麻省理工學院「開放式課程網頁」 | 史隆管理學院 | 15.667 2001春季課程：談判與衝突管理

課

課程單元

閱讀資料

課程簡介及概論.
Introduction and Course Overview

時間允許的話，請盡可能的閱讀《談判要素》這本書─至少讀完第一、二、三、四章，也就是本書的概論部分。如果你已讀過本書的話，請再讀一遍，因為本書最近改版過了。如果你將這幾章都唸過的話，本課程才能引導你更深入了解談判學。別忘下週須繳交許多作業.

If you have time, read as much of Essentials of Negotiation as you can – at least read Chapters 1, 2, 3 and 4 which introduce the book. If you have read the book before, this edition has been revised, so – please read it again. 15.667 will make more sense if you have read these chapters – and there is a lot of writing due the following week.

了解個人談判風格
What Kind of Negotiator am I?

閱讀：《職場中解決衝突的選項與選擇》，由Rowe, Mary所著。《談判雙贏策略》，Lavinia Hall編，Sage 出版公司，1993年，105-119頁，最後的練習部分是你的第一個自我評量。《談判要素》的前四章請務必唸完。

Read: Rowe, Mary. Options and Choice for Conflict Resolution in the Workplace. In Negotiation: Strategies for Mutual Gain. Edited by Lavinia Hall. Sage Publications, Inc., 1993, pp. 105-119. The Exercise self-assessment is at the end. Be sure you have read the first four chapters of Essentials of Negotiation.

本週個案 : Stratego Aero I

Case this week: Stratego Aero I.

分配性及混合動機談判
Distributive and Mixed Motive Bargaining

閱讀：《談判要素》第7章－〈談判中的道德議題〉。今日課程重點在於道德議題，同時探討談判中的零和問題，亦即勝者全拿。請務必閱讀第三章，我們將討論分配型談判之本質。

Read: Chapter 7, Ethics in Negotiation, in Essentials of Negotiations. In today's class we are concerned with ethics, and with classic, zero-sum negotiating problems – the gain of one is the loss of the other. Chapter 3 – be sure you have read it – discussed the nature of distributive bargaining.

個案：請準備好在〈泰瑞及僑瑟芬〉個案中所扮演的角色，建議與扮演相同角色的同員一同練習。

Case: Prepare your role in the Terry and Josephine case. If you can, prepare together with anyone who is playing the same role as you.

文章摘自：Cutcher-Gershenfeld, Joel, Robert McKersie與Richard Walton合著，《基礎變革的談判策略》August 1996，討論由外在壓力或是內在培養組織的變革

Passages from: Cutcher-Gershenfeld, Joel, Robert McKersie, and Richard Walton, Strategies for Negotiating Fundamental Change, August 1996 regarding forcing and fostering organizational change.

整合性及混合動機談判
Integrative and Mixed Motive Bargaining

本週有許多閱讀、作業及個案準備，但無須繳交作業.

This week there is a lot of reading, writing and case preparation but nothing to hand in.

閱讀：本週進度已至《談判要素》第四章，請繼續閱讀第五章—溝通及第六章─影響力及槓桿運作；請閱讀Fisher與Ury《永不讓步的談判》在課堂筆記中第5~14頁及101~111頁；也請閱讀課堂筆記中一段關於如何逐步改善績效的簡短導引。本週的閱讀都在告訴我們如何在談判中探尋雙贏、混合式的解決方案及溝通的背景，如果你必須面臨開除員工的情況，這些閱讀也提供你該如何在談判中溝通，並提出一個混合動機的草案。 (解雇其實並不該是個「全贏或大敗」的結果)

Read: Essentials of Negotiations – you should have read through chapter 4 – read chapter 5 on communications, and chapter 6 on power and leverage; Fisher & Ury, Getting To Yes, pp. 5-14 and 101-111 in the Class Notes; and the short guidelines in the Class Notes on progressive discipline for unsatisfactory performance. These readings explore the possibilities of win-win and mixed motive solutions, give background on communications in negotiation and lay out a mixed motive protocol if you have to fire someone. (Letting someone go usually should not be "win-lose").

