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

  • little bit on this. So in integrative

  • negotiation, both sides try to find out

  • what the other side needs. This is

  • really the key point. They want to

  • understand each other. Now, again, it

  • sounds great in theory, very difficult to

  • execute. Why? Because if both sides are

  • not both working towards win-win, then

  • one side is going to win. That's the side

  • who's secretly trying to win-lose.

  • Because I'm going to be honest with you.

  • I'm going to tell you a lot of

  • information. I'm going to tell you all of

  • those things that usually I'd be trying

  • to keep secret. I want you to understand

  • me. I want you to understand me. I want to

  • understand you. You want me to understand.

  • When it's mutual, we have a much better

  • chance to have a maximal outcome, rather

  • than fighting over every point, rather

  • than taking a strong stand, rather than

  • giving a dollar discount, giving 50 cent

  • discount, giving 10, rather than doing

  • this kind of idea. It's possible that we

  • find out what both sides want is

  • different. And we can give different

  • things to both sides. Integrative

  • negotiation generally moves through four

  • stages. Stage 1, stage 2, stage three, stage

  • 4. Let's take a look at these stages a

  • little bit. Stage one is to find the

  • common problem. So we need to understand

  • what is it that's different between us.

  • Stage two is understand more. Let me

  • understand what do you want, why do you

  • want it? right? You don't...want

  • the hot dog. why don't you want the hot

  • dog? You're on a diet. What kind of diet?

  • Oh, you're not allowed to eat bread. How

  • about half the bread? Oh, no bread, OK. Now

  • I understand--understand the needs. Stage

  • 3-- brainstorming to think up solutions.

  • Think up solutions, come up with ways to

  • make both sides happy. And then Stage

  • Four--

  • Take the solution that is best for both

  • sides. That's not compromise. That doesn't

  • mean half and half. It means pick the

  • solution from your list of solutions,

  • possibilities to help both sides get

  • what they want. Key to this is you need

  • to really work towards this idea of

  • mutual benefit, and also you need to

  • avoid being personal. I think in the

  • example we just saw, was...

  • interesting when we look at the job

  • interview. We didn't get personal. We

  • didn't say, "You know, I don't like your

  • attitude or you're being too forceful.

  • You're asking for too much." We often do

  • that in distributive bargaining, so we're

  • trying to make the other side look bad.

  • We're trying to make the other side

  • saying, "You don't compromise. Yyou don't

  • give in enough. You're not working

  • together." We say that because we want to

  • push the other side to give in more. In

  • this case, we try not to say those

  • things. We don't accuse the other side of

  • something. We don't say you're not giving

  • in. We don't say that they're trying to

  • push on something too hard. Rather we

  • just stay open, and we say, "Explain more.

  • Why do you want that? What's up with that?

  • What's the deal on that? Can I understand

  • you more? Let me understand." And by

  • understanding more, I can maybe find

  • something there, like: hey you eat the

  • hot dog I'll eat the bread, or hey take

  • the lower salary now, but then you're

  • going to get lower tuition costs after

  • you come to work for us. That's pretty

  • cool.

  • "A number of tactics are helpful in

  • moving through these four stages." We're

  • going to look at tactics a little bit

  • more in the next unit of this. But just

  • to mention a few things here to help us

  • keep going. In the first stage, both sides

  • share their information by stating what

  • the problem is. A buyer may complain

  • about the product they receive were

  • defective as in quality problems. The seller

  • may complain about the product quality

  • was acceptable. So here we seem to have a

  • problem that's you know insurmountable.

  • One side thinks the quality is bad. The

  • other side thinks the quality is okay.

  • How can we overcome that? Well, the way to

  • do that is don't argue over who is wrong,

  • and who is right. In other words, don't

  • focus on that disagreement area. We

  • disagree about this quality. OKay, well I

  • think the quality is good. You think the

  • quality is bad. What can we do? Let's not

  • talk about that so much. Let's try to

  • talk about some other things. What are

  • some of the other things we can talk

  • about? Well, we can do things like try to

  • define the problem more clearly, that is

  • explain to me what is it about the

  • quality that was the problem when you

  • sold it to your customers. What happened?

  • What is it the customers found? What is

  • it they felt? What do they report to you?

  • What .....what were the

  • complaints they had? Explain to me more.

  • Show the facts. Okay, let me just list the

  • facts. Product A had this problem,

  • Product B had this problem. Let me just

  • show you the facts. In this way, it's not

  • personal. Don't come to a solution too

  • fast. Don't instantly say you must give

  • me something. You must replace this

  • defective product. You must return my

  • money. Rather at the beginning, we try to

  • de-emphasize a solution too early, and we

  • try to explain the situation more. Let me

  • help you understand what happened, and

  • let me listen to you to explain why you

  • did what you did. And I can explain why

  • I did ...

  • what I did. Okay. After we get a little bit of

  • understanding, understanding the situation

  • understanding the context, now we go to

  • stage two. Find interest and needs. What is

  • 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

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A2 初級

統合的バーゲンフォローアップ 第6回 (Integrative Bargaining Follow Up Part 6)

  • 49 6
    Tony に公開 2021 年 01 月 14 日
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