Sent to you by hao via Google Reader:
via 《The Economist》《经济学人》中文版 by 经济学人 on 5/6/08
[2008-5-1] Inside a deal 谈判中的心理学秘密
Psychology
Inside a deal
交易中的心理学
May 1st 2008
From The Economist print edition
It pays to get inside your opponents' heads rather than their hearts
知道你对手脑中所想远胜于了解他们的内心所感
JUDGED by the number of times that negotiations are said to have ended in a "win-win situation", striking a successful deal might seem easy. There are, after all, shelves full of books offering advice about how to succeed as a negotiator.
以谈判的双赢结果次数作为判断依据，成功完成一次交易也许看起来很容易，毕竟书架上摆满了如何成为成功的谈判者的书籍。
The main tip is to gain bargaining power by understanding the person on the other side of the table. But what exactly does a negotiator need to know about his antagonist? In a series of experiments a team of researchers have come up with some intriguing answers in a report just published in Psychological Science.
主要的窍门是通过了解谈判桌对面的人（对手）来增进讨价还价的能力。但是谈判人员需要具体了解对手哪些东西呢？一个研究小组在做了一系列实验后提供了一些有趣的答案，他们刚刚发表在了《心理科学》的一篇报道上。
Adam Galinsky of Kellogg School of Management at Northwestern University, Illinois, and his colleagues looked at two related approaches often used to understand the opponent in negotiations: perspective-taking and empathy. Although the terms are often used interchangeably, they are different. Perspective-taking is the cognitive power to consider the world from someone else's viewpoint, whereas empathy is the power to connect with them emotionally.
在伊利诺州的西北大学Kellogg管理学院，Adam Galinsky和他的同事们注意到，在谈判时有两种方法常被用以了解对手：换位思考和移情。虽然这两个术语经常可以互换，但是他们是不一样的。换位思考是用他人的视角来思考的认知能力，而移情是从情感上体会他人的能力。
They conducted a series of experiments using more than 150 MBA students who had just enrolled on a ten-week course on negotiations—so they were novices. The students were divided into pairs. One played the part of the seller of a petrol station and the other the buyer. They were told to strike a deal, but this could not be done on price alone, because the maximum the buyer was allowed to pay was lower than the seller's reserve price. So only a creative deal would work (made possible because the seller needed to finance a sailing trip but would later want a job, and the buyer needed to hire managers to run the petrol station). Just over two-thirds of the pairs managed to reach a deal. Analysis showed that when the buyer in particular had a perspective-taking ability it could predict a successful outcome.
他们用150多个MBA学生来做了一系列实验。这些学生刚刚选了为期10周的谈判课程，因此他们都是谈判新手。学生们被分成两人一组，其中一人扮演加油站的卖家，另一个则扮演买家。他们被告知达成一个交易，但是不能仅仅靠价格手段，因为买家允许出的最高价低于卖家的最低价。因此，这得靠创造性的交易才行得通（这个可行因为卖家需要负担一次航海旅行然后需要找份工作，而买家需要雇佣管理人员来运作加油站）。但是有超过三分之二的小组设法达成了交易。分析表明，特别是当买家有换位思考能力时便容易预期一个成功的交易结果。
The experiment was then re-run, with the pairs split into three groups. In the perspective-taking group the buyers were told to try to understand what the petrol-station owner was thinking and what his interest and purpose was in selling. The empathy group was told to understand what the seller was feeling and what emotions he might be experiencing. The third group was a control; the buyers were told simply to concentrate on their own role. Again, it was the pair with a perspective-taking buyer who were more likely to strike a deal (76%) than the empathisers (54%), followed by the control group (39%).
然后该实验被重新做了一次，但这次把这些二人小组分成了三个群体。在换位思考群体里，买家被告知尽力去了解加油站主的想法、他的兴趣以及他销售的目的。移情群体被告知去了解卖家的感受和他可能体会的情感。第三群体是对照组，买家被简单的告知只关注他们自己的角色。同样的，换位思考的小组最有希望达成交易（76%），而移情小组为（54%），对照组则排在最后（39%）。
In a third and different experiment, lots of issues had to be negotiated and trade-offs made, with one student playing the role of a job candidate and the other a recruiter (with the recruiters randomly assigned as perspective-takers, empathisers or a control). In terms of a joint gain, 40% of the pairs with a perspective-taking recruiter scored maximum points; 22% of the empathisers did and 12% of the control group. However, in terms of an individual gain, the perspective-taking recruiters did far better—pushing the empathetic recruiters into last place.
第三个实验和前两个不同，在这次实验里，一个学生扮演应聘者，另一个扮演招聘者（招聘者随机分派为换位思考者、移情者和对照组人员），实验中有许多问题需要协商，很多交易需要完成。就（招聘者和应聘者）共同增益而言，换位思考招聘者小组有40%得到最高分，移情招聘者有22%，而对照组只有19%。但是，就个人增益而言，换位思考招聘者做的最好，移情招聘者则排在了最后。
What this shows is that even with one negotiator having perspective-taking abilities it can produce a better overall outcome for both sides. "You want to understand what the other side's interests are, but you do not want to sacrifice your own interests," says Dr Galinksy. "A large amount of empathy can actually impair the ability of people to reach a creative deal."
实验结果表明，只要谈判双方中一方有换位思考能力，就可以使双方都能得到一个更好的结果。"你想了解对方的兴趣所在，但你不想牺牲自己的利益"，Galinksy博士说，"大量的移情可能实际上妨碍了人们达成一个创造性的交易"。
[ 本帖最后由 tantao747 于 2008-5-5 14:24 编辑 ]
Inside a deal
交易中的心理学
May 1st 2008
From The Economist print edition
It pays to get inside your opponents' heads rather than their hearts
知道你对手脑中所想远胜于了解他们的内心所感
JUDGED by the number of times that negotiations are said to have ended in a "win-win situation", striking a successful deal might seem easy. There are, after all, shelves full of books offering advice about how to succeed as a negotiator.
