Sebenius J K
Harvard Business School, Boston, USA.
Harv Bus Rev. 2001 Apr;79(4):87-95, 168.
Most executives know the basics of negotiation; some are spectacularly adept. Yet even experienced negotiators routinely leave money on the table, end up in deadlock, damage relationships, or allow conflicts to spiral. They fall prey to common mistakes that keep them from solving the right negotiation problem. In any negotiation, each side ultimately chooses between two options: accepting a deal or taking its best no-deal option--that is, the course of action if a deal were not possible. As a negotiator, you seek to advance your interests by persuading the other side to say yes to a proposal that meets your interests better than your best no-deal option. Because the other side will say yes only to a proposal that meets its own interests better than its best no-deal option, you must understand and shape your counterpart's decision so that it chooses in its own interest what you want. Far from being exercises in manipulation, understanding your counterpart's interests and shaping the decision so that the other side agrees to a proposal for its own reasons are the keys to jointly creating and claiming sustainable value from a negotiation. In this article, James Sebenius compares good negotiating practice with bad, providing examples from the business world and insights from 50 years of research and analysis on negotiation. The author describes six common mistakes that result in merely effective negotiation: neglecting your counterpart's problem, letting price bulldoze other interests, letting positions drive out interests, searching too hard for common ground, neglecting no-deal alternatives, and failing to correct for skewed vision.
大多数高管都了解谈判的基本要点；有些人则极其擅长谈判。然而，即使是经验丰富的谈判者也常常错失良机，最终陷入僵局，破坏关系，或者让冲突升级。他们容易犯一些常见错误，这些错误使他们无法解决正确的谈判问题。在任何谈判中，双方最终都要在两个选项之间做出选择：接受一项交易，或者选择其最佳的不交易选项——即，如果无法达成交易时的行动方案。作为谈判者，你试图通过说服对方同意一项比你最佳的不交易选项更符合你利益的提议来推进你的利益。因为对方只会同意一项比其最佳的不交易选项更符合其自身利益的提议，所以你必须理解并影响对方的决策，使其出于自身利益做出你想要的选择。理解对方的利益并影响决策，使对方出于自身原因同意一项提议，这远非操纵行为，而是从谈判中共同创造并获取可持续价值的关键。在本文中，詹姆斯·塞贝纽斯将良好的谈判实践与糟糕的谈判实践进行了比较，提供了商业领域的实例以及对50年谈判研究与分析的见解。作者描述了导致谈判仅达到有效水平的六个常见错误：忽视对方的问题、让价格压倒其他利益、让立场取代利益、过于努力地寻求共同点、忽视不交易的替代方案以及未能纠正扭曲的观点。
