國際商務談判-詞匯整理

2023年12月24日發(作者：壓歲錢的傳說故事)

Chapter 1

Bargaining討價還價: competitive， win—lo situations；

Negotiation談判: win-win situations；

Intangibles無形因素： intangible factors are the underlying psychological motivations that may

directly or indirectly influence the parties during a negotiation；

Interdependent相互依賴： when the parties depend on each other to achieve their own preferred

outcome they are interdependent；

Independent parties獨立各方: Independent parties are able to meet their own needs without the

help of others; they can be relatively detached, indifferent and uninvolved with others；

Dependent parties完全依賴各方 ： Dependent parties must rely on others for what they need

since they need the help， benevolence， or cooperation of the other, the dependent party must

accept and accommodate to that provider’s whims and idiosyncrasies;

Competitive situation競爭性情形: when the goals of two or more people are interconnected so

that only one can achieve the goal, this is competitive situation, also known as a zero-sum or

distributive situation,in which “individuals are so linked together that there is a negative

correlation between their goal attainments”;

Mutual-gains situation相互獲益情形： When parties’ goals are linked so that one person’s goal

achievement helps others to achieve their goals, it is a mutual-gains situation, also known as a

non-sum or integrative situation;

BATNA(達成談判協議的最佳選擇） an acronym for best alternative to a negotiated agreement;

The dilemma of honesty誠實困境： it concerns how much of the truth to tell the other party；

The dilemma of trust信任困境: it concerns how much should negotiators believe what the other

party tells them；

Distributive bargaining分配式談判： accepts the fact that there can only be one winner given

the situation and pursues a cour of action to be that winner;

Integrative bargaining共贏爭價： attempts to find solutions so both parties can do well and

achieve their goals；

Claim value主張價值： to do whatever is necessary to claim the reward, gain the lion’s share，

or gain the largest piece possible；

Create value創造價值： to find a way for all parties to meet their objectives， either by

identifying more resources or finding unique ways to share and coordinate the u of existing

resources;

Conflict沖突: a potential conquence of interdependent relationships is conflict。 Conflict may

be defined as a “sharp disagreement or opposition， as of interests， ideas, etc。” and includes “the

perceived divergence of interest， or a belief that the parties’ current aspirations cannot be

achieved simultaneously”.

Contending爭奪戰略： actors pursuing the contending strategy pursue their own outcomes

strongly and show little concern for whether the other party obtains his or her desired outcomes;

Yielding屈服戰略: actors pursuing the yielding strategy show little interest or concern in whether

they attain their own outcomes, but they are quite interested in whether the other party attains his

or her outcomes；

Inaction不作為戰略: actors pursuing the inaction strategy show little interest in whether they

attain their own out—comes， as well as little concern about the other party obtains his or her

outcomes；

Problem solving解決問題戰略: actors pursuing the problem solving strategy show high concern

for attaining their own outcomes and high concern for whether the other

Chapter 2

target point（目標點)： the point at which negotiator would like to conclude negotiations

resistance point（拒絕點)： a negotiator's bottom line, the most the buyer will pay or the

smallest amount the ller will ttle for

asking price(要價，索價)：the initial price t by the ller

initial offer(最初報價):the first number the buyer will quote to the ller

bargaining range/ttlement range/zone of potential agreement(談判空間）:the

spread

between the resistance points

a negative bargaining range（消極的談判空間)：the ller’s resistance point is above the

buyer's， and the buyer won’t pay more than the ller will minimally accept

a positive bargaining range(積極的談判空間):the buyer's resistance is above the the

ller’s， and the buyer minimally willing to pay more than the ller is minimally willing to

ll for

bargaining mix（談判組合）:the package of issues for negotiation

indirect asssment(間接估計）:determining what information an individual likely ud to

t target and resistance point and how he or she interpreted this information

lective prentation(選擇性表述)：negotiators reveal only the facts necessary to

support their ca

commitment(承諾）：the taking of a bargaining position with some explicit of implicit

pledge

regarding the future cour of action

Chapter 3

Pareto efficient frontier（帕累托有效邊界):the claiming value line is pushed towards the

upper right-hand side to the fullest extent possible by creating value， and the line is

called

the Pareto efficient frontier

common goal(共同目標):the goal that all parties share equally， each one benefiting in a

way that would not be possible if they did not work together

shared goal（共享目標)：the goal that both parties work toward but that benefits each

party

differently

joint goal(聯合目標)：the goal that involves individuals with different personal goals

agreeing to combine them in a collective effort

Chapter 4

Strategy(策略):the pattern of plan that integrates an organization's major targets， policies， and

action quences into a cohesive whole.

