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, seek opportunities to act in consistently with your opponent’s misperceptions. That is, try to disappoint your opponent’s worst beliefs and expectations about you. Just as it is important for you to have an accurate perception of your opponent, it is also important for them to have an accurate perception of you. Disappointing your opponent’s negative or inaccurate beliefs will help you to change those beliefs.
Sixth, give your opponent a stake in the outcome by making sure they participate in the negotiation process. If your opponent doesn’t feel involved in the negotiation process, then they are unlikely to feel involved in its outcome. Conversely, if they feel that the process is in part their process, they are more likely to accept its conclusion. The more that the party is involved in the process; the more likely they are to be involved in and to support the outcome.
Seventh, make your proposals consistent with the principles and self—image of your opponent. Each side should try to make proposals that would be appealing to the other side. All the parties to a negotiation need to be able to reconcile the agreement with their principles and self—images. That is, they need to feel the final agreement doesn’t compromise their integrity. Proposals which are consistent with your opponent’s principles and which don’t undermine their self—images are more likely to be accepted.
Understanding the other side’s perceptions will improve communication and enable a party t无忧论文 【http://www.uklunwen.com】o re—frame its proposal in way that makes it easier for the other side to say “yes”.
People problems also often involve difficult emotions—fear, anger, distrust and anxiety for example. These emotions get intertwined with the substantive issues in the dispute and make both harder to deal with. People often react with fear or anger when they feel that their interests are threatened. The first step in dealing with emotions is to acknowledge them, and try to understand their source. The parties must acknowledge the fact that certain emotions are present, even when they don’t see those feelings as reasonable. Dismissing another’s feeling as unreasonable is likely to provoke an even more intense emotional response. The parties must allow the other side to express their emotions. They must not react emotionally to emotional outbursts. Symbolic gestures such as apologies or an expression of sympathy can help to defuse strong emotions.
Communication is the third main source of people problems. Negotiators may not be speaking to each other, but may simply grandstand for their respective constituencies. The parties may not be listening to each other, but may instead be planning their own responses. Even when the parties are speaking to each other and are listening, misunderstandings may occur. To combat these problems, the parties should employ active listening. The listeners should give the speaker their full attention, occasionally summarizing the speaker’s points to confirm t |
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