談判策略與說服技巧

Negotiation Strategies
and Persuasion Skills
陳彥豪
國立臺北大學應用外語學系專任副教授
兼任國際談判及同步翻譯中心主任
Tel: (02)2500-9336
Fax: (02)2515-9354

E-mail:yhpc@mail.ntpu.edu.tw
一 . 談判的理念與功能

1. 談判的定義
It is a process of bargaining, which entails two or more interdependent
parties who perceive incompatible goals and engage in the social
interaction to reach a mutually satisfactory outcome.
2. 東西方對談判在議題 (issue) 與價值觀上的差異
3. 談判的必要性－從本土到國際
4. 談判的目標－利益 (interest) 與立場 (position)
5. 零和遊戲 (zero-sum game) 與雙贏 (win-win)
6. 談判者與調停者的建構
7. 談判修辭 (negotiation rhetoric)
8. 談判技巧 (negotiation skills—strategy and tactic)
二 . 談判的過程－八階分析法的談判架構與策略

1. 準備階段 (Preparing)
A good result of a negotiation can be seen as involving
seven elements. The better we handle each element, the
better the outcome will be:

1) 利益 (Interests)
Whatever our demand or “position” may be, we and others
involved in the negotiation would like an outcome that meets
our underlying interests—the things we need or care about. The
more we have thought about our interests in advance, the more
likely we are to meet them.
2) 可能達成的協議 (Options)
A good outcome should be among the best of all possible ways to
deal with our differing interests. By options we mean possible
agreements or pieces of a possible agreement. The more options we
are able to put on the table, the more likely we are to have one that will
well reconcile our interests.

3) 最佳退路 (Alternative)
A good outcome should seem better than any alternative away from
the table, better than things we might do by ourselves or with others.
Before we sign a deal—or turn one down—we should have a good
idea of what else we might do.
4) 公平合理性 (Legitimacy)
We do not want to be unfairly treated, nor do others. It will help to
find external standards that we can use as a sword to persuade others
that they are being treated fairly and as a shield to protect us from
being ripped off.

5) 溝通 (Communication)
Other things being equal, an outcome is better if it is reached
efficiently. That requires good two-way communication as each side
seeks to influence the other. We want to think in advance about what
to listen for—and what to say.
6) 關係 (Relationship)
A good outcome will leave our working relationship strengthened
rather than damaged. Preparation can help us think about the human
interaction—about the people at the table. We should have some idea
about how to build a relationship that facilitates, rather than hinders,
agreement.

7) 承諾 (Commitment)
The quality of an outcome is also measured by the quality of the
promises that are made. Those commitments are likely to be better if
we have thought in advance about specific promises that we
realistically can expect, or make, during or at the conclusion of a
negotiation.
2. 辯論階段 (Arguing)
－ 理智而建設性＞情緒而破壞性
威脅，承諾，既威脅又承諾
利益擺中間，立場擺兩旁

3. 暗示階段 (Signaling)
－用暗示跳開辯論
多聽少說
接收與修正雙方的暗示

4. 提議階段 (Proposing)
－用比較肯定的語氣和用字提議
掌握好原則，在細節上要有彈性
剛開始的讓步要小，條件要多
5. 配套階段 (Packaging)
－用不同的變數加以組合
運用創意整合雙方的利益，製造各種配套
隨時尋找新的變數
在主議題上追求雙贏，在次議題可以零和

6. 議價階段 (Bargaining)
－肯定的提議
所有議題一起談
每一個交換都要有代價，每一個讓步都要有條件

7. 結束階段 (Closing)
－總結式，威脅式，選擇式，讓步式，休會式

8. 簽署階段 (Agreeing)
－各種協議文件形式
三 . 談判實務之技巧
1. Patience ( 耐心 ). You wait. However anxious, you don’t show it. Patience is
a devastating weapon when the other side is highly volatile. When you set the
pace, you control the deal.

2. Slow agony ( 慢性痛苦 ). The deal moves at a crawl. Every issue takes
inordinate amounts of time. Delays are frequent. Slow agony never says “no”;
the deal never actually stalls. This is an interesting defense against high
pressure.

3. Apathy ( 冷漠 ). Overt concern is minimal. Whether the deal goes or blows

appears immaterial. You request without energy and respond without passion.
Apathy defends against high pressure.

4. Empathy/sympathy ( 同理心 / 同情心 ). Concern is shown for the other

side. This is a powerful tactic for breaking deadlocks and bridging gaps. Such
feelings should be genuine. Do not feign personal concern; compassion as a
ruse is off limits. Use empathy/sympathy when you mean it.
5. Sudden shifts ( 突然轉移 ). Whim and caprice do not build solid reputation.
Consistency is important, but sometimes it equals sluggishness, even
obstinacy. When talks are turgid and momentum has dissipated, unexpected
changes can dislodge blockage and overcome obstacles. You have nothing to
lose by shaking the tree.