Preparation（準備工作）: deciding what is important, defining goals， thinking ahead how to

work together with the other party。

Relationship building（建立關系）： getting to know the other party, understanding how you and

the other are similar and different, and building commitment toward achieving a mutually

beneficial t of outcomes。

Information suing(使用信息）: learning what you need to know about the issues， about the

other party and their needs, about the feasibility of possible ttlements, and about what might

happen if you fail to reach agreement with the other side.

Bidding(競標）: the process of making moves from one’s initial， ideal position to the actual

outcome.

Closing the deal（結束談判）: the objective of this stage is to build commitment to the agreement

achieved in the previous pha. Both the negotiator and the other party have to assure themlves

that they reached a deal they can be happy with， or at least accept.

Implementing the agreement(履行協議): determining who needs to do what once the agreement

is reached。

Negotiator’s dilemma(談判者的困境): the choice of whether to pursue a claiming value strategy

is described as the “negotiator's dilemma”。

Positions(）: an opening bid or a target point

Substantive interests(實質性的利益）： directly related to the focal issues under negotiation

Process—bad interests（基于談判過程的利益): related to how the negotiators behave as they

negotiate

Relationship—bad interests（基于雙方關系的利益）： tied to the current or desired future

relationship between the parties。

Resistance point(拒絕點)： a resistance point is the place where you decide that you should

absolutely stop the negotiation rather than continue becau any ttlement beyond this point is

not minimally acceptable.

Alternatives(可替代的選擇): other agreements negotiators could achieve and still meet their

needs.

Target point(目標點)： one realistically expects to achieve a ttlement and the asking price,

reprenting the best deal one can hope to achieve.

Chapter 5

Perception（感知）： The process by which individuals connect to their environment; the process

of screening， lecting, and interpreting stimuli so that they have meaning to the individual.

Stereotypes(心理定勢）: is a very common distortion of the perceptual process. It occurs when

one individual assigns attributes to another solely on the basis of the other’s membership in a

particular social or demographic category.

Halo effects（暈輪效應）: rather than using a person’s group membership as a basis for

classification， however， halo effects occur when people generalize about a variety of attributes

bad on the knowledge of one attribute of an individual.

Selective perception(選擇性感知): When the perceiver singles out certain information that

supports a prior belief and filters out information that does not confirm that belief。

Projection(投射效應): When people assign to others the characteristics or feelings that they

posss themlves.

A frame（框架)： The subjective mechanism through which people evaluate and make n out

of situations， leading them to pursue or avoid subquent actions。

Framing（制定框架）: About focusing， shaping， and orgnizing the world around us —-

making n of a complex reality and defining it in terms that are meaningful to us。

Substantive frame(實質型框架）: What the conflict is about.

Outcome frame(結果型框架)： A party's predisposition to achieving a specific result or outcome

from the negotiation。

Aspiration frame(抱負型框架)： A predisposition toward satisfying a broader t of interests or

needs in negotiation。

Process frame(過程型框架）： How the parties will go about resolving their disputes.

Identity frame（識別型框架）： How the parties define “who they are”。

Characterization frame(描述型框架）： how the parties define the other parties.

Loss-gain frame(輸—贏型框架）： how the parties define the risk or reward associated with

particular outcomes。

Escalation of commitment（承諾的擴大）： The tendency for an individual to make decisions

that stick with a failing cour of action。

Mythical fixed-pie beliefs（固定蛋糕觀念): tho who believe in the mythical fixed-pie assume

there is no possibility for integrative ttlements and mutually beneficial trade—offs， and they

suppress efforts to arch for them。

Anchoring and adjustment(基準調節): cognitive bias in anchoring and adjustment are related

to the effect of the standard （or anchor） against which subquent adjustments are made during

negotiation。

Issue framing and risk（談判框架的制定方式與風險）： the way a negotiation is framed can

make negotiators more or less risk aver or risk eking.

Availability of information(信用的可用性）： in negotiation, the availability bias operates when

information that is prented in vivid, colorful， or attention-getting ways becomes easy to recall，

and thus also becomes central and critical in evaluating events and options。

The winner’s cur（贏家的詛咒): the tendency of negotiators， particularly in an auction

tting， to ttle quickly on an item and then subquently feel discomfort about a negotiation

win that comes too easily。

Overconfidence（自負）: the tendency of negotiators to believe that their ability to be correct or

accurate is greater than is actually true。

The law of small numbers(小數法則）： in decision theory, the law of small numbers refers to

the tendency of people to draw conclusions from sample sizes。 In negotiation， the law of small

numbers applies to the way negotiator learn and extrapolate from their own experience.

