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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!
コツ:単語をクリックしてすぐ意味を調べられます!

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Integrative Bargaining Follow Up Part 6

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Tony 2019 年 5 月 22 日 に公開
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