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如何掌控高壓狀態(tài)下的談判?

如何掌控高壓狀態(tài)下的談判?

Shelley DuBois 2011年12月08日
即使要冒很大的風(fēng)險(xiǎn),做一個(gè)好的聆聽(tīng)者,也比擺出一副咄咄逼人的姿態(tài)好很多。當(dāng)然,這話說(shuō)起來(lái)容易,做起來(lái)難。

????有時(shí)在商務(wù)談判中不得不采取強(qiáng)硬的態(tài)度。比如,老板要求你對(duì)付一個(gè)競(jìng)爭(zhēng)對(duì)手,或者是應(yīng)付一個(gè)難纏的客戶。這時(shí),我們必須表現(xiàn)得像一名即將上臺(tái)的拳手一樣,占據(jù)主導(dǎo)地位,告訴對(duì)方我們絕不會(huì)讓步。

????然而實(shí)際上,專家指出,最佳的談判者不必表現(xiàn)出強(qiáng)勢(shì)態(tài)度也能獲得他們想要的結(jié)果。專業(yè)談判者稱,強(qiáng)勢(shì)態(tài)度或者憤怒情緒除了對(duì)個(gè)人健康以及工作場(chǎng)所的氛圍產(chǎn)生不利影響之外,還會(huì)妨礙人們?nèi)〉孟M吹降恼勁薪Y(jié)果。

????沃頓商學(xué)院(Wharton)教授斯圖爾特?戴蒙德稱,不管怎樣,在談判中威脅或者責(zé)備他人都會(huì)對(duì)結(jié)果起到負(fù)面作用。他曾經(jīng)寫(xiě)過(guò)一本有關(guān)于談判的著作《贏得更多》(Getting More)。

????類似自尊心受到傷害這種主觀感受也可能會(huì)毀了一場(chǎng)談判。喬治敦大學(xué)麥克多諾商學(xué)院(Georgetown's McDonough business school)副教授克里斯?沃斯曾經(jīng)擔(dān)任過(guò)美國(guó)聯(lián)邦調(diào)查局(FBI)的綁架談判代表。沃斯說(shuō):“即使一樁交易有很大的甜頭,他們也可能會(huì)拒絕。如果人們認(rèn)為自己受到了不公平對(duì)待,他們會(huì)通過(guò)懲罰對(duì)方來(lái)獲得心理上的滿足感。”

????無(wú)論是否和對(duì)方意見(jiàn)一致,最好不要以可能會(huì)激怒對(duì)方的方式開(kāi)始協(xié)商。戴蒙德稱,實(shí)際上,談判的實(shí)質(zhì)內(nèi)容對(duì)談判的成敗幾乎不會(huì)產(chǎn)生什么影響。比所談內(nèi)容更能影響結(jié)果的是參與談判的人,他們的目的、想法以及他們對(duì)待彼此的方式。

????理智的談判者能讓對(duì)方感覺(jué)到自己的話有人傾聽(tīng),并以此來(lái)控制談判進(jìn)程。戴蒙德稱,有一種很常見(jiàn)的錯(cuò)誤想法:那就是,作為談判者,自己才是最重要的人。恰恰相反,談判者應(yīng)該集中精力應(yīng)對(duì)他們?cè)噲D要說(shuō)服的那個(gè)人。即使對(duì)方的目的不切實(shí)際,但他們提供的線索常常能夠暴露出他們真實(shí)的想法。

????戴蒙德說(shuō):“我認(rèn)為好的談判者能夠牢牢把握住那些明顯的線索?!比藗?cè)诟邏毫φ勁兄泻苋菀装丫性谶_(dá)成自己的目標(biāo)上,但卻忽視了從對(duì)方的言行舉止中去捕捉有用的線索。