選讀—談判影響力：請閱讀Orson Scott Card所著之科幻小說《戰爭遊戲》，Tor出版，1977，本書曾獲Hugo 及 Nebula 獎。如果有空閱讀這本書的話，請在每週心得中以我們所學的談判理論來分析故事內容。包括書中主要人所使用的影響力來源為何? 在現實生活中，年輕人有那些影響力的來源?對於被資深人員所掌控的年輕人又有那些影響力的來源呢?這些影響力的來源你有辦法獲得嗎?它們對你有吸引力嗎?

<譯註>在網頁原文中的Enders Game, 經Amazon查詢後其書名應為Ender’s Game。Ender’s Game中譯為《戰爭遊戲》，或譯《致命兒戲》，在國家圖書館資料庫中是由詠星藝能出版：星定石文化發行，許文達譯，ISBN 986-7261-01-1

Optional Reading Assignment about Power: Read Orson Scott Card's, Enders Game, Tor, 1977, science fiction, Hugo & Nebula awards. If you are able to read Enders Game, please consider analyzing the story briefly in your journal in terms of negotiations theory. What sources of power are used by the major actors? In real life, what sources of power are available to someone who is young, and to someone who appears to be otherwise much under the control of senior people? Are these sources of power available to you? Attractive to you?

這些情況之下是否還有其他的策略可以選擇?如今在世界各地有三十多個武裝衝突正在發生，而戰爭遊戲中的策略對於這些武裝衝突是必然的嗎?以你的道德標準來看，使用武力是合乎道德的嗎?

Under the circumstances, was there any alternative strategy available? There are about three dozen very serious armed conflicts underway in the world today. Is the Enders Game strategy inevitable? Is the use of force ethical, according to the ethical standards you hold for yourself?

個案：請在課前準備好在〈律師、顧問、法官與倡導者〉及〈年度檢討〉兩個案中所扮演的角色，並請與扮演相同角色的學員一同準備

Cases: Prepare your role in Barrister, Counselor, Solicitor and Avocat, and your role in The Yearly Review. Please prepare together with anyone who is playing the same role as you.

競爭與合作談判風格及性別或文化在談判上的差異
Competitive and Cooperative Styles and Do Gender or Culture Make a Difference?

本週依舊有許多的閱讀教材，但都是跟有力的談判有關。建議依照順序閱讀，如果已經快要無法負荷的話，建議提前開始閱讀下週的跨文化閱讀教材

This week there is yet more reading but at least it is about effectiveness. You might want to read the assignments in order, and read the cross-cultural articles next week if you get bogged down.

閱讀 : Williams, Gerald著，《法律談判與協議》，West出版，1983，第1-69頁

Read: Williams, Gerald. Legal Negotiation and Settlement, West, 1983, pp. 1-69;

以及 Menkel-Meadow, Carrie著，〈談判與性別之教學：性、真相、錄影帶〉，《談判學期刊》，2000年10月.

and Menkel-Meadow, Carrie. Teaching about Gender and Negotiation: Sex, Truths, and Videotape, Negotiation Journal, October 2000.

若有機會與不同文化的人進行談判的話，則不妨閱讀兩篇《史隆管理評論》中的文章，討論〈如何跟「羅馬人」談判〉，文由Stephen E. Weiss 所著，發表在《史隆管理評論》，1994年，冬，第35卷第二號，第51-61頁;

If you will be negotiating with people outside your own culture, please also read the two Sloan Management Review articles on Negotiating with 'Romans' by Stephen E. Weiss, Winter 1994, Vol. 35, No. 2, pp. 51-61;

以及《談判要素》第八章—全球談判

and Essentials of Negotiations, chapter 8 on global negotiation.

如果你對性別議題感到興趣的話，不妨閱讀Deborah Kolb的新書—《影子談判：女性如何於決定談判成功之隱藏議程中勝出》，Simon & Schuster出版，2000.