6. Faking ( 佯裝 ). Dealmakers are like football halfbacks, able to feint one way
and run the other. Faking is more trading than lying. Fake when you want to
protect a particular point. For example, you might insist on all cash in selling
your home (or business) just to be able to maintain your price when you
finally “concede” some seller financing—which you planned to concede all
along.

7. Walking ( 離開現場 ). Closing your briefcase and leaving the room. A dead
deal. This tactic is less extreme than it looks. After all, you can always reopen
negotiations (though some of your credibility is lost). Walking works when the
other side has more basic power and has pushed too hard too long. Quitting is
the ultimate leveler.
8. Fait accompli ( 既成事實 ). The threat to take unilateral action. The deal, or
something about it, would be irrevocably changed. For example, when a
financially troubled company negotiates with creditors, each side can threaten
to file bankruptcy proceedings—which would put all decisions in the hands of
the court. Use fait accompli when you control a critical issue—but use it
cautiously.

9. Salami ( 蠶食法 ). Cut a little here, a little there, and soon the salami is all
gone. Some negotiators grind for small gain—but they never stop. The deal’s
never done. You must stop these people. Strict limits are the antidote for
salami tactics.

10. Limits ( 畫地自限 ). Allow the other side to go so far but no farther. Setting
boundaries can be imposing, even riveting. Don’t do it often, but always make
it count. Set your limits once and stick to them. Use this tactic when the other
side keeps pushing.
11. Deadlines ( 截止時間 ). Countdowns are contentious. Calendar pressure is
troublesome. One must never make a hasty decision under time constraint. Try
to force yourself to go even a bit slower than normal. If the deal evaporates, it
evaporates. It’s far better to pass a dozen good deals than to make one bad
one.

12. Antagonism ( 敵對法 ). Not a good tactic. More is accomplished by seeking

personal harmony even during professional disputes. Nonetheless, people are
antagonistic, some deliberately as a technique, others because that’s just the
way they are. Disarm the antagonism by sidesteps, not body blocks, by
leveraged angles, not frontal assaults. Direct confrontation rarely works. Try
gentle correction, tinged with humor. “I see the new day hasn’t brought forth a
new attitude.” “I can’t toughen my position because you can’t get more
upset.”
四 . 說服技巧
1. 說服的心智源頭 (The Mental Source of Persuasion)
A. 信素 (Ethos): “the distinguishing character, sentiment, moral nature, or
guiding beliefs of a person, group, or institution”
B. 情素 (Pathos): “an element in experience or in artistic representation
evoking
pity or compassion; an emotion of sympathetic pity”
C. 理素 (Logos): “reason that is the controlling principle in the universe”
--Aristotle

2. 當代說服的定義 (A Contemporary Definition of Persuasion)

“Persuasion is an activity or process in which a communicator attempts to
induce a change in the belief, attitude, or behavior of another person or group
of persons through the transmission of a message in a context in which the
persuadee has some degree of free choice.”
--Richard M. Perloff
五 . 說服技巧在談判上的運用
1. interest > position

2. win-win > zero-sum

3. respectful > forceful

六 . 個案演練 (Case Study)

Issue ( 議題 ):
Leader （主談者） :
Summarizer （摘要者） :

Observer （觀察者） :
Like （理想） :
Intend （預期） :
Must/Bottom-line （必須／底線） :
結語

參考書目
1. 蔡宗揚 譯﹒談判技巧手冊。台北：遠流出版公司， 1993 年 .
2. 羅竹茜 譯。實質利益談判法。台北：遠流出版公司， 1994 年 .
3. Chayes, Abram & Antonia H. Chayes. The New Sovereignty ： Compliance
with International Regulatory Agreements. Cambridge ： Harvard University
Press, 1995.
4. Fisher, Roger. et al. Coping with International Conflicts: A Systematic
Approach to Influence in International Negotiation. Upper Saddle River, NJ:
Prentice Hall, 1997.
5. Fisher, Roger. & Ertel, Danny. Getting Ready to Negotiate. New York: Penguin
Books, 1995.
6. Kremenyuk, Victor A. Ed. International Negotiation: Analysis, Approaches,
Issues. San Francisco: Jossey-Boss Publishers, 1991.
7. Lewicki, Roy J. et al. Negotiation. . Boston: IRWIN, 2000.
8. Putnam, Linda & Michael E. Roloff. Eds. Communication and Negotiation.
London: Sage Publication, Inc., 1992.