以谈判的双赢结果次数作为判断依据，成功完成一次交易也许看起来很容易，毕竟书架上摆满了如何成为成功的谈判者的书籍。
The main tip is to gain bargaining power by understanding the person on the other side of the table. But what exactly does a negotiator need to know about his antagonist? In a series of experiments a team of researchers have come up with some intriguing answers in a report just published in Psychological Science.
主要的窍门是通过了解谈判桌对面的人（对手）来增进讨价还价的能力。但是谈判人员需要具体了解对手哪些东西呢？一个研究小组在做了一系列实验后提供了一些有趣的答案，他们刚刚发表在了《心理科学》的一篇报道上。
Adam Galinsky of Kellogg School of Management at Northwestern University, Illinois, and his colleagues looked at two related approaches often used to understand the opponent in negotiations: perspective-taking and empathy. Although the terms are often used interchangeably, they are different. Perspective-taking is the cognitive power to consider the world from someone else's viewpoint, whereas empathy is the power to connect with them emotionally.
在伊利诺州的西北大学Kellogg管理学院，Adam Galinsky和他的同事们注意到，在谈判时有两种方法常被用以了解对手：换位思考和移情。虽然这两个术语经常可以互换，但是他们是不一样的。换位思考是用他人的视角来思考的认知能力，而移情是从情感上体会他人的能力。
They conducted a series of experiments using more than 150 MBA students who had just enrolled on a ten-week course on negotiations—so they were novices. The students were divided into pairs. One played the part of the seller of a petrol station and the other the buyer. They were told to strike a deal, but this could not be done on price alone, because the maximum the buyer was allowed to pay was lower than the seller's reserve price. So only a creative deal would work (made possible because the seller needed to finance a sailing trip but would later want a job, and the buyer needed to hire managers to run the petrol station). Just over two-thirds of the pairs managed to reach a deal. Analysis showed that when the buyer in particular had a perspective-taking ability it could predict a successful outcome.
他们用150多个MBA学生来做了一系列实验。这些学生刚刚选了为期10周的谈判课程，因此他们都是谈判新手。学生们被分成两人一组，其中一人扮演加油站的卖家，另一个则扮演买家。他们被告知达成一个交易，但是不能仅仅靠价格手段，因为买家允许出的最高价低于卖家的最低价。因此，这得靠创造性的交易才行得通（这个可行因为卖家需要负担一次航海旅行然后需要找份工作，而买家需要雇佣管理人员来运作加油站）。但是有超过三分之二的小组设法达成了交易。分析表明，特别是当买家有换位思考能力时便容易预期一个成功的交易结果。
The experiment was then re-run, with the pairs split into three groups. In the perspective-taking group the buyers were told to try to understand what the petrol-station owner was thinking and what his interest and purpose was in selling. The empathy group was told to understand what the seller was feeling and what emotions he might be experiencing. The third group was a control; the buyers were told simply to concentrate on their own role. Again, it was the pair with a perspective-taking buyer who were more likely to strike a deal (76%) than the empathisers (54%), followed by the control group (39%).
然后该实验被重新做了一次，但这次把这些二人小组分成了三个群体。在换位思考群体里，买家被告知尽力去了解加油站主的想法、他的兴趣以及他销售的目的。移情群体被告知去了解卖家的感受和他可能体会的情感。第三群体是对照组，买家被简单的告知只关注他们自己的角色。同样的，换位思考的小组最有希望达成交易（76%），而移情小组为（54%），对照组则排在最后（39%）。
In a third and different experiment, lots of issues had to be negotiated and trade-offs made, with one student playing the role of a job candidate and the other a recruiter (with the recruiters randomly assigned as perspective-takers, empathisers or a control). In terms of a joint gain, 40% of the pairs with a perspective-taking recruiter scored maximum points; 22% of the empathisers did and 12% of the control group. However, in terms of an individual gain, the perspective-taking recruiters did far better—pushing the empathetic recruiters into last place.
第三个实验和前两个不同，在这次实验里，一个学生扮演应聘者，另一个扮演招聘者（招聘者随机分派为换位思考者、移情者和对照组人员），实验中有许多问题需要协商，很多交易需要完成。就（招聘者和应聘者）共同增益而言，换位思考招聘者小组有40%得到最高分，移情招聘者有22%，而对照组只有19%。但是，就个人增益而言，换位思考招聘者做的最好，移情招聘者则排在了最后。
What this shows is that even with one negotiator having perspective-taking abilities it can produce a better overall outcome for both sides. "You want to understand what the other side's interests are, but you do not want to sacrifice your own interests," says Dr Galinksy. "A large amount of empathy can actually impair the ability of people to reach a creative deal."
实验结果表明，只要谈判双方中一方有换位思考能力，就可以使双方都能得到一个更好的结果。"你想了解对方的兴趣所在，但你不想牺牲自己的利益"，Galinksy博士说，"大量的移情可能实际上妨碍了人们达成一个创造性的交易"。
[ 本帖最后由 tantao747 于 2008-5-5 14:24 编辑 ]
随机文章：
金融市场:2008年最需关注的危机 2007-12-22
中国：忍 2007-07-16
[2007.06.01]俄罗斯与车臣:军阀与暗探 2007-06-02
[2007.03.24]纽约州州长:好戏在后头 2007-04-07
[2007.3.22] 维京航空公司:蓄势待飞 2007-03-25
收藏到：Del.icio.us
Things you can do from here:
- Subscribe to 《The Economist》《经济学人》中文版 using Google Reader
- Get started using Google Reader to easily keep up with all your favorite sites
