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  • ...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!

...valuable to you. Okay. Let's follow up a

valuable to you ok let's follow up a little bit on this so integrated

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綜合議價後續工作第六部分 (Integrative Bargaining Follow Up Part 6)

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    Tony 發佈於 2021 年 01 月 14 日
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