????沃斯稱,談判在某種程度上能夠操練情報(bào)收集的能力。他在美國(guó)聯(lián)邦調(diào)查局的工作經(jīng)歷讓他領(lǐng)悟到了這一點(diǎn)。他現(xiàn)在成立了自己的黑天鵝(Black Swan)公司,為企業(yè)提供談判咨詢服務(wù)。即使在商務(wù)談判中,現(xiàn)場(chǎng)的情況也要比表面上看起來(lái)豐富復(fù)雜得多。比如,第三方常常會(huì)對(duì)談判產(chǎn)生影響。對(duì)于公司談判來(lái)說(shuō),最重要的是要知道,公司老板或者首席執(zhí)行官是否會(huì)對(duì)談判代表施加影響。對(duì)此,可以通過(guò)幾種方法加以了解。當(dāng)然,第一個(gè)辦法就是親自去問(wèn)。但如果信息比較敏感,談判者可以注意他們表述的時(shí)候用的是第一人稱還是第三人稱。當(dāng)提到特定話題時(shí),他們是否有所反應(yīng)?通過(guò)人們的行為模式來(lái)判斷還是很有用的。

????沃斯說(shuō),如果要關(guān)注所有這些額外信息,一個(gè)人的精力遠(yuǎn)遠(yuǎn)不夠用。他補(bǔ)充說(shuō):“五名普通的談判者組成談判代表團(tuán),相互協(xié)作,他們的表現(xiàn)會(huì)比一名超級(jí)談判專家還要優(yōu)秀。”

????談判與你本人或你的情緒無(wú)關(guān)。采取強(qiáng)硬立場(chǎng)的同時(shí)要保持頭腦冷靜,做到這一點(diǎn)可能會(huì)很難,但卻很管用。

????譯者:李玫曉/汪皓

????Sometimes you have to play hardball in a business negotiation. Say your boss throws you in the ring to settle terms with a competitor or a difficult client. You've got to go into it like a boxer, right? Dominate, show you won't budge.

????Actually, experts say that the best negotiators get what they want without the aggression. Beyond the detrimental effects that aggression or anger can have on personal health and the health of the workplace, professional negotiators say those emotions can get in the way of getting what you want out of a discussion.

????One way or another, threatening or blaming someone during a negotiation will negatively influence the outcome, says Stuart Diamond, Wharton professor and author of a book on negotiation called Getting More.

????Something as subjective as a wounded ego can flub a negotiation. "People will refuse a deal even though it would have actually made them better off," says Chris Voss, an adjunct professor at Georgetown's McDonough business school and former kidnapping negotiator with the FBI. "If people feel like they've been treated unfairly, they actually get psychological satisfaction from punishing the other side."

????So it's best not to start a discussion in a way that would provoke those people, regardless of whether or not you agree with them. In fact, the success or failure of a discussion is hardly influenced by the substance of what's being discussed, says Diamond. Rather, the people involved -- with their goals, their baggage and the way they address each other -- influence a negotiation much more than the content.

????Solid negotiators can control the tenor of a discussion by making sure that the other side feels heard. It's a common misconception that you, the negotiator, are the most important person in the room, according to Diamond. Instead, negotiators should focus their energy on the person they are trying to convince. Even if their goals seem unreasonable, people will often offer up clues on how they are thinking.

????"I kind of believe that really good negotiators have a firm grip on the obvious," Diamond says. In high-pressure situations, it's easy to focus on achieving your own mission, not picking up on hints that you can glean from the other person's speech or behavior.

????Negotiations should serve as a kind of intelligence-gathering exercise, says Voss, who picked that up during his time with the FBI. He now advises businesses on negotiation via his firm Black Swan. Even in a business discussion, much more is happening than it would seem on the surface. For example, third parties often affect discussions. In the corporate world, it's important to know whether bosses or CEOs wield power over the people discussing terms. There are a couple of ways to key in on this; the first, of course, is to ask them. But if the information is sensitive, negotiators can pay attention to whether people speak in first person or third person. Do they react when certain subjects are mentioned? Behavioral patterns can be useful.

????But being open to all of this extra information can require more than one person, says Voss. "If you give me five mediocre negotiators but they work as a team, they can perform better than one superstar," he adds.

????Negotiation isn't about you or your emotions. It may be more difficult, but it pays to keep a cool head while playing hardball.

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