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- C hrldng t rinh d o A PMG t hi6t k d v d g idrng d ay
Designed nd F acilitated y A sia P acific anagement roup
M G
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o NEGOTIATION S KILLS
AJri* P *€i{ic M $na$&m6ftt G r u l.}
Tei I iQuh gc v i€n
Participant W orkbook
Vietnam 2 OO7
- Canon -
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Asia P acitic M anageme'i
Muc luc - C ontents
........,.,3
C h i r a l €1 : G i 6 i t h i Q u c h u n g
............,......3
Topic1r Introduction
C d cp h o n g d c hd i r mp h d n . . . . . . . . . . . ............7
c
Negotiationy|es..........
st .........................7
T i m r a p h o n g d c hd i r mp h 6 np h i h d p . . . . . . .
c .................18
Findingtherightnegotiationstyle............ ..................18
E i r m p h 5 nt h e o l 6 pt r r , l d n g .....................26
N e g o t i a t i nb y p o s i t i o n
g .......26
Cht d€ 2: Tdng quan -NEm giai doqn ilim phin ..............43
Topic 2: Overview-Five NegotiationPhases, .......,,..........43
C h i a l e3 : G i a i c l o q nc h u d n b ! . . . . . . . . . . . . . . . . .........49
T o p i c 3 r T h e P r e p a r a t o r yP h a s e
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D^^^-hi+i^h ,,t. t\gLvgt lt|.rt ut ctt t>>uc ,,.,...+Y
D i n h h d d n gc h i 6 nh , l d t d n gq u d t
c ............74
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cht dA 5: Tim hidu cic m6i quan t6m vi c5c phrldng 5n l{a chgn.....'97
,...-'97
Topic 5: ExploringInterests and Options
. . ' . . ' . . . .1 0 3
.
G i f rg i g n gd i € uh d p l i . . . . . . . . . . . . ' . '
'...........'03
1
K e e p i n gh e r i g h tt o n e . . ' . " , , . . . .
t
......'.....163
c h i a l €6 : G i a i t l o q n k d t t h r i c . . . . . . , . . . .
.'....163
Topic 6: The ClosingPhase
. . . . . . . . ' . . ' . . ' . . ' .1.6 4
..
K h a it h 6 n gb 6 t e c . . . . . . . . . .
' . : . . . ' . ' . . . . . . . . . . . . . . . . . 6.4
1. .
B r e a k i nd e a d l o c k s
g
T h r . f h i € nt h o i it h u Q n A x e m x 6 t l a i t h o at h u 6 n . . ' . . . . . . . . " . " . . . . ' . ' .1'6 7
..
v
c
I m p l e m e n t a t i o n t h e a g r e e m e n tn d p o s s i b l r e v i e w . . . . . . ' . . . . . . . . ' 6 7
e . 1.
a
of
c h r i d C 7 : T d n g k 6 t k h o Sh g c v i t h { c h i n h d i m p h 6 n . . . . . . . . . . . . . . . . . . . . . . 1 6 9
..........169
T o p i c 7 : C o u r s e R e v i e w & N e g o t i a t i o nP r a c t i c e . . .
T d n gk 6 t k h o 6h o cv A c i i ct i n h h u 6 n gd d m p h 5 n . " . . ' . . . . ' . . . . . . ' . " . . . 1.6 .9 ..
C o u r s e e v i e w n d n e g o t i a t i osn m u l a t i o n s . - . . ' . . . ' . . . . ' . . . ' . " . . . . ' . .1 6' 9. . .
i .. .
a
r
.......171
M g c l g c n h C f n gi d u x i o . . . . .
t
.'...'...L71
An index of tricky tactics
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Asia P acilic M anagemeil
Chri d € 1 : G i6i t hiQu c hung
Topic 7 : I ntroduction
Moi n gr-fdi h[rng t a a i c 0ng b i6t v E d dm p h6n. H ing n giy, c hting t a t hr.ldng
c
p h 6 i d d m p h d nd c d c d a n g k h S cn h a u . K h i n d y s i n h x u n g d Q tv € l d i i c h v i r n 6 u
c6 t hd t im d dqc m 6t g iAi p h5p h ai b €n c irng t h6ng n hdt t hi c hring t a c 6 t hi6n
hrldng d irm.p h6n. A i c fing h idu r Sng m 6i b 6n c ho d i v i n h6n l qi m 6t i t t hi
thddng h dn l d 9 5y x ung d 6t. X ung d 6t c 6 t hd g 6y c ho t a r dt k h6 c hiu v ) k h6ng
c6 g i d 6m b 6o l ir c h0ngt a s E t h5ng. C hi c 6 m 6t s 6 i t t inh h u6ngl i t a c 6 t hd 5 p
dit y m uSn c ia m inh. C dn t rong h Eu h dt c 6c t inh h u6ng k hdc, c hirngt a c hi c 6
m6t q uyEn h an c h6; t hfm c hi c 6 k hi c hring t a c 6 q uy€n t r6n d anh n ghia
( c h d n gh a n v 6 i t d c 5 c h l i n g u d i s L rd u n g l a o d 6 n g ) , q u y E nd 6 c l n g c 6 d a n h
gidi n hdt d inh v i c hringt a t hr-idng hZri irm p hdn.
