耶鲁大学

谈判概论：如何成为一名既有原则，又有说服力的谈判者

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This course will help you be a better negotiator. Unlike many negotiation courses, we develop a framework for analyzing and shaping negotiations. This framework will allow you to make principled arguments that persuade others. It will allow you to see beneath the surface of apparent conflicts to uncover the underlying interests. You will leave the course better able to predict, interpret, and shape the behavior of those you face in competitive situations. In this course, you will have several opportunities to negotiate with other students using case studies based on common situations in business and in life. You can get feedback on your performance and compare what you did to how others approached the same scenario. The cases also provide a setting to discuss a wide-ranging set of topics including preparing for a negotiation, making ultimatums, avoiding regret, expanding the pie, and dealing with someone who has a very different perspective on the world. Advanced topics include negotiating when you have no power, negotiating over email, and the role of gender differences in negotiation. To close out the course, we will hear insights from three negotiation experts: Linda Babcock, Herb Cohen, and John McCall MacBain. Enjoy.

从本节课中

John McCall MacBain: The Consummate Dealmaker

In 1987, John purchased a classified advertising magazine in Montreal called Auto Hebdo, the first of what would become a worldwide portfolio of Auto Trader, Buy and Sell and other classified ad papers. Over the next twenty years, he purchased some 500 papers and websites literally all around the world -- China, Russia, Poland, Australia, Columbia, Sweden, Hungary, Italy, Canada, Argentina, Brazil. He sold the business, bought it back, took it public, and then ultimately maximized shareholder value by selling off the whole business in five pieces. He is now a philanthropist focused on education. I've known John for 35 years, ever since we were classmates at Oxford. And I had a front row seat to his dealmaking as I served on the board of his company, Trader Classified Media. His papers were all about buying and selling, but when it comes to buying and selling, there's no one better. He exemplifies principled negotiation. You are in for a special treat.

Listening6:16

Taking Items Off the Table5:20

Have the Champagne Ready2:50

Negotiating in Good Faith2:59

Put Your Foot Down4:39

Speed7:21

Thanks1:20

与讲师见面

Barry Nalebuff
Milton Steinbach Professor
Yale School of Management

You talk about giving up on the small points and then being magnanimous.

Can you elaborate on that a little bit for us?

>> Sure Barry, there's a tendency in our sort of analytical,

legalistic society, to make small points really important.

To me I've always said let's get the big points right.

And the big points may be details cuz they're really important to us

in that big point, but the other points we can give up.

And the classic example, which I was shocked at,

it's about three in the morning, we're sitting in Winnipeg, Canada.

We've negotiated the deal in the basement with the, and over dinner,

about several weeks ago with the owner from Winnipeg.

And this 18-month old child was throwing food during the dinner.

On one page, I wrote the deal.

And we had the lawyers there, all good faith, he's a very good man,

we've know him for a long time.

And it's 3 in the morning, there were all the closing papers, and

he comes fuming at me and says, I'm leaving this is terrible this deal.

I said, what's happening?

He said, you wouldn't believe your lawyers are asking for ridiculous things.

So I said, well hold it Ted, just wait and I went and talked to the lawyer.

I said, what is this thing and he said,

you know he's supposed to give a copy of every single lease and he hasn't got

a copy of the Xerox photocopier down the hall and we have to have a copy of that.

I said, I'm gonna let it go.

That's not important to me and Ted that's not important to you.

We got bigger things to do.

In some ways I was making my lawyers seem less important but

also it was a non-important issue.

So by doing that, not only did I give up on the small point A.

B I showed it was fair and C I was very, saying this is terrible,

I'm sorry about that.

And I think that when you do this,

you're seen more as working with your counterpart as the fair arbiter.

You're the judge.

You're not the advocate.

The advocate becomes your lawyer, some members of your team.

He becomes a judge like you, so basically when his team comes to him and

says we don't like this point, he wants to seen like John as arbiter.

No, let's air to some fairness, and that, and get's people to move to fairness.

So him and I are working the principles as we talked about earlier, and

the fairness aspect, and we're bring those together.

And the rest of people's noise underneath that.

And that's why I say my key intervention, the key intervention deal maker

in these times is the first meeting, setting the tone and listening and

understanding where the person's coming from.

It's the second big meeting where you're setting the structure of

the principals of the deal.

And then it's the second last/last meeting closing where you are turning the pages,

getting things done, and

being able to make decisions that get rid of the small points to close the deal.

And I always make sure that at that same last meeting,

I've got the Champagne very evident, on ice, cold.

>> All ready to go.

>> And glasses sometimes at the end of the table.

So he knows that there's this time element, he must close.