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 论文编号：
lw200801172135329962 |
| 论文属性：
dissertation |
| 论文语言：English |
| 论文国家：China |
| 登出日期： 2008-01-17 |
| 字数： 3000 |
| 源程序：
无 |
| 价格：
免费论文 |
| 注明： |
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| 论文大纲，目录 |
| 关键词搜索：Collaborative Principled Negotiation |
are inclined to rest on their laurels they have achieved and hope to arrive at the final solution without other nuisances. They are not aware of the fact that creative thinking and options are indispensable part of a successful negotiation.
The third is considering only one’s own options suiting one’s own needs. A successful negotiation is a process of giving and taking which means options provided should be a consolidated body of both sides’ interests. When keeping in mind not only one’s own party’s interests but also the other side’s interests, stimulated creativeness will bring about alternative options conductive to success of negotiations.
2.1.3.2 Elimination of above mentioned barriers
To overcome above--mentioned barriers and generate creative options, it is important to set aside the concept that one party’s gain is the other’s loss and encourage each other to help solve problems and not prematurely focus on an option before people are ready. Negotiators should separate the invention process from the evaluation stage. Multiple solution options must be developed prior to evaluation of those options. The parties should come together in an informal atmosphere and brainstorm for all possible solutions to the problem. Will and creative proposals are encouraged. Brainstorming session can be made more creative and productive by encouraging the parties to shift between four types of thinking: stating the problem, analyzing thee problem, considering general approa英语论文网 【http://www.51lunwen.org】ches, and considering specific actions. Parties may suggest partial solutions to the problem, and creative thinking expands the range of possible options and promotes better solutions. Only after a variety of proposals have been made should the group turn to evaluating the ideas. Evaluation should start with the most promising proposals. The parties may also refine and improve proposals at this point. Participants can avoid falling into a win—lose mentality by focusing on shared interests. When the parties’ interests differ, they should seek options in which those differences can be made compatible or even complementary. The key to reconciling different interests is to look for items that are of low cost to you and high benefit to them, and vice versa. Each side should try to make proposals that are appealing to the other side, and that the other side would find easy to agree to. To do this it is important to identify the decision makers and target proposals directly toward them. Proposals are easier to agree to when they seem legitimate or supported by precedent. Threats are usually less effective at motivating agreement than are beneficial offers.
Options are provided and the next step is to determine and find out an option that will suit both sides best. Selecting an option requires a criterion to decide one option is better than the other or is the best among several options, and now it comes to the fourth principle—introducing an objective criterion.
1.1.3 I
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