p d
Weall know a lot about negotiation.n one way or ancther,most of us negotiateevery
I
day. Weprefer to negotiatewhenthere is a conflictof interestand an agreedsolution
is possible.We know that a linle give and take is generallypreferableto resortingto
outright, no-holds-barredonflict.Outrightconflictcanget very unpleasant nd there is
a
c
never any guaranteethat we will win. Thereare relativelyfew situationsin which we
can s imply i mpose o ur w ill. W e o nly h ave l imited p ower i n m ost s ituations; e ven w here
we h ave n ominal p ower ( saY w e a re a n e mployer) t hat p ower h as b oundaries a nd w e
often n eed t o n egotiate.
Kh6a h oc n iry s 6 d da r a v i d u t i/ n hi/ng c uQcd im p hSn h ay g ip t rong c u6c
s5ng t hddng n gAy v d t rong k inh d oanh. D 6 l A v l d dm p hSn t rong n hi6u h oAn
c i r n h k h i i c n h a u v 5 n m a n g n h i E ud 5 c d i d m c h u n g n h S t d i n h . T u y n h i 6 n ,m u c
t i 6 u c h i n h c r l a k h o 5 h o c n d y l d g i [ p b a n t r d t h A n h n g u d i d A m p h i i n h i Q uq u d
hdn t rong c 6ng v iQcc rla m inh.
In this caursewe will draw examples rom negotiatiansn commoneverydaysituations
i
f
situations.That is because any of the featuresof negotiation
m
and also from business
are commonto a widerangeof contexts.However,the main purposeof this coursewill
be to help makeyou a better negotiatorn your professional r businessife. o l
i
Hoqt dQngnh6m: Khi dim Ph5n
W hen w e n egotiate
Group a ctivity:
Ban h 6y v i6t nhtng c Au t rA l di c ho c dc c 6u h 6i d d6i d 6y v d t rao d di v 6i n h6m
cira m lnh v E nhitng c Aut r6 l di c ia b an.
Write d own t he a nswers t o t he q uestions a nd b e p repared t o d iscuss t hem with your
group.
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EUa r a n hffngt inh h udng m i b Ant hL/dng hii d im p hdn.
p
Name omesituations n whichyou often have to negotiate.
i
s
Ban m ong d Qi k h6a h gc n iy s d g irip b 4n g i6i q uy6t n hfng d dm p h5n d 6 n hd
th6 n iro ?
Howdo you expectthis coursewill help you with thosenegotiations?
C h o m Q tv i d u v E t i n h h u 6 n gg E nd 6 y b q n d d p h i i d A m p h 6 n .
Givean exampleof a situationin whichyou recentlyhad to negotiate.
o
Ban c l5 p hAid Am p h5n v€ n hilng v dn d E g i ?
Whatw eret he i ssues ou were negotiating?
y
o
- Canon
Kdt qu6 ban mong ddi ld gi ?
What o utcome d id y ou e xpect?
K6t q u6 t ht/c t 6 b qn n hQnd ddc l A q i?
Whatoutcomedid you get?
o
Ban c l6 1 6pk 6 h ogchc ho c u6cd dm p h5n d 6 n hrJt h6 n Ao ?
How m uch p lanning w ent i nto t he n egotiation?
th6 n io v E p hia d di t dc t rLldck hi d im
Ban c6 nhfng ornn/oann
si6
t1t 2
nhin?
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What a ssumptions/beliefs about t he o ther p arty d id y ou h ave g oing into t he
negotiation?
DiEu g i i l6 m ang l qi k 6t q ui t 6t t rong c uQc im p h5n d 6 ? T ai s ao ?
d
Whatworkedwell in the negotiation? hy? W
DiEug i d 5 k h6ng m ang l ai k 6t q u6 t 6t t rong c u6c c lAmp h5n d 6 ? T gi s ao?
