LET'S GO BACK to the negotiation you and I were having over the dining room set. Each of us has determined our individual Settlement Ranges. Having thought about what the set is worth to me and how much I need the cash, I've decided that $1,200 is my L.A.S. Anything below that, and it's simply not worth my while to make the deal. At the other end, I've decided that in view of the set’s good condition, I can credibly set my M.S.P. at $1,800.
You on the other hand have calculated that $1,500 is your absolute limit for a dining room set of this sort and that if I insist on more, you're going to say, “So long, Schatzki.” You've also checked around the used-furniture market and come up with $800 as an opening position you feel you can reasonably justify, at least enough to get things going.
Since there's an overlap in our Settlement Ranges – you could go as high as $1,500 and I could go as low as $1,200 – an agreement should be reached in this negotiation. But neither you nor I know that because we don't know each other's L.A.S. All you see is my asking price of $1,800 and all I see is your opening offer of $800.
This disparity entangles us in a web of uncertainty and creates what I call the tension dynamics of negotiation. Inevitably, you feel tense when you sit down to negotiate. Not only is it an uncomfortable feeling, but it can also sap your willingness to bargain. Because acute tension tends to make you opt for the path that will eliminate it as soon as possible. “When I negotiate,” a participant in one of my programs once told me, “my main goal is to end it as soon as I can.” Remember the guy I told you about who was looking for a used car and would not answer any ad that said “Make an offer”? It was the expectation of feeling tense that so stifled him.
Much as with your fears, an understanding of the sources of tension in negotiation can go a long way toward reducing that uneasy feeling. Let's examine what those sources of tension are.
- 匿名Lv 51 0 年前最佳解答
讓我們回到你和我正越過餐廳設備有的談判。 我們每個人已經確定我們的個人的解決範圍。 已經考慮設備對我是值的什麼和我需要現金多少後，我已經決定1，200 美元是我的L.A.S。 在那下面的任何事情， 並且做交易是完全不值得我去做的。 在另一端，我已經決定由於被確定的好狀態，我能確實確定我的M.S.P。 以1，800 美元。
你另一方面已經計算1，500 美元是對於一餐廳套這種和那的你的絕對的限制， 如果我堅決要求更多，你將要說長時間的o，Schatzki。 你也在使用家具市場周遭檢查並且提出作為你感到你能合理證明是正確的的一打開位置的800 美元， 至少得足以使東西繼續。
因為有重疊，在我們的解決範圍內你能願意出1，500 美元， 並且我能去象每共識1，200 美元應該被在這次談判中達成的一樣低。 但是既不你也不我知道因為我們不知道彼此的L.A.S。 你看見的全部是我的1，800 美元的索價，我看見的全部是你的800 美元的開始報價。
這不等在一個不確定的網裡纏上我們並且建立我叫談判的緊張力學的。 不可避免，當你坐下談判時，你感到緊張。 不僅它是一種不舒服的感覺，而且它也能對契約逐漸削弱你的意愿。 厲害緊張傾向於打你選擇將盡快消除的道路。 我談判的母雞，在我的一個計畫的一個參加者曾經告訴我，y 主要目標是儘可能快結束它。 記得小伙子我告訴你關於誰正尋找一輛二手車， 不將回答任何廣告上述ake 如此透不過氣他的緊張的感覺的預期的一報價。