Kolb D M, Williams J
Simmons College Graduate School of Management, Boston, USA.
Harv Bus Rev. 2001 Feb;79(2):88-97, 156.
Unspoken, subtle parts of a bargaining process--also known as the shadow negotiation--can set the tone for a successful negotiation. Deborah Kolb and Judith Williams, whose book The Shadow Negotiation was the starting point for this article, say there are three strategies businesspeople can use to guide these hidden interactions. Power moves are used when two negotiating parties hold unequal power--for instance, subordinates and bosses; new and existing employees; and people of different races, ages, or genders. These strategies, such as casting the status quo in an unfavorable light, can help parties realize that they must negotiate: they will be better off if they do and worse off if they don't. Process moves affect how negotiation issues are received by both sides in the process, even though they do not address substantive issues. Working outside of the actual bargaining process, one party can suggest ideas or marshal support that can shape the agenda and influence how others view the negotiation. Appreciative moves alter the tone or atmosphere so that a more collaborative exchange is possible. They shift the dynamics of the shadow negotiation away from the adversarial--helping parties to save face--and thus build trust and encourage dialogue. These strategic moves don't guarantee that all bargainers will walk away winners, but they help to get stalled negotiations moving--out of the dark of unspoken power plays and into the light of true dialogue.
谈判过程中未言明的、微妙的部分——也被称为隐性谈判——能够为成功的谈判奠定基调。黛博拉·科尔布和朱迪思·威廉姆斯的《隐性谈判》一书是本文的出发点，她们表示，商务人士可以运用三种策略来引导这些隐藏的互动。当谈判双方权力不平等时，比如下属与老板、新员工与老员工、不同种族、年龄或性别的人，就会使用权力策略。这些策略，比如将现状描述得不利，有助于各方意识到他们必须进行谈判：谈判会让他们受益，不谈判则会受损。过程策略会影响双方在谈判过程中对谈判议题的接受方式，尽管它们并不涉及实质问题。在实际谈判过程之外，一方可以提出想法或争取支持，从而塑造议程并影响他人对谈判的看法。赞赏策略会改变谈判的语气或氛围，从而实现更具协作性的交流。它们使隐性谈判的态势从对抗性转向——帮助各方保全面子——进而建立信任并鼓励对话。这些策略性举措并不能保证所有谈判者都能成为赢家，但它们有助于推动陷入僵局的谈判——走出未言明的权力博弈的黑暗，进入真正对话的光明之中。