What d idn't w ork w ell? W hy n ot?
v
o
- Canofl
C5c phong c5ch ddm ph5n
Negotiation s tyles
Khi d Am p h5n, h Eu h 6t c hring t a d Eu t i6n h anh t heo m 6t p hong c dch c [ra c d
nh6n m inh, p hong c iich n Ay t hd h iQnc d t inh c ta c hf n g t a h o5c c ira n gddi m a
c h r i n gt a c h i u d r n h U d n g . h i r n g a s E p h 6 n t i c h n h f t n gp h o n gc d c hd i m p h d n
C t
h
niy, n hdng t rtJ6ch 6t c hringt a h 6y c hdi m 6t t rd c hdi,
When we negotiate,most of us fottow a personalstyte, a stYle that may reflect our
personality o r p eople w e h ave b een i nfluenced b y. W e a re g oing t o a nalyse t hose
styles, b ut f irst l et's p lay a g ame.
H o q t d Q n g :T r d c h d i d i m p h i n
Activity: Negotiation game
Muc d ich c rlrard c hdi n iy l d d Am p h5n d d d Anh d fdc c Ang n hiEuc ing t 6t. L 6p
t
hoc s Od rldc c hia t hinh b 6n n h6m.
Theobject of this game is to negotiatefor as much as you can. Youwill be dividedinto
four teams.
Cu6cc hdi c 6 t aimv dng - t rong d 6 d m Qt s 6 v dng c dc b qn p hiri t i6n h dnh d lm
phdn v 6i c ;ic n h6m. T rong m 6i v dng, b an p h5i d ua r a m 6t q uy6t d inh d dn g iin
- n 6 n c h o n v i t r i " s t r o n g "h a y " o p e n " d d d d m p h i i n c h o v d n g d 6 . D i 6 u n d y
dtldc t hd h i6n b Eng v iQc n gt/a m 6t t dm b ia c 6 t t " strong" h ay t 6'm b ia c 6 t rl
"open". D idm d t-rdc d d i6m m et s e d rldct inh s au m 6i v dng, d ulat r6n v i t ri b an
v
c h o n ( s t r o n gh a y o p e n )v i v i t r i c i i c n h 6 m k h d cc h o n .
The exerciseinvolveseight rounds-some of which will featurenegotiatingamongthe
teams.In eachround, you have to make one simpledecision-whetherto take what is
termeda strong or an openpositionfor the negotiationsn that round.Thisis indicated
i
by holdingup either a card with the word "strong"on it or a card with the word "open"
on it. Thegains or losses re tallied at the end of eachround, basedon your position
a
(strongor open)and the positiontakenby the other three teams.
Didm d ddc t inh t heo n guy6nt 6c s au c ho t dt c ir n 5m k 6t q u6 c 6 t hd x ?ryr a,
Scoringis basedon the following ayoffmatrix for all five possibleoutcomes.
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Asia P aclllc N 4anagemenl G ouP
C6 b 5n n h6m d Eu m et $ 100
N6u t At c A 4 n h5m d Eu c hgn" Strong"
If all 4 teamstake a strongposition AII4 t eamse achl ose$1 00
N 6 u 3 n h 6 m c h o n" S t r o n g "v A 1 n h 6 m M 5 i h h 6 m t r o n g 3 n h 6 m c n o n
" S t r o n g "d t J d c 1 0 0 . N h 6 mc h o n
c h o n" O p e n " $
" O p e n "m 6 ' t$ 3 0 0 .
If 3 teamstake a strongpositionand 7
The3 teamstakinga strongpositionwin
takes a n o Den D osition
$100e ach.T he7 t eamt akinga n o pen
positionloses$300.
H a i n h 6 m c h o n" S t r o n g "m d t $ 2 0 0
N 6 u h a i n h 6 m c h o n" S t r o n g "v d h a i
m 5 i n h 6 m . H a i n h 6 m c h o n" o p e n "
n h 6 m c h o n" O p e n "
dt/dc$ 200 m 6i n h6m.
If 2 teamstake a strongpositionand 2
take an openposition The2 teamstakinga strongpositionlose
$200 each.The2 teamstakingan open
positionwin $200.
N 6 u 1 n h 6 m c h g n" S t r o n g " i 3 n h 6 m N h 6 mc h o n" S t r o n g "m 6 ' t$ 3 0 0 .B a
v
n h 6 m c h g n" O p e n "d r / d c$ 1 0 0 m 6 i
c h g n" O p e n "
nh6m,
If one team takesa strongpositionand 3
The7 team takinga strongpositianloses
ta k e a n o pen p osition
$300 each.The3 team takingan open
Dosition w in 9 700 e ach.