If you are especially interested in gender questions, read Deborah Kolb's new book Shadow Negotiations: How Women Can Master the Hidden Agendas That Determine Bargaining Success, Simon & Schuster, 2000.

許多學生都對Gerald Williams所著的一本經典感到興趣，此書是有關於每一種談判策略的效果，Williams相信「談判者的成敗並非取決於其所採行的策略(像是合作性或是競爭性），而是他在所採行的策略中執行的程度。」─文章節錄自Williams, Gerald所著的《法律談判及協議》，West出版社，1983年出版.

Almost all students are interested in Gerald Williams' classic book on effectiveness in each strategy. Williams believes: "A negotiator's effectiveness is not determined by the pattern he or she follows, (i.e. cooperative vs. competitive) but rather by what he or she does with that pattern." – passage from Williams, Gerald. Legal Negotiation and Settlement, West, 1983.

個案 : 《稅務手冊》，Gerald Williams教授著，楊百翰大學. (二對二談判)

Case: Tax Books by Prof. Gerald Williams, Brigham Young University. (negotiated two on two)

結盟談判
Negotiating in Context

閱讀：請務必將《談判要素》過去兩週的閱讀進度跟上。也請閱讀課堂筆記中丹尼爾‧高曼的《情緒智商》第35~45頁及第148~163頁。本書提供許多案例證明成功的管理主要依靠許多社交及與人互動的技巧。請回想你現在的談判策略如何助你準備談判並將零和競賽轉變成雙贏策略。

Read: If you did not get to the other chapters of Essentials of Negotiations in the last two weeks, try to read them now please. Also read Goleman, Emotional Intelligence, pp. 35-45 and pp. 148-163, found in the Class Notes. This book reviews a lot of evidence that managerial success depends primarily on social skills. Please be thinking in all your current negotiations, about the importance of your having a strategy, on the importance of preparing for current negotiations and on converting win-lose to win-win.

個案：Telemachus科技公司及結盟遊戲: Susskind, Lawrence著。《三方結盟練習》可在哈佛大學法學院過期書庫中的談判學課程類取得

Cases: Telemachus Technology and Coalition Game: Susskind, Lawrence. Three-Party Coalition Exercise. Available from the Program on Negotiation at Harvard Law School Clearinghouse.

放假
Holiday Week

選讀 :先前建議過各位閱讀的《戰爭遊戲》，與／或另一本 Joan Slonczewski 的科幻小說《通往大海之門》，Avon出版社，1986年出版;本書深入地呈現與《戰爭遊戲》武裝衝突的權力來源中不同的觀點。如同《戰爭遊戲》，這本書可能會讓你對世界各地的衝突感到興趣。如果你唸了其中一本或是兩本都唸了，請依第四堂課所提出的問題寫出你對於《戰爭遊戲》的想法

Optional Reading: Enders Game, as suggested earlier and/or Joan Slonczewski's A Door Into Ocean, Avon, 1986, science fiction, which presents a profoundly different view – from Enders Game – of sources of power in dealing with armed conflict. As with Enders Game, this book may interest you especially in the light of hostilities in many parts of the world. If you do read either or both books, please consider writing in your journal your responses to the questions I asked for Session 4, with respect to Enders Game.

衝突的源起─避免爭端─由爭辨的雙方來作衝突管理
Origins of Conflict – Dispute Prevention – Delegating Conflict Management to the Disputant

閱讀 : Felstiner, William L. F., Richard L. Abel, 及 Austin Sarat著。〈爭端的浮現及變化：命名、歸咎、主張……〉，《法律與社會評論》第15卷，3-4號，1980-81年，第631-654頁;

Read: Felstiner, William L. F., Richard L. Abel, and Austin Sarat. The Emergence and Transformation of Disputes: Naming, Blaming, Claiming.... Law and Society Review 15, no. 3-4, 1980-81, pp. 631-654;

以及 Rowe, Mary著，〈幫助人們幫助自己：抱怨處理者的新選擇〉《談判學期刊》6，no. 3，1990年7月，第239-248頁

and Rowe, Mary. Helping People Help Themselves: An Option for Complaint Handlers. Negotiation Journal 6, no. 3, July 1990, pp. 239-248.

