and I need to get

    simple question

  • it from you. And it's very important to my business. So therefore, I must have a

    I'm negotiating with you we have a relationship in the future are we going

  • good relationship with you in the future. So I'm going to do everything I can to

    to have a relationship and in the future is that relationship important now of

  • create a good relationship, so that would be high. So we're looking at two

    course you may think yes and I may think yes or you may think know and i think

  • fundamental questions, so simple, so easy. Question one: how important is the

    yes or you may think yes and i think--not there's all possible

  • negotiation outcome? question 2: How important is the relationship? You ask

    combinations right now just asking myself my team

  • these two questions, and you're going to have your strategy. I'm going to talk

    how important is this relationship in the future

  • more about that when we have a follow-up. Thank you!

    how important is this relationship in the future very important not important

This is part three of our negotiation book, preparing strategies. So we've

this is part three of our negotiation book preparing strategies so we've

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A2 初級 中文 美國腔

準備談判策略 (Preparing Negotiation Strategies)

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    Tony 發佈於 2021 年 01 月 14 日
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