首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
Read the following extract from an article about the advantages of making the first offer/demand in negotiation. For each questi
Read the following extract from an article about the advantages of making the first offer/demand in negotiation. For each questi
admin
2013-08-22
29
问题
Read the following extract from an article about the advantages of making the first offer/demand in negotiation.
For each question 15—20, mark one letter(A, B, C, or D)on your Answer Sheet for the answer you choose.
Making the first offer/demand can give a psychological advantage. During a negotiation, issues, positions, and even interests shift and realign in accordance with a managed disclosure of information. Understanding the power of perception is paramount. If one person acquires the power to manipulate the perception of others, that person enjoys a subtle but powerful advantage. Making the first significant move can be a powerful statement and can affect others’ perceptions of the one making the offer and of the situation in general. In military terms, the opening gambit is "taking the initiative". Once one party takes the initiative, the other side frequently finds it difficult to regain its own momentum.
Making a competent first offer/demand can take control of the entire negotiation. A competent opening gambit goes hand in hand with the idea of creating a psychological advantage. The concept is analogous to the theory of "primacy" in a courtroom trial. That is, once a participant gets the initiative and competently runs with it, the other side usually remains in a reactive mode. There are techniques that good strategists can sometimes use to regain the initiative, but such procedures tend to be "dicey". Unless recovery strategies are executed deftly by an experienced negotiator, the party trying to regain the initiative runs the risk of turning a negotiation into a confrontational/adversarial event. Such an outcome gives rise to a host of difficulties.
Making a well-thought-out first offer/demand shows confidence in your position. It has been said that the law is what is forcefully stated and plausibly maintained. Likewise, in negotiation, if one party makes a strong plausible opening, that opening can often convince the other party that this offer merits careful consideration — that it is credible. If presented in the right way, a well-thought-out first offer can send a message that the party making the offer is strong and confident. Such an offer can cause the other party to rethink his or her position.
It is important to note, however, that this confidence factor edge is limited to a good faith offer made with the intent of actually making a deal. If the offer or demand is merely a fishing expedition, that is tantamount to positioning by making a very low or very high opening. Then the tone and words used to couch the offer should be chosen so that they effectively transmit the intent behind the offer. Giving unsupportable figures wrapped in a mantle of credibility is very confusing and could sabotage the whole negotiation process.
Making an effective first offer/demand shows preparation. A well prepared, strong, confident opening offer/demand sends a message that "This person did his/her homework". Unfortunately, too many times the parties do not adequately prepare for a negotiation. When one party prepares well and the other does not, the result can be intimidating to the less prepared person. Without even intending to, the better prepared party takes the initiative and does not lose it. The prepared negotiator is usually the one who claims the larger surplus in a given negotiation.
However, in some circumstances a better prepared person might choose to wait and let the other party make the first offer. Such a strategy still can be consistent with the overall theme presented here, namely, that the first move—the opening gambit—should be a thoughtful, considered move. It should not be a default.
If one party makes a strong plausible opening in the right way, that opening can often
选项
A、cause the other party to rethink his or her position.
B、lead to an adversarial event.
C、sabotage the whole negotiation process.
D、cause the other party to lose confidence.
答案
A
解析
转载请注明原文地址:https://jikaoti.com/ti/nWFsFFFM
本试题收录于:
BEC高级阅读题库BEC商务英语分类
0
BEC高级阅读
BEC商务英语
相关试题推荐
WhattypeofbusinessisHarmonyforLess?
Whattypeofbusinessdoesthespeakerworkfor?
Whattypeofbusinessisbeingdescribed?
Canyougiveanexampleofhowyouworkedeffectivelywithpeopletoaccomplishanimportantresult?
谈论有关企业管理、股市及相关话题Doyouthinkthatcompanystaffshouldwearuniforms?
Question询问
Requesting电话询问
Makingtravelarrangements旅行安排
Whatqualitiesdoesagoodemployeeneedtohave?(Whatshouldagoodemployeebelike?)
DoyouthinkthattheInternetisaneffectivechannelformarketingacompany’sproducts?
随机试题
标志着农村包围城市,武装夺取政权道路的理论基本形成的著作是()。
A、单疱病毒性角膜炎B、铜绿假单胞菌性角膜炎C、真菌性角膜溃疡D、匐行性角膜溃疡E、蚕食性角膜溃疡下列角膜病变形态、最可能的诊断是角膜呈树枝状或地图状溃疡
投标文件对招标文件的响应有细微偏差,包括()。
项目后评价一般按三个层次组织实施,即()。
[背景资料]某水库枢纽工程由大坝及泄水闸等组成。大坝为壤土均质坝,最大坝高15.5m,坝长1135m。该工程采用明渠导流,立堵法截流进行施工。该大坝施工承包商首先根据设计要求就近选择一料场,该料场土料黏粒含量较高,含水量适中。在施工过程中,料场土料含水
组织机构的设置应考虑企业的经营特点和目标。以下说法中,不符合企业经营目标要求的是()。
德育是以理服人,重在说服、训示和灌输,这是一种单向性教育;美育则是以情动人,重在引导、启发和劝诱。它要调动学生自身的感受、体验和领悟,依靠学生精神的自我建构,来达到个性的发展和人格的完善。可见( )。
单指令流多数据流计算机由______。
A、Hechangedhisjob.B、Hechangedhisapartment.C、Hehadagoodlandlady.D、Heisawayonbusiness.A对话中,男士说他曾经也像女士一样开几个小时车去工作
TheNewOldAgeA)TheJapaneseseniorcitizenswhofoundedJeebaknewtheyweremakinghistorywhentheycoinedtheircompanymo
最新回复
(
0
)