本週的閱讀在探討衝突如何發生及擴大的，也講探討如何將衝突控制在最低的程度。Rowe 的論文對於第二篇認知傷害經驗(PIE)的小論文是非常重要的。往常過半的學員都不喜歡Felstiner、Abel 及Sarat合著的這篇文章。如果你也是那過半成員的話，可以跳過。但這是一篇經典，如果你對處理家庭或職場上的衝突有興趣，或是涉身於嚴重衝突中的話，本文對你必有所助益。

These readings discuss how conflicts begin and develop and how they can be handled at the lowest possible level. The Rowe paper is essential for the second Perceived Injurious Experience (PIE) Little Paper. NB: usually half the class hates the Felstiner, Abel & Sarat article. If you are in that half, please skim it anyway? It is a well-known classic and the article may grow on you if you become interested in dispute prevention at home or at work or if you find yourself dealing with difficult conflicts.

至於各位在未來都會成為管理者，且都會面臨下屬不同的抱怨及申訴。因此建議各位流覽「麻省理工侵擾處理手冊」，本手冊就職場上的各種申訴情境提供了系統化的處理方式。特別建議閱讀第三章─〈快速索引〉

If as a manager you will be handling personnel complaints of any kind, skim the MIT Guide to Dealing with Harassment which describes a systems approach to complaint-handling with respect to one broad class of workplace issues. See especially the "Quick Guide," chapter 3.

員工的爭端化解與抱怨申訴處理制度
Your Employer's Dispute Resolution and Complaint Handling System

閱讀：節錄自Cavanagh, Thomas D所著《商業糾紛的化解：系統設計及個案管理的最佳實務練習》South-Western College Pub出版，1999年出版

Read: The excerpt from Cavanagh, Thomas D. Business Dispute Resolution: Best Practices in System Design and Case Management. South-Western College Pub, 1999;

及Rowe, Mary與Corinne Bendersky合著〈職場正義、零容忍與零障礙：鼓勵人們在衝突管理系統中勇往直前〉，刊於《從職場到社會之談判與變化》Thomas Kochan and Richard Locke合編，康乃爾大學出版社，2002年出版.

and Rowe, Mary, and Corinne Bendersky. Workplace Justice, Zero Tolerance and Zero Barriers: Getting People to Come Forward in Conflict Management Systems, in Negotiations and Change, from the Workplace to Society, edited by Thomas Kochan and Richard Locke, Cornell University Press, 2002.

仍未閱讀「麻省理工侵擾處理手冊」者, 請至少瀏覽第三章以參與今日的課程。當今企業界的最佳實務使企業主了解在處理衝突時不應只是提供解決辦法，而是應該建立整合性的衝突化解制度。(你服務過的單位有這樣的制度嗎?)如果你之後工作的單位對犯法者採取零容忍政策，Rowe的文章將告訴你除非這樣的政策與整合性的系統結合，否則將會問題重重。

If you did not have a chance to read the MIT Guide to Dealing with Harassment, consider skimming at least chapter 3 for today. Contemporary best practice suggests that employers should not only offer conflict resolution options, but build integrated dispute resolution systems. (Was there an integrated system at the place you worked before?) If you will be working in an arena where there are "zero tolerance" policies for illegal behavior, the Rowe article discusses one reason why zero tolerance policies are problematic unless embedded in an integrated system.

放假
Holiday Week

選讀作業：請租電影《馬丹‧蓋赫返鄉記》來觀賞。看完後，你認為在片中誰可以相信?你能分辨誰在說謊嗎?如果可以的話，身為管理者的你要如何處理?如果不行的話，你該如何處置這樣的情況?