Self-rving bias（感知錯誤）： The tendency to overestimate the causal role of personal or

internal factors and underestimate the causal role of situational or external factors, when

explaining another person’s behavior.

Endowment effect(捐贈效應)： The tendency to overvalue something you own or believe you

posss。

Reactive devaluation(缺乏考慮)： The process of devaluing the other party’s concessions

simply becau the other party made them。

Chapter 6

Encoding(編碼)：is the process by which messages are put into symbolic form.

Channels(渠道)：are the conduits by which messages are carried from one party to another。

Decoding(解碼）：is the process of translating messages from their symbolic form into a form

that makes n。

Meanings(含義）：are the facts, ideas， feelings， reactions， or thoughts that exist within

individuals and act as a t of filters for interpreting the decoded messages.

Feedback(反饋）：is the process by which the receiver reacts to the nder’s message。

Temporal synchrony bias（時間同步偏差)： is the tendency for negotiators to behave as if

they are in synchronous situation when they are not。

Burned bridge bias(燒毀的橋梁偏差)：is the tendency for individuals to employ risky

behavior during e—mail negotiations that they could not u during a face—to—face encounter。

Squeaky wheel bias(吱吱響的車輪偏差)：is the tendency for e—mail negotiators to u a

negative emotional style to achieve their goals.

Sinister attribution bias(險惡的歸因偏差）

occurs when one mistakenly assumes that

another’s behavior is caud by personality flaws， while overlooking the role of situational

factors.

Chapter 7

Power（權力）:in negotiation， power means the capabilities negotiators can asmble to give

themlves an advantage or increa the probability of achieving their objectives。

Power in action(行動中的權力）：is the actual messages and tactics an individual undertakes

in order to change the attitudes and/or behaviors of others。

Expert power(專家權力)：derived from having unique, in—depth information about a

subject.

Reward power（獎賞權力)：derived by being able to reward others for doing what needs to be

done.

Coercive power(強制權力）：derived by being able to punish others for not doing what needs

to be done.

Legitimate power(法律權力)：derived from holding an office or formal title in some

organization and using the powers that are associated with that office（e。g。 a vice president or

director)

Referent power（參照權力)：derived from the respect or admiration one command becau of

attributes like personality， integrity, interpersonal style， and the like。

Information power（信息權力）:is derived from the negotiator's ability to asmble and

organize facts and data to support his or her position， arguments, or desired outcomes。

Chapter 8

Central route (中央路徑）:occurs when motivation and ability to scrutinize issue-relevant

arguments are relatively high.

Peripheral route （邊緣路徑): is characterized by subtle cues and context with less cognitive

processing of the message

Message content(消息內容）： when constructing arguments to persuade the other party ，negotiators need to decide what topics and facts they should include

Message components（消息組成): negotiators help the other party understand and accept their

big ideas by breaking them into smaller， more understandable pieces

One-sided message（單面消息): ignore arguments and opinions that might support the other

party's position

Two—sided message（雙面消息）： ignore the competition , mention and describe the opposing

point of view, and then show how and why it is less desirable than the prenter's point of view

Personal reputation for integrity（個人正直之榮譽）: the quality that assures people you can be

trusted, you will be honest, and you will do as you say

Status differences（地位差異）: occupationageeducation levelthe neighborhood where a people

lives, dress， type of automobile， and the like

Ingratiation(逢迎）: enhancing the other’s lf—image or reputation through statements or

actions， and thus enhancing one’s own image in the same way

Reciprocity（互惠主義）： when you receive sth from another person， you should respond in the

future with a favor in return

Social proof(社會認同） people look to determine the correct respon in many situations

Scarcity(缺乏）: when things are less available， they will have more influence

Chapter 9

Ethics（道德標準）: broadly applied social standards for what is right or wrong in a particular

situation, or a process for tting tho standards

Ethical（道德的)： appropriate as determined by some standard of moral conduct

Prudent（審慎的); wi, bad on trying to understand the efficacy of the tactic and the

conquences it might have on the relationship with the other

Practical（實際的）： what a negotiator can actually make happen in a given situation

Legal（法定的)； what the law defines as acceptable practice

End—result ethics(歸宿倫理): rightness of an action is determined by considering conquence

Duty ethics(責任倫理）： rightness of an action is determined by considering obligations to apply

universal standards and principles

Social contraction(社會收縮）； rightness of an action is determined by the customs and norms

of a community

Personalistic ethics（人格倫理觀)： rightness of an action is determined by one’s conscience

