字幕列表 影片播放 列印所有字幕 列印翻譯字幕 列印英文字幕 ...valuable to you. Okay. Let's follow up a valuable to you ok let's follow up a little bit on this so integrated little bit on this. So in integrative negotiation both sides try to find out what the other side we need this is negotiation, both sides try to find out really the key . they want to understand each other now again it sounds great in what the other side needs. This is theory very difficult to execute why because if both sides are not both really the key point. They want to working towards win-win then one side is going to win that's the side who's understand each other. Now, again, it secretly trying to win lose because I'm going to be honest with you I'm going to sounds great in theory, very difficult to tell you a lot of information want to tell you all of those things that execute. Why? Because if both sides are usually I'd be trying to keep secret not both working towards win-win, then I want you to understand me i want you to understand me i won't understand you one side is going to win. That's the side you want me to understand when it's mutual who's secretly trying to win-lose. we have a much better chance to have a maximal outcome rather than fighting Because I'm going to be honest with you. over every point rather than taking a strong stand you know and giving a I'm going to tell you a lot of dollar discount giving 50 cent discount giving 10 rather than doing this kind of information. I'm going to tell you all of idea it's possible that we find out what both sides one is different and we can those things that usually I'd be trying give different things to both sides integrative negotiation generally moves to keep secret. I want you to understand through four stages stage one stage to stage three stage for let's take a look me. I want you to understand me. I want to at these stages a little bit understand you. You want me to understand. Stage one is to find the common problem so we need to understand what is it When it's mutual, we have a much better that's different between us chance to have a maximal outcome, rather Stage two is understand more than fighting over every point, rather let me understand what do you want why do you want it right you don't you don't than taking a strong stand, rather than want to hop why don't you want the hot all you're on a diet giving a dollar discount, giving 50 cent what kind of diet all you're not allowed to eat bread how about half the bread on discount, giving 10, rather than doing no bread ok now i understand understand the needs stage 3 brainstorming to think this kind of idea. It's possible that we up solutions think of solutions come up with ways to make both sides happy and find out what both sides want is then Stage four pick the solution that is best for both sides that's not different. And we can give different compromise that doesn't mean half-and-half it means pick the solution things to both sides. Integrative from your list of solutions possibilities to help both sides get negotiation generally moves through four what they want stages. Stage 1, stage 2, stage three, stage key to this is you need to really work towards this idea of mutual benefit and 4. Let's take a look at these stages a also you need to avoid being personal little bit. Stage one is to find the I think in the example we just saw was a was interesting when we look at a job common problem. So we need to understand interview we didn't get personal what is it that's different between us. we didn't say you know I don't like your attitude or you're being too forceful Stage two is understand more. Let me you're asking for too much understand what do you want, why do you we often do that in distributed bargains we're trying to make the other side look want it? right? You don't...want bad we're trying to make the other side say you don't compromise you don't give the hot dog. why don't you want the hot in enough you're not working together we say that because we want to push the dog? You're on a diet. What kind of diet? other side to give it more in this case we try not to say those things we don't Oh, you're not allowed to eat bread. How accuse the other side of something we don't say you're not giving him we don't about half the bread? Oh, no bread, OK. Now say that they're trying to push on something too hard I understand--understand the needs. Stage rather we just stay open and we say explain more 3-- brainstorming to think up solutions. why do you want that what's up with that what's the beyond that can I understand Think up solutions, come up with ways to you more than we understand and by understanding more I can maybe find make both sides happy. And then Stage something they're like hey you eat hotdogs always a breath or hey take the Four-- lower salary now but then you're going to get lower tuition costs Take the solution that is best for both just after you come to work for us that's pretty cool sides. That's not compromise. That doesn't the number of tactics are helpful in moving through these four stages are mean half and half. It means pick the going to look at tactics a little bit more in the next unit of this but just solution from your list of solutions, to mention a few things here to help us keep going in the first stage both sides possibilities to help both sides get share information by stating what the problem is a buyer may complain about what they want. Key to this is you need the product they received word effective as quality problem the seller may to really work towards this idea of complain about the product while he was acceptable so here we seem to have a mutual benefit, and also you need to problem that's you know instrumental one side thinks the quality bad the other avoid being personal. I think in the side thinks the qualities ok how can we overcome that example we just saw, was... well the way to do that is don't argue over who is wrong and who is right in interesting when we look at the job other words don't focus on that disagreement area we disagree about this interview. We didn't get personal. We