<譯註> The Return of Martin Guerre 中譯《馬丹蓋赫返鄉記》或是《軍士返鄉記》，是由史學家史家戴維斯(Natalie Zemon Davis)所著，由哈佛大學大學於1984年出版, ISBN: 0674766911

Optional Assignment: Rent the video The Return of Martin Guerre. The question is, whom can you believe? Is it possible to tell if someone is lying? If so – how will you do it as a manager? If not – how will you manage?

妥協與調停
Conciliation and Mediation

閱讀：Moore所著的《調解工作如何運作》(第二章)，第41-77頁，《設計一個調解計劃》(第六章)及《建立信任和合作》(第七章)，第141-192頁。未購買本書者可在圖書館取得。本週的閱讀呈現了策略、戰術、非裁定程序與第三方介入的具體要項。在下次的練習中各位將扮演第三者的調解角色。各位在未來可能都會有部屬，也可能要管理人，很可能要幫你的上司或下屬作正式或非正式的調解。你也很有可能要代表上司進行調解, 特別是現在很多公司在處理職場或合約上的糾紛或多或少採行由內部或外部的機制來進行調解。所以，盡可能的多讀這本書。

Read: Moore, How Mediation Works (Chapter 2), pp. 41-77, and Designing a Plan for Mediation (Chapter 6) and Building Trust and Cooperation (Chapter 7), pp. 141-192. If you did not buy this text, you may find copies on Reserve. These readings lay out elements of strategy, tactics, and process for non-adjudicatory, third party intervention. In your next job you will almost certainly have to function as a third party intermediary. You may also be helping colleagues and bosses, and you may be supervising subordinates, as they mediate informally or formally. You are also very likely to be engaged in mediation on behalf of your employer, since so many companies are now switching over to using internal and external mediation in at least some employment and contract disputes. So – read as much of this book as you can.

如果你對本書不感興趣的話，你會覺得這本書很內容枯燥乏味。如果是這樣的話，應該盡可能地瀏覽這本書並且至少記得本書。明年當你需要本書的協助的時後，你會發現所有的內容都在其中了。

If you are not interested, you may find the book dry and too thorough. In this case, skim whatever you can stand of it and remember this book next year as soon as you need to know the material, because you will find everything here.

如果閱讀量已經使你招架不住的話，那請研讀Moore圖即可，並把它應用在Stratego I and II 的個案中以利調解的練習。Moore圖就是Moore, Christopher W 所著的調解的程序中一書的表2.1. 調解的程序，2版，Jossey-Bass出版社，1996出版

If you are too totally swamped to read anything, then study the Moore chart and then apply it to Stratego I and II to prepare for the mediation. The Moore chart is Figure 2.1 from: Moore, Christopher W, The Mediation Process: Practical Strategies for Resolving Conflict, 2nd ed., Jossey-Bass, 1996.

個案：準備 Stratego Aero II。為準備此個案，你應該把Stratego I 及II 的特別說明重看一次。請與扮演相同角色的同學一同準備，並請充分準備，否則會影響到其他同學的表現。不滿的同學時常寫信反映給我要求同學們必須認真準備，所以請各位特別注意。

Case: Prepare Stratego Aero II. To do so, you should have re-read Stratego Aero I as well as your Stratego II Secret Instructions. Prepare together with someone who is playing the same role as you and please prepare carefully. Otherwise you will mess up your colleagues' role-playing, and they will write me fierce notes about requiring people to prepare better.

調查、仲裁及非常難纏的人
(兩堂課, 6小時)
Investigation, Arbitration and Exceptionally Difficult People
(Double Class, 6 hours)

閱讀：《談判要素》第九章及Halliburton《爭端化解方案》兩篇閱讀清楚的闡明如何處理複雜的情境及第三者的介入。Halliburton方案是一個囊括了外部仲裁整合性系統的基本案例。,但從我看來仍是有一個顯著的缺點，就是這是一種「被動」的仲裁(你願意主動簽名喪失控告雇主的權利以作為被雇用的條件之一嗎?)

