협상의 요소 II
옵션:가능한 합의안
 Possible solutions to satisfy interests
• Interests are the building blocks of a
possible agreement
• Options are ways to fit those building
blocks together to satisfy the
negotiators and create value
 Possible solutions are multiple
• The best negotiations are those in
which a number of possible options have
been explored
• The more options that are generated,
the greater chance that one of them
will effectively reconcile the differing
interests of the parties
협상대안
Alternative To a Negotiated Agreement
What you will do or what will happen
if you fail to reach agreement?
 Other ways of satisfying your
interests
 Your interests can be satisfied
in two different ways:
• through a negotiated
solution (an option)
• through self-help alternative
최고의 대안 BATNA
 Best Alternative To a Negotiated
Agreement
•
You should come up with an option
that is better for you than your
BATNA, or you should walk away
 Why BATNA matter?
•
•
•
•
Decide when to walk away or when to
stay on negotiation
A standard for whether you accept
any proposed agreement or not
Gives you an idea of what a realistic
option should be
Strengthens your negotiation power
최고의 대안 BATNA
 BATNA and Bottom Line (Reservation Price)
• BL is the minimum level at which you will accept a deal
• Your BL should be derived from your BATNA, but not
usually the same thing
 합의가능범위 ZOPA: Zone of Possible Agreement
• Area or range in which a deal that satisfies both
parties can take place
최고의 대안 BATNA
 Knowing your BATNA
•
•
Keeping you from accepting terms that are too
unfavorable
Protecting you from rejecting terms that are
beneficial to you
 Improving your BATNA
•
•
Make BATNA easier, more feasible, or better
If only accept a deal that is better than your BATNA,
by improving you BATNA you get a better outcome
 Considering their BATNA
•
•
Figure out it or make a good guess at it
If it is strong, think of what you can do to weaken it
최고의 대안 BATNA
“The goal of a negotiation
is not always to reach an
agreement. Its primary aim
is to satisfy my interests.
It aims to find out a
solution that satisfy my
interests better through
an agreement, than a
BATNA”
William Ury
협상력 Negotiating Power
 정의
•
Ability to influence the decisions of
the other side in a desired way
- Roger Fisher; J. Salacus
•
Leverage is your power not just to
reach agreement, but to obtain an
agreement on your own terms
- G. Richard Shell
• Ability to persuade the other
side to agree to what you want
협상력 Negotiating Power
 협상력의 원천
• Skills
 Skills of dealing with people
 Skills of analysis, logic, quantitative
assessment, organization of ideas
• Knowledge
 General: familiarity with procedural options;
awareness of national negotiating styles and cultures
 Knowledge about the people involved
 Knowledge about the interests involved
 Knowledge about the facts
협상력 Negotiating Power
 협상력의 원천
• A Good Relationship
 The better a working relationship
I establish in advance with those
with whom I will be negotiating,
the more powerful I am.
 Trust
• My power depends upon whether
they can trust me
 Ability to communicate easily and
effectively
협상력 Negotiating Power
 협상력의 원천
• A Good Alternative to Negotiation:
BATNA
 The better an alternative, the
greater one’s power to affect a
negotiated outcome
• An Elegant and Creative Solution
 Generation of many options to the
legitimate interests of both sides
 Brainstorming to devise a creative
solution
협상력 Negotiating Power
 협상력의 원천
• Legitimacy
 Various objective criteria and
potential standards of
legitimacy
 Shaping proposed solutions so
that they are legitimate in the
eyes of the other side
 Prepare for precedents, expert
opinion, and other objective
criteria
협상력 Negotiating Power
 협상력의 원천
• Commitments
 Affirmative commitments
• An offer of what I am willing to agree to
• An offer of what, failing agreement, I am
willing to do under certain conditions
•
Formulate an offer in ways that maximize the
cumulative impact of other sources of
negotiating power
협상력 Negotiating Power
• Commitments - continued
 Negative commitments
• a take-it-or-leave-it position
• A commitment that I am unwilling to make
certain agreements (even though they would
be better for me than no agreement)
• A commitment or threat that, failing
agreement, I will engage in certain negative
conduct (even though to do so would be worse
for me than a simple absence of agreement)
• A threat is almost certainly not enough unless
there is a ‘yesable’ offer
Negotiating Power
• Commitments - continued
 Warning vs. Threat
What will happen vs. What I will do
if agreement is not reached
 Differences in commitments can lead to power
differentials
• Relatively weak US commitment to protecting
South Vietnam caused larger concessions in the
Paris Peace Talks with North Vietnam in the
early 1970s
• Relatively strong US commitment to using
military force produced the Soviet back-off in
Cuban Missile Crisis in October 1962
관계 Relationships
 When Relations Matter
•
•
•
When relations do not necessarily
matter
Relationships matter when?
Three criteria for judging a
negotiation
 I should produce a wise
agreement if agreement is
possible
 It should be efficient
 It should improve or at least
not damage the relationship
between the parties
관계 Relationships
 Why Relations Matter
•
If you treat people right, they will treat you rightat least 90 percent of the time
- Franklin D. Roosevelt
•
Good working relations based on some combination of
respect, admiration, perceived need, obligation, and
friendship are a critical source of power in helping
to get things done. Without these relationships,
even the best possible idea could be rejected or
resisted in an environment where diversity breeds
suspicion and interdependence precludes giving
orders to most of the relevant players.
- John Kotter, Power and Influence (1985), p. 40
관계 Relationships
 Why Relations Matter - continued
•
•
•
•
Help the parties to produce satisfactory outcomes
Future transactions of real value are anticipated
Reciprocity by the other side is expected
A good relationship engenders trust
협상의 구조
Context
BATNA
(Culture, Law, Ideology…)
Parties
Parties
Stakeholders
Communication
Interests
Information
Issues
Relationship
Conflict
Problem
Power
Interests
Observers
Outputs/outcomes
Option Development
Exchange of Offers
사례분석틀
1. Background
2. Parties & Stakeholders
3. Positions & Interests
4. Options
5. Offers & Counter Offers
6. Strategies
7. Outputs & Outcomes
8. Evaluation