C i b 6 n n h 6 m d E ub i m e t g 1 o 0
N6u c 6 b 6n n h6m d Eu c hgn" Open"
If all 4 teamstake an openposition Att t eiamsacht ose 100
4 e $
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vong 5
Round 5
Vdng 7
Round7
Vdng B
Round.
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T h i o l u Q n :C 5 c p h o n g c i c h S t r o n g v i O p e n
Discussion:Strong and open styles
Sau k hi c hdi x ong t rd c hdi n dy, b an h 5y t h6o l uQnt heo n hfrngc 6u h 6i d Lr6i 6y
d
v6i n h6m c rla b an
After you finish the game,discuss he followingquestions ith your group.
t w
Ban n ghi p hongc 5chs trong v d p hongc dch o pen l ir n ghia l d g i ?
Whatdo you think is meant by a strongand an openstyle?
EE x uet m gt s 6 t h i t h u Q td d m p h d n m A b a n c 6 t h d c h o l i s t r o n gvi c ho n gr-fdi
kh d cI d o p e n .
Suggest s ome negatiatingt acticsthat y ou m ight c all s trong a nd o thersyou m ight call
open,
10
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Asia P aciic M anagef,r
Hoqt d Qng n h6m: T r'm h idu v € c 5c p hong c 6ch c lim p h5n
Group activity: Understanding negotiation styles
Ban h dy d gc n h[fng c Au c huy6n d d6i d 6y v a t ra l di c 6c c 6u h 6i. C hudn b i d d
trao d di v 6i c 6 n h6m v E c dc c 5u t ri l di c dra an.
b
Read the anecdotesbelow and answer the questions.Be prepared to discussyour
answerswith the wholegroup.
C i u c h u y Q nt h f n h i t
An e c d o te o n e
Ted d iEu h dnh m Qt c 6ng t y d i6n n h6 c huy€n t hdc h i6n c 6c c 6ng v i6c b 6o
dddng v A s r/a c h0a t hr/dng x uy6n c ho m 6t s i6u t hi b 6n p hEn c rlng d d ia
phrtdng. do m gt b udi c hiEut rd6c k hi c hudn b i t hr.fc i6n m 6t d dt b dn h Angt dn
V h
c6 q u6ng c aior 6m 1 6,s i6u t hi n dy x iry r a s rJc d l 6n v E d i6n.
Tedruns a small electricalbusiness hich doesregularmaintena ce/repair work for a
w n
local hardwaresuperstore. n the afternoonbefore the store is due to for a big, much
O
advertised s ale, t he s tore h as a m ajor e lectrical f ailure.
Khi d ai d i6n c ira s i6u t hi g gi d i6n t hoai c ho T ed d E n ghi g irip d d, T ed c 6 t frd
thdy r ing h o v 6 c ing m ong m u6n h € t h6ng d i6n c rla m inh d ddc s tta c hffa n gay
l6p t fc, V i v 6y a nh t a n 6i " H6m n ay k d h oach c drat 6i d 5 k in r bi, n hdng n 6u
anh t r6 c hi p hi g dp d 6i m fic t h6ng t ht"fdnghi t 6i c 6 t hd d 6n c rJah ing c ira a nh
t
vdo khoirng gidchiEu".
5
When t he s tore c alls T ed f or h etp h e c an t ell t hey a re d esperate t o g et t he p robtem
fixed i mmediately. H e s ays, ' I'm k ind o f t ied u p t oday, b ut i f y ou d oubte m y u suar r are,
I c an c ome i n a round s pm.'
Ted d d e ip d ung p hong c dch d Am p hdn g i ? N hfng d idm t ich c r'fcv ii t i6u c dc
cta p hongc 6ch d Am p h6n n iy l A g ) ? N h(ng k dt q ua c 6 t hd c 6 d Ltdc r.J hong
tp
c d c hd d m p h d n n d y l d 9 i ?
Whatnegotiation tyte hashe adopted?Whatare the positiveand negativefeatures f
s o
this approach? hatare somepossible utcomes f taking this approach?
W o o
11
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Ciu chuy6n thfi hai
t wo
Anecdote
Sofia l irm t hd k y c ho m Qt v i q u6n l f c dp c ao c ta m 6t c 6ng t y m 6i g i6i b io
hi6m. S ofias dp n ghi p h6pv d d E d {t v 6 c [ng n hufk hiich s qn d F iji
Sofia w orks a s a p ersonal a ssistant t o a p artner i n a n i nsurance b roking f irm. S he i s
just a bout t o g o o n a nnual l eave a nd h as b ooked t ickets a nd h otels f or F iji.
