切換隱藏選單

別被強勢對手逼到談判死角

According to the tenets of best-practice negotiation, managers focus on interests so as to craft agreements that meet mutual needs. What this limited conception of best practice ignores, however, are the relationship and power dynamics that affect whether and how ideas are heard, credited, and shaped into an agreement. Consider this scenario:An independent service provider is negotiating a contract renewal with a valued client. To his surprise, the client claims the rates are out of line with what the provider delivers and threatens to hire someone else.

In this case, one party is seeking to control a negotiation by challenging the other party’s claims to legitimacy and credibility. To advocate for your interests and concerns, you need a framework to help you understand what is happening.

One such framework is the shadow negotiation-the underlying relationship that develops and evolves whenever people bargain. Whether parties are discussing price or performance, they’re also negotiating their relationship. To focus on the shadow negotiation is to examine how parties manage impressions, claim and maintain legitimacy and credibility, assert power and influence, and shape perceptions.

善意商機

AAMA台北搖籃計畫共同創辦人顏漏有

市場洞察v.s好感度經營

CAMA咖啡創辦人何炳霖

生涯顧問

江振誠

用10年記錄這個世代的台灣味

張慧慈

我想追求過去因為拼經濟被放棄的事

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