quality ok well i think the quality is good didn't say, "You know, I don't like your using the quality is bad what can we do let's not talk about that so much is attitude or you're being too forceful. trying to talk about some other things You're asking for too much." We often do what are some of the other things we can talk about well we can do things like that in distributive bargaining, so we're try to define the problem more clearly that is explained to me what is it about trying to make the other side look bad. the quality I was the problem when you sold it to your customers what happened We're trying to make the other side what is it the customers found what if they felt what did they report to you saying, "You don't compromise. Yyou don't what was to come over the complaints they had explained to me more show the give in enough. You're not working facts together." We say that because we want to ok let me just list the facts product they had this problem product B had this push the other side to give in more. In problem let me just show you the facts in this way it's not personal this case, we try not to say those don't come to a solution too fast don't instantly say you must give me something things. We don't accuse the other side of you must replace this defective product you must return my money rather the something. We don't say you're not giving beginning we try to be emphasized a solution too early and we try to explain in. We don't say that they're trying to the situation more let me help you understand what happened and let me push on something too hard. Rather we listen to you to explain why you did what you did and I just stay open, and we say, "Explain more. can explain what I did why I did what I did Why do you want that? What's up with that? ok after we get a little bit of understanding understanding situation What's the deal on that? Can I understand understand the context now we go to page to find interests and needs what is it you more? Let me understand." And by you need so in this one we need to explain what do I want right now the understanding more, I can maybe find beginning we were talking about things like our targets are gold package something there, like: hey you eat the remember and that's useful but here we're trying to stay more open so we're hot dog I'll eat the bread, or hey take going to say what is that I really want the lower salary now, but then you're so in my case of a defective product I don't really care about the defective going to get lower tuition costs after product when I care about my customers i bought your product my customer said it you come to work for us. That's pretty had a problem what is that I want I want my customers to be satisfied to not cool. complain so you need to begin to ask yourself what do you want that explain "A number of tactics are helpful in that to the other side need to try to understand what are the other side want moving through these four stages." We're to ask yourself questions like what do I want going to look at tactics a little bit how important is this to me how important is this relationship to me more in the next unit of this. But just something we've talked about previously to mention a few things here to help us so both sides try to understand each other and I understand each other they keep going. In the first stage, both sides may get a better idea of what the problem is and then we do a little bit share their information by stating what of brainstorming we try to come up with solutions the key point here is to not the problem is. A buyer may complain criticize solutions not to shoot down solutions but to generate as many about the product they receive were solutions as possible defective as in quality problems. The seller thinking outside of the box expanding the pie coming up with different ideas may complain about the product quality think of as many as possible was acceptable. So here we seem to have a be creative and think up anything problem that's you know insurmountable. don't criticize ideas of being bad she's come up with a list generated night One side thinks the quality is bad. The generate as many ideas as possible for what could possibly be a solution then other side thinks the quality is okay. in the end you're going to stage for going to choose one of those How can we overcome that? Well, the way to solutions and then you choose the solution that's maximal for both sides do that is don't argue over who is wrong, ok so i think why did I cover integrative bargaining second and and who is right. In other words, don't distributed bargaining first and the reason is because i think it's very easy focus on that disagreement area. We for us to believe orfeo hey integrative bargaining is wonderful disagree about this quality. OKay, well I everyone gets together everyone is happy it's win-win we should always work to think the quality is good. You think the win win but I want you to keep in mind quality is bad. What can we do? Let's not that's easy to say it's hard to do the key part of having a successful talk about that so much. Let's try to integrative negotiation is that both sides are being integrative orientation talk about some other things. What are or holding integrate orientation that both want to win win some of the other things we can talk you don't know that that's always true for the other side they'll tell you I'm about? Well, we can do things like try to being honest define the problem more clearly, that is are they being honest are they telling you the truth is that really what explain to me what is it about the they're thinking it's not easy to know maybe impossible to know maybe you need quality that was the problem when you to have a track record of history so we could say well if maybe this one time I sold it to your customers. What happened? believe you What is it the customers found? What is and then if it's successful then later next time it they felt? What do they report to you? two months later six months later a year later we negotiate I know I can trust What .....what