I Vio n giy t hf S 5u k hi S ofias 5p r a v E, s 6p c ta c 6 t di v i n 6i " T6i v rla n h6n d r;dc
di€n t hoqi t ir b 0 p h6n k 6 t o6n. C 6 v i6c r dt q uan t rong d dy. H o c ho l A m 6t s 6
th6ng t in B ASl d k h6ng d irng.C 6 c 6 t nd k idm t ra l ai n gay d dQck h6n9?"
On the Fridaybefore sheis about to leave,her bosscomesto her and says,'I've iust
had a call from our accountants.t's really important; they're concernedhat some of t
I
our BASinformations wrong.Canyou look into it urgently?'
i
"Dr-ldc hf " , S ofiat r6 l di. " T6i c hi p hii h odn k i n ghi l 9i t h6i."
c
'Sure,'she ays.'I'llj ust h avet o p ostpone y t rip.'
m
s
Phongc 6ch d Am p h5n m ?rS ofia 5 p d ung l d g i ? L i6u b an c 6 k huy6n n ghi d irng
p h o n gc d c hn A y k h 6 n g?
Whatnegotiation tyle has sheadopted?would you recommend his approach?
t
s
C i u c h u y Q nt h r ?b a
t hree
Anecdote
Nick r et v ui v i a nh v rra l dp W cdp d n hd. A nh g gi d i€n c ho n gr.rdi d c hda ct!6i,
v
Kate, k hi K ate c langd n hi6m sd. " W c 6p t hat t uyet. T ht?B iry n iry s E c 6 tr6n
b6ng b Eu d uc r dt h ay d N am Phi. M dy c fiu b qn m u6n c l6n v i x em t r6n d a u
nay"
Nicki s h appy b ecauseh e h asjust g ot c able W . He r ings h is d e f acto K ate a t work.
t2
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'This c able W i s g reat. T here's a b ig r ugby g ame in
S outh A frica t his S aturdav. Half a
dozen o f t he g uys w ant t o c ome r ound a nd watch.'
Kate n ghi6nr Eng," Em k h6ng n 6i c huy6nd dqc l tc n Ay" r bi c [p m 6y.
Kategrits her teeth. 'I can't talk now,'she says,and hangsup.
Kate c l5 d ing p hong c 5ch d im p hdn g i ? N hirng k dt q ud c 6 t hd c 6 d L/dct ir
phongc dch d irm p hSnn iy l A g i ?
What negotiationstyle did Kate adopt? What are some possibleoutcomesof this
aDDroach?
C 6 u c h u y Q nt h f i t U
Anecdote f our
Fred t liEu h inh m 6t c 6ng t y s dn n hir. B 6y g id d ang l A t trdi d idm k h;i n hAn r 5i
trong n dm d di v di F redv i k h6ng c 6 m dy v i6c O d t am. H 6m n ay F red n h6n t fuJdc
d i 6 n t h o a i c i r a B o b , m 6 t q u i 6 n g l 6 n t u d i , m u S ns d n l a i c i n p h d n gk h 5 c h .F r e d
dtla r a m f/c g i5 c hudn c ho l oai c 6ng v i6c n iy.
Fred runs a h ouse p ainting b usiness. I t's a v ery s low t ime o f y ear f or h im a nd h e is
spending q uite a l ot o f t ime d oing. n othing.. He g ets a c all f rom B ob) a n e tderly
gentleman w ho w ants h is s unroom r epainted. He q uotes h is s tandard f ee.
N h d n gB o b d d p l a i " C h [ n g t 6 i k h 6 n gt h d r r e c 6 i g i 5 d6 d rjqc" " Chring t 6i c hi c 6
lUdngh Ltut h6i". B ob n 6i c hi c 6 t hd t ri k hoAng6 0% mr?cg iii m i F red i lda r a.
'Wec an'tp ay t hat,'saysB ob.'We'reo n a f ixedi ncomeyou s ee.'H e
s aysh e c an o nly
pay a bout6 0oko f w hatB ob a sks.
Fredc ho r ing d 6y l ir c 6ng v i6c c ldng i6n v i c 6 v i6c v 6n c dn t 6t h dn l A k h6n9 c 6
gi d d l im. V i v Qy a nh n 6i " Duqc, n hutng6 ng d irng n 6i v 6i a i v € c iii g i5 n iy
nh6".
Bob t hinks, t hat i t i s a s mall job a nd it's b etter t han s itting h ere a nd e arning n othing.
'Okay,'he s ays. ' Just d on't t ell
a nyoneI d id i t f or t hat m uch.'
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o
B o b d 5 d i n g p h o n gc6ch d irm p hSn g ) ? N h$ng d u d idm v d n hr"/dc idm c i:a
d
phongc 5ch n Ay l i g i ?