A Misreprentation(誤傳)； an affirmative misstatement of sth

A knowing misreprentation（知道誤傳）: you know that what you say is fal when you say it

A fact（事實）: an objective fact, to be legal, in theory

Reliancecaution(警示）： for a deceptive statement to be legally fraudulent , the receiver must

prove that he or she relied on the info and that doing so caud harm

Machiavellianism(權術主義)； a pragmatic and expedient view of human nature

Locus of control(控制源); the degree to which they believe the outcomes they obtain are a result

of their own ability and effort versus fate or chance

A preconventional level(前習俗水平)： the individual is concerned with concrete outcomes that

meet his or her own immediate needs， particularly external rewards and punishments

A conventional level（習俗水平): the individual defines what is right on the basis of what his

immediate social situation and peer group endors or what society in general ems to want

A principled level(原則水平): the individual defines what is right on the basis of some broader

t of universal values and principles

Call the tactic(調用策略）： indicate to the other side that you know he is bluffing or lying

Ignore the tactic: if you are aware that the other party is bluffing or lying, simply ignore it

Chapter 10

Environmental context（環境因素)：The environmental context includes environmental forces

that neither negotiator controls that influence the negotiation。

Immediate context（直接因素）：The immediate context includes factors over which negotiators

appear to have some control。

Uncertainty Avoidance（不確定性）：Uncertainty avoidance indicates to what extent a culture

programs its members to feel either uncomfortable or comfortable in unstructured situations。

Negotiation metaphors（談判隱喻)：Negotiation metaphors are coherent，holistic meaning

systems,which have been developed and cultivated in particular socio-cultural environments，function to interpret，structure，and organize social action in negotiation。

Chapter 11

Impas(僵局):Impas is a condition or state of conflict in which there is no apparent quick or

easy resolution。

Postdeal negotiations（事后交易談判）:Postdeal negotiations are negotiation that occur as an

existing agreement is expiring.

Intradeal negotiations（事間交易談判）： Intradeal negotiations occur when an agreement states

that negotiations should be reopened at specific intervals.

Extradeal negotiations（額外交易談判) ： Extradeal negotiationsoccur when it appears that

there is a violation of the contract，or in the abnce of a contract reopening clau.

Cognitive resolution（認知解決）：Cognitive resolution is needed to change how the parties view

the situation.

Emotional resolution（情感解決）：Emotional resolution involves changing how parties feel about

the impas and the other party,as well as reducing the amount of emotional energy they put into

the negotiation.

Behavioral resolution(行為解決）：Behavioral resolution explicitly address what people will do

in the future and how agreements they make about the future will be realized.

Active listening’（積極傾聽）:One can let the other party know that both the content and

emotional strength of his or her message have been heard and understood，but that does not mean

that one agrees with it。

Chapter 12

The shadow negotiation影子談判: The shadow negotiation occurs in parallel with the

substantive negotiation and is connected with how the negotiation will proceed.

Social contract實質性談判：a Social contract regarding how the negotiation will proceed, who

has influence and power, and what the boundaries of the negotiation are;

Hard tactics惡劣戰術:the distributive tactics that the other party us in a negotiation to put

pressure on negotiations to do something that is not in their best interest;

Ultimatum最后通牒：an ultimatum is an attempt to induce compliance or force concessions from

a presumably recalcitrant opponent；

Clarity清晰：clarity means to u language that is as preci as possible when managing a

difficult conversation;

Tone 語調: tone is the nonverbal aspect of the conversation and it includes intonation, facial

expressions, conscious and unconscious body language；

Temperate phrasing適度的措辭：Temperate phrasing involves choosing language carefully to

deliver a message that will not provoke the other side；

Chapter 13

ADR替代爭議解決方案alternative dispute resolution;

Mediation調解：Mediation is the most common third-party intervention and negotiators surrender

control over the process while maintaining control over outcomes；

Content mediation內容調解:helping the parties manage trade—offs;

Issue identification問題識別：enabling the parties to prioritize the issues；

Positive framing of the issues問題的積極建構:focusing on desired, positively stated outcomes;

Moderate conflict中等水平的沖突：situations in which tension is apparent and tempers are

beginning to fray, but negotiations have not deteriorated to the point of physical violence or

irrevocably damaging threats and actions;

Process consultation過程咨詢:a t of activities on the part of the consultant that helps the client

to perceive ,understand， and act upon the process events which occur in the client’s environment;

Chapter 14

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