hmm... Saturday BG 都是10:00開始喔! 大家要養成早到的好習慣喔!!(去年是9:00開始呢) 還有晚到的同學很快就進入狀況了~ 今天的Negotiation Game大家應該都是第一次玩吧:) 大家很棒喔! 應該很深刻感受到，和上次模擬開會的不一樣! 今天大家很focused的討論一個主題， 大家提出的問題很精確， 所以能聚焦專心討論； 大家不再只是單向陳述自己的立場， 而是建立了對話、互動； 從提問、討論、一起想辦修正， 一拋一接、一接一傳、一傳再接，不斷循環， 而且你們很有秩序的，一個一個解決。 討論的深度與品質完全取決於此:)) 融合了上述的元素，溝通討論才能有效率了解決問題:)) 所以大家今天都不錯喔~ 連平常很害羞的今天都努力發言了(妳的點超棒的阿! 講出來才更棒喔!!) 希望今天的BG讓你們得到開心的收穫，有幫助你們大MUN表現更棒喔XD ^^^^^^^^^^^^^ 既然這次主題是Negotiation， 我想和大家分享一下之前去參加活動聽到的演講~ 那次國際談判中心主任陳彥豪博士和我們介紹了"Negotiatoin Theroy and Practice" 其中我想分給大家的是 "The Eight-Stage Negotiation Process" 1. Preparing: A good result of a negotiation can be seen as involving seven elemes. The better we handle each element, the better the outcome will be. (1) Interests: Whatever our demand or “position”may be, we and others involved in the negotiation would like an outcome that meets interests—the things we need or care about. The more we have thought about our interests in advance, the more likely we are to meet them. (2) Options: A good outcome should be among the best of all possible ways to deal with our differing interests. By options we mean possible agreements or pieces of a possible agreement. The more options we are able to put on the table, the more likely we are to have one that will well reconcile our interests. (3) Alternatives: A good outcome should seem better than any alternative away from the table, better than things we might do by ourselves or with others. Before we sign ae deal— or turn one down, we should have a good idea of what else we might do. (4) Legitimacy: We do not want to be unfairly treated, nor do others. It will help to find external standards that we can use as a sword to persuade others that they are being treated fairly and as a shield to protect usfrom being ripped off. (5) Communication: Other things being equal, an outcome is better if it is reached efficiently. That requires good two-way communication as each side seeks to influence the other. We want to think in advance about what to listen for —and what to say. (6) Relationship: A good outcome will leave our working relationship strengthened rather than damaged. Preparation can help us think about the human interaction—about the people at the table. We should have some idea about how to build a relationship that facilitates, rather than hinders, agreement. (7) Commitment: The quality of an outcome is also measured by the quality of the promises that are made. Those commitments are likely to be better if we have thought in advance about specific promises that we realistically can expect, or make, during or at the conclusion of a negotiation. 2. Arguing: Rational & Constructive＞ Emotional & Destructive Interests > Positions Issues > Negotiators 3. Signaling: Use signaling to escape from arguing; Receive and modify the signaling mutually 4. Proposing: Relatively positive and tentative in diction and mood; Firm in principle and flexible in details; Yielding less and offering more conditions 5. Packaging: Combine different variables Create new packaging by integrating mutual interests among negotiation parties; Seek win-win outcome in the main issues and allow zero-sum situation in the minor issues 6. Bargaining: Positive proposing Join the entire issues; There must be prices for very exchange and conditions for every concession 7. Closing: Comprehensive; Threatening; Optional; Compromising;Recess 8. Agreeing: Forms and status of the negotiation agreements 很有興趣的人，請耐心的繼續往下看:) "Practical Skills of Negotiation" 1. Patience(耐心): You wait. However anxious, you don’t show it. Patience is a devastating weapon when the other side is highly volatile. When you set the pace, you control the deal 2. Slow Agony(慢性折磨): The deal moves at a crawl. Every issue takes inordinate amounts of time. Delays are frequent. Slow agony never says “no”; the deal never actually stalls. This is an interesting defense against high pressure. 3. Apathy(沈著): Overt concern is minimal. Whether the deal goes or blows appear immaterial. You request without energy and respond without passion.Apathy defends against high pressure. 4. Empathy/sympathy: Concern is shown for the other side. This is a powerful (同理心/同情心) tatic for breaking deadlocks and bridging gaps. Such feelings should be genuine. Do not feign personal concern; compassion as a ruse is off limits. Use empathy/sympathy when you mean it. 5. Sudden Shifts(突然轉移): Whim and caprice do not build solid reputation. Consistency is important, but sometimes it equals sluggishness, even obstinacy. When talks are turgid and momentumhas dissipated, unexpected changes can dislodge blockage and overcome obstacles.You have nothing to lose by shaking the tree. 6. Faking (佯裝): Dealmakers are like football halfbacks, able to feint one way and run the other. Faking is more trading than lying. Fake when you want to protect a particular point. For example, you might insist on all cash in selling your home (or business) just to be able to maintain your price when you finally “concede”some seller financing—which you planned to concede all along. 7. Walking (離開現場): Closing your briefcase and leaving the room. A dead deal. This tactic is less extreme than it looks. After all, you can always reopen negotiations (though some of your credibility is lost). Walking works when the other side has more basic power and has pushed too hard too long. Quitting is the ultimate leveler. 8. Fait accompli(既成事實): The threat to take unilateral action. The deal,or something about it, would be irrevocably changed. For example, when a financially troubled company negotiates with creditors, each side can threaten to file bankruptcy proceedings—which would pu all decisions in the hands of the court. Use fait accompli when you control a critical issue—but use it cautiously. 9. Salami(蠶食法): Cut a little here, a little there, and soon the salami is all gone. Some negotiators grind for small gain— but they never stop. The deal is never done. You must stop these people. Strict limits are the antidote for salami tactics. 10. Limits(畫地自限): Allow the other side to go so far but no farther. Setting boundaries can be imposing, even riveting. Don't do it often, but always make it count. Set your limit once and stick to them. Use this tactic when the other side keeps pushing. 11. Deadlines(截止時間): Countdowns are contentious. Calendar pressure is troublesome. One must never make a hasty decision under time constraint. Try to force yourself to go even a bit slower than normal. If the deal evaporates, it evaporates. It's far better to pass a dozen good deals than to make one bad one. 12. Antagonism (敵對法): Not a good tactic. More is accomplished by seeking personal harmony even during professional disputes. Nonetheless, people are antagonistic, some deliberately as a technique, others because that's just the way they are. Disarm the antagonism by sidesteps, not body blocks, by leveraged angles, not frontal assaults. Direct confrontation rarely works. Try gentle correction, tingedwith humor. "I see the new day hasn't brought forth a new attitude." “I can't toughen my position because you can’t get more upset." @@手痠..希望這些東西也給大家一些啟發囉! --

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