Whatnegotiation tyle did Bob adopt? What are the pros and cons of this approach?
s
C A u c h u y Q nt h t ? n i m
Anecdote f ive
Mara i lang h oc r dt c hdm d d c hudn b i c ho k !' t hi m 6n k 6 t odn n im c u6i t ai
trddn d ai h oc v A v 6n d ang c dn n hi6u b di t 6p c hr,ta dm x ong. C 6 n h6n d rldc
l
d i 6 n t h o a i c r l ac h i g i i i , A l i c i a ,n g d d id d n h i € u n 6 m n a y l i m k 6 t o d n n h d n gg E n
dAy d ang n ghi v i6c d d c him c lt?a on n h6, m 6i d L/dc dn t hdng t udi,
c b
Marais studyinghard for her final year accounting xamsat universityand is havinga
e
Iot of trouble finishingsome assignments. he gets a call from her sisterAlicia, who
S
has been an accountant or some years but is currentlyat home with her four-month
f
old b aby.
"Chi r et c an n ghi n gdi", A lician 6i, * Chi t hqrcs r.rp h6i d i d 6u d dy v Ai g id. E m c 6
thd t r6ng e m b 6 g i6p c hi d rJdc h6n9? "
k
'I n eeda b reak,'says licia.'I r eallyn eedt o g et o ut o f t he h ousef or a c ouple
A o f h ours.
Cany ou b aby-sit?'
"Ddqc"M arat ri l di, " nhtfnge m m u6nc hi g iripe m h oin t hinh m 6t b Ait 6p v E
k6 t o6n"
'Okay,'says ara,' but I w anty ou t o g ivem e s omeh elp w ith t hisa ssignment.'
M
"Chl k h6ng t h6" A licia d dp l qi, " Vdi d f/a b 6 n dy c hl c hdng r 6nh r a t frc n Ao d d
girip e m d dQcc A"
'I can't do that,'says Alicia.'I've barelygot two minutesto sparewith
the baby.'
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Canofl ^rF|
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As a P acilic l \,lanagem.,i
"Dddc t h6i", M ara n 6i, v i g di ' i l A A licia c 6 t nd n hd c hbng t r6ng c on m 6t h lc
sau k hi a nh t li l irm v E,
'That'salright,'says Mara,and suggests hat Aliciahand the baby over to her husband
t
for a w hile a fter h e g ets h ome f rom w ork.
"f t ray d dy", A lician 6i.
'What a g reat i dea!'says A licia.
M a r a d 5 d i n g p h o n gcdch d dm p h5n g i ? N hffng l di i ch v ir v 6n d € c ria p hong
cdchn Ay l d g i ?
What negotiationstyle did Mara adopt?Can you see any benefits/problems ith her w
approach?
Hoqt dQngnh6m: Lqra hgn mQt phong c5ch dim ph6n phi
c
h{p vdi tinh hudng cq thd
Group a ctivity: F it a n egotiating s tyle t o a s ituation
B q n s E 5 p d u n g p h o n gc d c hd A m p h d n n i o t r o n g c d c t i n h h u d n gs a u d 6 y ? T a i
sao ? H Eyc hudn b i t hdro uQnv 6i n h6m v E c 5c c 5u t ri l di c ira b an.
l
Whichnegotiation tyle wouldyou adopt in the followingsituations?Why?Be prepared
s
to discuss our answerswith your smallgroup.
y
Trong k hi c lAmp h6n, ohia b 6n k ia d da r a m 6t v dn d € m i b an c hua x em x 6t
ky.
Your o pponent r aises an i ssue i n a b usinessn egotiation; y ou h aven't a dequately
researched t he p oint.
r,f
il
,ile.,
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Canrofl tA.
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r+
r^
rP
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T:TTT '
Asia P aciic M anaqei e'
Ban d ang c hudn b i r a n rJ6cn goAiv i m u6n b 5n c hi6c x e c ia m inh t r(6c c u6i
tuEn n dy. B qn v ila b rJ6cvAom At d ?i l y b 5n x e c 0 d d x em c 6 t hd b dn x e c ira
.
mlnh d m rlc g i6 n iro.C 6 n 6m d qi l .'ik h5c d g En d 6.
You're g oing o verseas a nd y ou w ant t o s ell y our c ar b y t he w eekend. Y ou h ave j ust
walked i nto a s econd h and c ar d ealership t o s ee w hat p rice y ou c an g et. T here a re f ive.
other d ea I ershi p s n e ar by.