were the you you know you can trust me so that sometime I have to make that sacrifice complaints they had? Explain to me more. at the same time you may believe you make that sacrifice but then in this Show the facts. Okay, let me just list the specific deal that is not true and you end up losing so you need to ask facts. Product A had this problem, yourself at the beginning as we said how important was that relationship Product B had this problem. Let me just how important was getting that deal you may lose a deal we may get a bad deal show you the facts. In this way, it's not because you thought you were working towards win but you weren't that you may personal. Don't come to a solution too consider that if your job depends on it and you need to maximize the deal are fast. Don't instantly say you must give you ready to take that chance that trusting the other side is going to me something. You must replace this really get you what both sides one defective product. You must return my I'm not sure that's something you need to judge money. Rather at the beginning, we try to there's no easy answer but i do want to emphasize be careful don't assume de-emphasize a solution too early, and we everything's win-win don't you go up to another group during our RPG and say hey try to explain the situation more. Let me I'm win-win your win let's be win-win let's be integrated help you understand what happened, and yeah okay it's possible but it's not likely let me listen to you to explain why you so be careful think about it may be established and relationships and know did what you did. And I can explain why who you can trust and who you can trust I did ... alright well that's a happy ending right we have integrated negotiations good what I did. Okay. After we get a little bit of luck with your integration win-win expand the pi think out the box is a understanding, understanding the situation bunch of phrases like this understanding the context, now we go to good luck with your negotiations to you next time stage two. Find interest and needs. What is yeah it you need? So in this one, we need to explain what do I want, right? Now at the beginning, we were talking about things like our targets, our goal package. Remember? and that's useful, but here we're trying to stay more open. So we're going to say, "What is it I really want?" So in my case of a defective product, I don't really care about the defective product. What I care about is my customers. I bought your product. My customer said it had a problem. What is it I want? I want my customers to be satisfied, to not complain. So you need to begin to ask yourself what do you want? and then explain that to the other side. You need to try to understand what does the other side want. So you ask yourself questions like "What do I want? how important is this to me? how important is this relationship to me?" Something we've talked about previously, so both sides try to understand each other, and by understanding each other, they may get a better idea of what the problem is. And then we do a little bit of brainstorming. We try to come up with solutions. The key point here is to not criticize solutions, not to shoot down solutions, but to generate as many solutions as possible, thinking outside of the box, expanding the pie, coming up with different ideas. Think of as many as possible, be creative and think of anything. Don't criticize ideas as being bad. Just come up with a list. Generate ... as many ideas as possible for what could possibly be a solution. Then in the end, you're going to stage four. You're going to choose one of those solutions. And then you choose the solution that's maximal for both sides. Okay, so I think why did I cover integrative bargaining second and distributive bargaining first? And the reason is because I think it's very easy for us to believe or feel, "Hey integrative bargaining is wonderful. Everyone gets together. Everyone is happy. It's win-win. We should always work to win win." But I want you to keep in mind that's easy to say. It's hard to do. The key part of having a successful integrative negotiation is that both sides are being integrative orientation, or holding integrative orientation. They both want to win-win. You don't know that that's always true for the other side. They'll tell you, "I'm being honest." Are they being honest? Are they telling you the truth? Is that really what they're thinking? It's not easy to know, maybe impossible to know, maybe you need to have a track record or history so we could say: "Well, if maybe this one time, I believe you and then if it's successful, then later next time, two months later, six months later, a year later, we negotiate, I know I can trust you. You know you can trust me." So at some time I have to make that sacrifice. At the same time, you may believe you make that sacrifice, but then in this specific deal that is not true, and you end up losing. So you need to ask yourself at the beginning, as we said, "How important was that relationship? How important was getting that deal?" We may lose a deal. We may get a bad deal because you thought you were working towards win-win, but you weren't. Then you may consider that if your job depends on it, and you need to maximize this deal, are you ready to take that chance that trusting the other side is going to really get you what both sides want? I'm not sure. That's something you need to judge. So there's no easy answer, but I do want to emphasize: Be careful. Don't assume everything's win-win. Don't just go up to another group during our RPG and say, "Hey I'm win-win. You're win-win Let's be win-win. Let's be integrated." Yeah, okay. It's possible, but it's not likely. So be careful. Think about it, maybe establish some relationships, and know who you can trust, and who you can't trust. All right, Well, that's a happy ending, right? We have integrated negotiation. Good luck with your integration! Win-win. Expand the pie. Think out the box, there's a bunch of phrases like this. Good luck with your negotiations! See you next time!