NegotiationPower(1)商务谈判的力量解读

7-1McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedCHAPTERSEVENFindingandUsingNegotiationPower7-2McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedWhyIsPowerImportanttoNegotiators?Seekingpowerinnegotiationarisesfromoneoftwoperceptions:1.Thenegotiatorbelievesheorshecurrentlyhaslesspowerthantheotherparty.2.Thenegotiatorbelievesheorsheneedsmorepowerthantheotherparty.7-3McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedADefinitionofPower•“anactor…haspowerinagivensituation(situationalpower)tothedegreethathecansatisfythepurposes(goals,desires,orwants)thatheisattemptingtofulfillinthatsituation”•Twoperspectivesonpower:–Powerusedtodominateandcontroltheother–“powerover”–Powerusedtoworktogetherwiththeother–“powerwith”7-4McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedSourcesofPower–HowPeopleAcquirePower•Informationalsourcesofpower•Personalsourcesofpower•Powerbasedonpositioninanorganization•Relationship-basedsourcesofpower•Contextualsourcesofpower7-5McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedInformationalSourcesofPower•Informationisthemostcommonsourceofpower–Derivedfromthenegotiator’sabilitytoassembleandorganizedatatosupporthisorherposition,arguments,ordesiredoutcomes–Atooltochallengetheotherparty’spositionordesiredoutcomes,ortounderminetheeffectivenessoftheother’snegotiatingarguments7-6McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonPersonalityandIndividualDifferences•Personalorientation•Cognitiveorientation–Ideologiesaboutpower•Motivationalorientation–Specificmotivestousepower•Dispositionandskills–Orientationtocooperation/competition•Moralorientation–Philosophicalorientationtopoweruse7-7McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonPositioninanOrganizationTwomajorsourcesofpowerinanorganization:•Legitimatepowerwhichisgroundedinthetitle,duties,andresponsibilitiesofajobdescriptionand“level”withinanorganizationhierarchy•Powerbasedonthecontrolofresourcesassociatedwiththatposition7-8McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonResourceControl•Peoplewhocontrolresourceshavethecapacitytogivethemtosomeonewhowilldowhattheywant,andwithholdthem(ortakethemaway)fromsomeonewhodoesn’tdowhattheywant.7-9McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonResourceControl•Someofthemostimportantresources:–Money–Supplies–Humancapital–Time–Equipment–Criticalservices–Interpersonalsupport7-10McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonRelationships•Goalinterdependence–Howpartiesviewtheirgoals•Referentpower–Basedonanappealtocommonexperiences,commonpast,commonfate,ormembershipinthesamegroups.•Networks–Powerisderivedfromwhateverflowsthroughthatparticularlocationinthestructure(usuallyinformationandresources)7-11McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedAnOrganizationHierarchy7-12McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedAnOrganizationalNetworkGatekeeperStarIsolatedDyadLiaisonIsolateLinkingPinExternalEnvironment7-13McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonRelationships•Keyaspectsofnetworks:–Tiestrength•Anindicationofthestrengthorqualityofrelationshipswithothers–Tiecontent•Theresourcethatpassesalongthetiewiththeotherperson–Networkstructure•Theoverallsetofrelationshipswithinasocialsystem7-14McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedPowerBasedonRelationshipsAspectsofnetworkstructurethatdeterminepowerinclude:•Centrality•Criticalityandrelevance•Flexibility•Visibility•Coalitions7-15McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedContextualSourcesofPowerPowerisbasedinthecontext,situationorenvironmentinwhichnegotiationstakeplace.•BATNAs–Analternativedealthatanegotiatormightpursueifsheorhedoesnotcometoagreementwiththecurrentotherparty•Culture–Oftencontainsimplicit“rules”aboutuseofpower•Agents,constituenciesandexternalaudiences7-16McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.,AllRightsReservedDealingwithOthersWhoHaveMorePower•Neverdoanall-or-nothingdeal•Maketheotherpartysmaller•Makeyourselfbigger•Buildmomentumthroughdoingdealsinsequence•Usethepowerofcompetitiontoleveragepower•Constrainyourself•Goodinformationisalwaysasourceofpower•Dowhatyoucantomanagetheprocess