Bqn t hdc s r-lk h6ng t hich n gr,rdi Ang x 6m. B qn v ila n hQnd r-rQc
h t h6ng b 5o c Lia
phudng l A n gLtdi ing x 6m n Ay d d n 6p d dn x in d d x 6y m 6t h ing r io c ao g ifa
h
hai nhir,
Youreally dislikeyour neighbour.Councilnotifiesyou that your neighbourhas applied
to b uild a h igh f ence b etween y our t wo p roperties.
Ban l e n gddi b dn h Ang v A v ita m 6i b dn d dqc m ot m 5y h dt b ui v 6i g i6 9 400.
Nhdng k hiich h irng l ai h 6i b qn l igu c 6 t hd c ho h g m 6t v ei c 5i t rii d ung r 5c t rong
m5y d r-/dc h6ng.
k
You are a salesperson nd you have just sold a vacuum cleaner worth $400. The
a
customerasksyou if you will tossin some vacuumcleanerbagsfor free.
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Canrofl -
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I
-r t^
^Er^
t
r - .) p
Asa P acilic M anageme
Ban s d h ffu m Qt k hu d dt b An b d s 6ng v ir m u6n x 5y d urngm 6t n hA k ho c hr?a
thuy€n, K hi b qn b 6t d eu x 6y, n gddi h irng x 6m c [ra b an p hErn 6i v ) c ho r ing d
b a n c l a n gl 5 n s a n g d d t c i a a n h t a . B a n k h 6 n g t i n l A n h U v 6 y n h d n g k h i h 6 i
chinh q uyEn d la p ht/dngt hi b an t hdy r 6ng k hu d dt c [ra b an d d d t]dc k h6ng
dL/dc lo d ac t 6t v ir m Qt s 6 s d d 6 l i6n q uan d dn m anh d dt c ia b an d 6 b i m et.
c
B a ns 6 l d m g i ?
Youown a waterfrontpropertyand want to build a boat shed by the water. Whenyou
staft to build, your neighbourobjects that you are encraaching n his property. You o
don't believe this is so but when you check with the local councilyou find that your
property h as b een p oorly s urveyed a nd t he r elevant c harts s eem t o h ave b een l ost.
What w ould v ou d o?
I7
- (3anon
Tim r a p hong c dch d dm P h5n P hi h dP
Finding the right negotiation style
C h f n g t a d d n 6 i d 6 n n 5 m p h o n g c 6 c h d ] m p h d n : c a n h t r a n h , c Q n gt d c ,
nhutdng 6, n 6 t rdnh v i c hdp n h6n, B dt k !' p hong c dch n Ao t rong s d n iy d €u
b
c6 t trd t trich h dp, t u| t hu6c v io c 5c t inh h u6ng c u t h6. T uy n hi6n, h Eu h 6t
nhfng n gddi d irm p h5n d 6u t hich p hongc dch c 6ng t 5c v i c oi d 6 l d p hongc Sch
O A mp h 6 n t 6 t n h a t . D A y c h i n h l A p h o n gc 6 c h d d m p h d n c h o k 6 t q u A h a i b 6 n
d€u c 6 l gi ( win/win) v d l irm g i6m x ung d gt x u6ng m fc t di t hi6u.
We h ave i dentified f ive n egotiation s tYles: c ompetitive, c ollaborative, c ompromising,
avoiding a nd a ccommodating. A ny o f t hese m ay b e a ppropriate, d epending o n
Circumstances, owever, m ost n egotiatorSf avour a c Ollaborativea pproach a s g enerally
H
'win/win' o utcomes a nd
the b est a pproach t o n egotiation; is a s tYle t hat g ives
minimises c onflict.
T r o n gk i n h d o a n h ,g i A ip h 6 pw i n / w i nc 6 t h d g i I p x 6 y d u l n gm 6 i q u a n h € l 6 u d i i
giffa c dc b 6n v A t ht-(dngirm c ho m i6ng b dnh n o r Qng r a, v i t h6 n hfrngg i h ai
l
b6n d gt d uqc s A n hiEuh dn s o v di k hi c hi t 6p t rung v io n hlng l di i ch c ia r i€ng
m)nh.
In businessterms, a win/win solution can help build long-term relationships nd it a
often allows you to expandthe pie; that is, both sides gain more than if they simply
focused n their own specificinterests.
o
Phongc 6ch c 6ng t 5c l i p hong c iich d im p hdn x em x 6t k h6n9 c hi n hffng n hu
cEuv ir l oi i ch c 0a c hinh m inh m i c on p hii q uan t 6m d 6n m ong m u6n v A l oi i ch
cira p hia b 6n k ia. N 6u b qn i ip d qrng hongc 6ch d dm p hdn n dy, b an c 6 f fr6 t ndy
p
ring g iila h ai b dn c 6 n hiEud idm t ddng d bng h dn l ir b an n ghl l tic d Eu v i c 6 t hd
o tao d ung c lr-/dc uan h € h dp t dc t i/ d 6.
q
The c ollaborative a pproach involves e xamining n ot o nly y our o wn n eeds a nd interests
but t hose o f y our o ppanent. I f y ou a dopt it y ou m ay f ind t hat y ou h ave more in
common w ith y our o pponent t han y ou f irst t hought a nd c an m ake a d eal b uilding o n
that.
