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  3. Build Your Team in Negotiation You are leading a negotiating team for your company, facing off with a major client to work o

Build Your Team in Negotiation You are leading a negotiating team for your company, facing off with a major client to work o

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问题                 Build Your Team in Negotiation
    You are leading a negotiating team for your company, facing off with a major client to work out a price increase. You think you’re on solid footing you’ve done your homework, and you know the terms you’re looking for. But after some opening niceties, one of your team members blurts out:  "Just tell us what do we need to do to get more of your business?" And at that moment, you know you’ve lost the upper hand.
    Gaffes like this are more common than most businesspeople would care to admit. Team members, often unwittingly, routinely undermine one another and thus their team’s across-the-table strategies. We studied 45 negotiating teams from a wide array or organisations, including ones in the finance, health care, publishing, manufacturing, telecom, and nonprofit sectors. And they told us their biggest challenges came from their own side of the table.
    Drawing on the lessons learned from the experiences of these teams, we offer advice on how to manage the two major obstacles to a negotiating team’s success: aligning the conflicting interests held by members of your own team and implementing a disciplined strategy at the bargaining table.
    Align Your Own Team’s Interests
    It’s not surprising that negotiating teams wrestle with internal conflicts. After all, companies send teams to the negotiating table only when issues are political or complex and require input from various technical experts, functional groups, or geographic regions. Even though team members are all technically on the same side, they often have different priorities and imagine different ideal outcomes: Business development just wants to close the deal. Finance is most concerned about costs. The legal department focuses on patents and intellectual property. Teams that ignore or fail to resolve their differences over negotiation targets, tradeoffs, concessions, and tactics will not come to the table with a coherent negotiation strategy. They risk ending up with an agreement that’s good for one part of the company but bad for another. On the basis of our research, we recommend four techniques for managing conflicts of interest within the team, internal tradeoffs they must make before they can coalesce around the highestmargin proposal.
    Work with constituents
    Underlying many conflicts of interest is the simple fact that members represent different constituencies within the organisation. People don’t want to let their departments down, so they dig in on an issue important to their constituents that might not be in the best interest of the whole company. If constituents are presented with all the facts, however, they might be willing to concede more ground because they’ll also see the bigger picture.
    To help get everyone on board with a single negotiation strategy, some leaders deliberately assemble teams that contain only individuals good at forming relationships across constituencies. Managers who don’t have the luxury ot choosing their team members, though, might have to go an extra mile to engage those constituencies themselves. One way is to invite important opinion leaders or decision makers to attend team planning sessions. Alternatively, team managers might have to embark on multiple rounds of bargaining with constituent departments. One manager described many times he went back and forth between the customer service department, the programme managers, and the engineers. He’d say:  "OK, we need you to move a little bit more and get your number down a little bit more. We are close—just come this little extra bit."
What does the author say about the internal conflicts of the negotiating teams?
选项 A、It’s unusual for the negotiating teams to have internal conflicts.
B、The internal conflicts of the negotiating teams cannot be solved.
C、Measures should be taken to resolve the differences among the team members.
D、There is no need to tackle the differences among the team members.
答案C
解析 文中第四段提到“Teams that ignore or fail to resolve their differences over negotiation targets, trade-offs, concessions, and tactics will not come to the table with a coherent negotiation strategy. They risk ending up with an agreement that’s good for one part of the company but bad for another…”即：那些没有解决目标分歧，利益权衡，让步和技巧的团队，在谈判的时候就没有一个完整的谈判策略，其结果就是谈判结果可能对公司的一部分部门有利，但对另一部分则不利。因此，C项最符合题意，为正确答案。
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