2. 外语
  3. Read the following article about team building in negotiation and the questions on the opposite page. For each question(15-2

Read the following article about team building in negotiation and the questions on the opposite page. For each question(15-2

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问题     Read the following article about team building in negotiation and the questions on the opposite page.
    For each question(15-20), mark one letter(A, B, C or D)on your Answer Sheet.
                        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 of 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 cur research, we recommend four techniques for managing conflicts of interest within the team, internal tradeoffs they must make before they can coalesce around the highest-margin 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 of 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."
Why are there conflicts of interests among negotiation members?
选项 A、They don’t agree with each other.
B、They stand for different departments in the company.
C、They have different salaries.
D、They don’t get on well with each other.
答案B
解析 文中第四段提到“Even though team members are all technically on the same side，they often have different priorities and imagine different ideal outcomes：Business de—velopment just wants to close the deal．Finance is most concerned about costs．Thelegal department focuses on patents and intellectual property．”即：虽然团队成员技术上来说立场是一致的，但是他们有不同的侧重点并且想达成不同的理想的结果：事业部只想做成这单生意；财务部门则更关注成本。法律部门则注重专利和知识产权。可见因为各部门的侧重点不同，导致员工之间的利益有冲突，因此B项最符合题意。故为正确答案。
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