P h o n g c 6 ch c Qn g t 5c
T h e c o l l a b o ra ti ve s tyle
Phongc 5ch c 6ng t 5c lir p hong c dch d A m p h d n v 6 i phuldngc h6m " cdrh ai s 6
drldcn hiEuh dn k hi l ir ban s o v di l a k e thir c 0a n hau"
1B
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Canori -
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Asi6 P acilicM anaqemenr roup
G
The collaborative tyle is a'we both win more as friends than either of us would as
s
enem es,'approachto negotiati g.
i n
GiSngn hr-f At c a c dc p hong c dch d Am p hSn k h6c, n 6 c fing c 6 n hddc d idm. V i
t
du, p hong c Schc 6ng t 6c d 6i k hi l d k h6ngt nd t hrlc h i6n d tJdck hi b an p hdi d im
ph6n v 6i m 6t d 6i t hir c 6 p hongc Schd irm p hSnt hdng/thuav i k h6ng b ao g id b i
thuy6t p huc v 6i c dc p hUdng5 n k hdc, c ho d ir k ! n 5ng d Am p hSn c [ra b an c 6
gi6i d 6n.d6u.T rong t rufdng[ dp n Ay, b qn c 0ng c 6n p hdi 5 p d r-rnghSi d 6 d Am t
p h S nt h d n g / t h u a c h u d nb i s 5 n s i n g c h o n h C t n gi n h h u 6 n gk h 6 n gd E c h i u c h o
, t
l 5 m v i s d n s i n g b r / 6 cr a k h 6 i p h d n gd A m p h d n n 6 u m u c t i 6 u c i a b a n k h 6 n g
alat dLldc.
Like all negotiating styles, it has its shortcomings.For example, a collaborative
approach may p rove t o b e impdssible when y ou a re d ealing with a n o pponent who h as
an e ntrenched w in/lose a pproach t o n egotiation a nd who r efuses t o b e p ersuaded
otherwise, d espite y our m ost s kilful e fforts. I n t his c ase, y ou will a lso n eed t o adopt a
win/lose a ttitude, b e p repared f or s ome u npleasantness a nd r emain wiltins t o watk
away i f y our i nterestsa re n ot m et.
Phong_6ch d im p hiin c Qngt ;ic c 6 t hd k h6ng t hich h dp c ho n htng d dm p hiln
c
chi d i6n r a m 6t l En v i n h&ngd dm p hSnm i b an k h6ng t in t rJdngv iro p hia b 6n
kia.( d6i t hdr)h o5c k h6ng c 6 c 5ch d d t hdm d inh d Q t in c 6y c ira h o. D 6i t hi c 6
thd s tJd ung r dt t h6ng t hao p hongc dch d Am p h6n t h5ng/thuav d v i t h6 b an c 6
rdt i t c d h 6i d d l irm c ho p hia b 6n k ia c hdt n h6n m 6t p hong c dch d dm p h6n
k h 5 c .V A b a n c O n gk h 6 n g m u 6 n x 6 y d d n g . m 6 iq u a n h 6 l 6 u d d i v 6 i h o . V i v 6 y
phong c dch d dm p hdn c anh t ranh c 6 t hd p hir h op h dn c ho b an t rong t inh
h u 6 n gn A y .
A collaborativeapproach may also be inappropriatefor one-off negotiationsand
negotiations hereyou do not trust your opponentor have no meansof verifvinqtheir
w
trustworthiness.f you'rebuyinga usedcar, for instance, collaborative pproaih-uy
I a u
not be appropriate.The dealer may very well be adopting a win/loseapproachand
there is little chanceyou are going to get him to adopt a differentstyle. you are also
unlikely to want to build a long-term relationshipwith the dealer. so a comDetitive
style might be a better bet for you.
P h o n g c S ch c q n h t ranh
The c ompetitive s tyle
Tri6t l f c ira p hongc 6ch d Am p hSnc anh t ranh l i " T6i t hdng, a nh t hua,,
Thecompetitive tyle is an'I win, you lose'approach o negotiating.
s t
I:'
nguon tai.lieu . vn