Read: Lewicki, chapter 9, and the Halliburton Dispute Resolution Program. These readings illuminate dealing with difficult situations, and third party intervention. The Halliburton program is a benchmark example of an integrated system with the option of outside arbitration. It is now seen as best practice – with one big shortcoming in my view – namely, "imposed" arbitration. (Are you willing to sign away your ability to sue your employer as a condition of employment?)

閱讀：Fein, Robert A., Bryan Vossekuil與 Gwen A. Holden合著〈威脅評估: 避免目標暴力的方法〉《美國司法研究所：進行中的研究》1995年9月，第1-7 (採行系統性的方式分析目標暴力)，這些閱讀是今晚課程的準備資料。本文亦可在美國聯邦密勤局網站取得。

Read: Fein, Robert A., Bryan Vossekuil, and Gwen A. Holden, Threat Assessment: An Approach to Prevent Targeted Violence, National Institute of Justice: Research in Action, September 1995, pp. 1-7 (taking a systems approach to targeted violence) as preparation for the evening presentation. This article is also available at the U.S. Secret Service web site.

個案: 註冊會計師公司(竊盜)；討論大綱將於上課時發下(吸毒、密告及被控告的員工)

Cases: Certified Public Accountants, Inc. (theft); Discussion of cases distributed in class (drugs, whistleblowers, and a convicted employee).

談判研討─更多與難纏的人談判的技巧
More Negotiating with Difficult People

閱讀：請閱讀Ury的《讓難纏的人也說好》，我建議各位將這本簡短易讀的書讀完，而且這本書應該是這類談判書中最經典的幾本之一。也請閱讀Levinson, Harry的〈傷害他人的人格特質〉刊於《哈佛商業評論》波士頓，麻州，1978年出版。這幾本書提供各位與難相處的人共處的方法與模式。

Read: The third text for the course: Ury, Getting Past No: Negotiating with Difficult People. My recommendation is that you read the whole book – it is short and easy to read, and arguably one of the two or three best books of its type in negotiations. Read also Levinson, Harry. The Abrasive Personality, Boston, MA: Harvard Business Review, 1978. These readings suggest ideas and modes that you may find helpful if you know anyone who is a difficult person.

如果能讓衝突的兩造雙方(像是你的兩位同事)都閱讀Ury的這本書的話，對於解決衝突會有相當的幫助。同樣地，如果你認識這種容易刺激或傷害到別人的人，Levinson的文章會很有幫助，而且通常對當事人不會很冒犯。(容易傷害或刺激到別人的人通常不會覺得自己是這樣的，因此對於閱讀這樣的文章也會很感到興趣；如果不知道什麼樣的人容易傷害到別人的話，可以看看別人是怎麼看待且詳加敘述這些容易傷害到別人的人的主要要素)

The Ury book can be remarkably helpful if you can get both parties to a dispute – two of your colleagues, for example – to read it. By the same token, if you know an abrasive person, the Levinson article may be useful – and usually not offensive – to such a person. (Abrasive personalities usually do not see themselves as abrasive and are therefore sometimes very interested, if puzzled, to see the main elements of what other people see as abrasiveness spelled out.)

選讀─時間允許的話：建議閱讀：Ekman, Paul, and Maureen O'Sullivan合著的〈誰能逮到說謊的人〉刊於《美國心理學家期刊》第46卷，第9號，1991年9月，第913-920頁─這本書在Clarence Thomas聽證會時備受矚目。Jordan W所著的〈兒童病因學〉則清楚的說明了「見山不是山」的道理，這本書也建議各位有空時可以看。

Optional – if you have time: Ekman, Paul, and Maureen O'Sullivan. Who Can Catch a Liar? American Psychologist 46, no. 9, September 1991, pp. 913-920 – this article got a lot of attention during the Clarence Thomas Hearings; and Smoller, Jordan W. The Etiology of Childhood. This last article illuminates the point that "things are not necessarily what they seem."