职场英语：Collaborative Principled Negotiation

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Fourth, discuss each others perceptions. Explicit discuss of each sides perceptions will help both sides to better understand each other. And discuss will help each side to oid projecting their fears onto one another. Also, such discussion may reveal shared perceptions. Acknowledging shared perceptions can strength the parties relationship, and facilitate productive negotiations.

Fifth, seek opportunities to act in consistently with your opponents misperceptions. That is, try to disappoint your opponents worst beliefs and expectations about you. Just as it is important for you to he an accurate perception of your opponent, it is also important for them to he an accurate perception of you. Disappointing your opponents negative or inaccurate beliefs will help you to change those beliefs.

Sixth, give your opponent a stake in the oute by making sure they participate in the negotiation process. If your opponent doesnt feel involved in the negotiation process, then they are unlikely to feel involved in its oute. Conversely, if they feel that the process is in part their process, they are more likely to accept its conclusion. The more that the party is involved in the process; the more likely they are to be involved in and to support the oute.

Seventh, make your proposals consistent with the principles and selfimage of your opponent. Each side should try to make proposals that would be appealing to the other side. All the parties to a negotiation need to be able to reconcile the aGREement with their principles and selfimages. That is, they need to feel the final agreement doesnt promise their integrity. Proposals which are consistent with your opponents principles and which dont undermine their selfimages are more likely to be accepted.

Understanding the other sides perceptions will improve munication and enable a party to reframe its proposal in way that makes it easier for the other side to say yes.

People problems also often involve difficult emotionsfear, anger, distrust and anxiety for example. these emotions get intertwined with the substantive issues in the dispute and make both harder to deal with. People often react with fear or anger when they feel that their interests are threatened. The first step in dealing with emotions is to acknowledge them, and try to understand their source. The parties must acknowledge the fact that certain emotions are present, even when they dont see those feelings as reasonable. Dismissing anothers feeling as unreasonable is likely to provoke an even more intense emotional response. The parties must allow the other side to express their emotions. They must not react emotionally to emotional outbursts. Symbolic gestures such as apologies or an expression of sympathy can help to defuse strong emotions.

munication is the third main source of people problems. Negotiators may not be speaking to each other, but may simply grandstand for their respective constituencies. The parties may not be listening to each other, but may instead be planning their own responses. Even when the parties are speaking to each other and are listening, misunderstandings may occur. To bat these problems, the parties should employ active listening. The listeners should give the speaker their full attention, occasionally summarizing the speakers points to confirm their understanding. It is important to remember that understanding the others case doesnt mean aGREeing with it. Speakers should direct their speech toward the other parties and keep focused on what they are trying to municate. Each side should oid blaming or attacking the other, and should speak about themselves. Generally the best way to deal with people problems is to prevent them from arising. People problems are less likely to e up if the parties he a good relationship, and think of each other as partners in negotiation rather than adversaries.

On general, to separate people from problem, the crucial point is to understand the other party, control ones own emotion and strengthen munication. We look for chances to correct our counterparts afterwards if their opinion is not right; we allow them to express their dissatisfaction if they feel upset and we find more chances to exchange our opinions if misunderstanding happens. By doing so we treat our counterpart as a cooperator sitting on the same boat sinking and floating together, and the course of negotiation as a process of achieving mutual success hand in hand.

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