每位经理人都在错综复杂的关系和谈判中开展工作。他们每天都要跟供应商谈判采购合同,跟分销商谈判营销安排,还要跟未来员工谈判薪资。有些谈判至关重要,比如并购另一家公司,或者与合作伙伴设立合资企业以推出新产品,等等。这些谈判会对经理人的策略及企业业绩产生巨大影响。但大多数经理人很少花时间去思考自身的谈判技能与策略。他们认为一切皆无定式,将每个谈判都看作单独的事件,看作带有自身独立目标、战术与成功衡量标准的某种游戏。但是过去25年来,哈佛商学院和其他大学围绕谈判与决策开展了大量研究工作。同时,许多美国顶级大公司着力于营建自身的谈判能力,并开发应对谈判的新型战略。 Every manager is working in a complicated relationship and negotiation. They negotiate procurement contracts with suppliers every day, negotiate marketing arrangements with distributors, and negotiate payroll with prospective employees. Some negotiations are crucial, such as the acquisition of another company, or a joint venture with partners to launch new products, and so on. These negotiations have a huge impact on managers’ strategy and business performance. But most managers rarely spend time thinking about their negotiation skills and tactics. They think that everything is indecisive, treating each one as a separate event, as a game with its own independent goals, tactics, and success metrics. But for the past 25 years, Harvard Business School and other universities have done a great deal of research around negotiation and decision making. At the same time, many of the top U.S. big companies are focused on building their own bargaining power and developing new strategies to deal with the negotiations.