ops-negotiation
用 BATNA 和哈佛談判法準備談判，先搞清楚自己的退場底線
中文翻譯
---
name: "ops-negotiation"
description: "用 BATNA、ZOPA 和哈佛談判法（原則式談判）來準備並進行談判。使用者需要準備談判、評估自己的談判地位、設計雙贏的方案，或處理困難的談判情境時使用，就算他們說的是「這筆交易我該怎麼談」、「我的籌碼是什麼」、「他們在價格上不肯讓步」或「幫我準備這場會議」也一樣。"
metadata:
category: "WP-21 設計/資訊/傳播/公衛"
tags: ["negotiation", "batna", "conflict-resolution"]
---
# 談判（哈佛法）
## 框架
```
IRON LAW: Know Your BATNA Before Entering Any Negotiation
BATNA (Best Alternative To a Negotiated Agreement) is your walkaway power.
If you don't know your BATNA, you don't know when to walk away — and
you'll either accept a bad deal or reject a good one.
Calculate your BATNA and the other side's BATNA before the negotiation starts.
```
### 核心概念
| 概念 | 定義 |
|---------|-----------|
| **BATNA** | 談判破裂時你最好的替代方案，也就是你的退場底線 |
| **ZOPA** | 可能協議區間（Zone of Possible Agreement）：雙方可接受範圍的重疊部分 |
| **底價（Reservation price）** | 你願意接受的最差交易（由你的 BATNA 決定） |
| **理想價（Aspiration price）** | 你實際上希望得到的最好交易 |
### 哈佛原則式談判（4 項原則）
1. **把人和問題分開**：處理情緒和關係時，要和實質議題分開。對問題強硬，對人柔軟。
2. **聚焦在利益，不是立場**：立場是人們「說」他們想要什麼。利益是他們「為什麼」想要。「我要 10 萬的薪水」（立場）vs「我需要財務上的安全感，以及我的專業被肯定」（利益）。
3. **發想互利的選項**：先把餅做大，再來分。腦力激盪出能同時滿足雙方利益的方案。
4. **使用客觀標準**：協議要以公平的標準（市場行情、先例、專家意見）為基礎，而不是誰的權力比較大。
### 談判準備檢查表
1. **你的 BATNA**：如果這次談不成，你最好的替代方案是什麼？
2. **他們的 BATNA**：他們最好的替代方案是什麼？（他們的 BATNA 越差，他們的地位越弱）
3. **你的利益**：你為什麼想要你想要的？（全部列出來，排優先順序）
4. **他們的利益**：他們為什麼想要他們想要的？（推估、研究）
5. **ZOPA**：有重疊嗎？如果沒有，就不可能成交，要把重點放在改善 BATNA。
6. **選項**：有什麼創意的方案能同時滿足雙方的利益？
7. **客觀標準**：有什麼外部標準可以錨定討論？
8. **首次出價策略**：如果你先開口，就高錨定；如果他們先出價，就反向錨定
### 困難情境的對策
| 情境 | 對策 |
|-----------|--------|
| 他們不肯動 | 問「為什麼」，找出背後的利益 |
| 他們使用威脅 | 承認威脅的存在但不要起反應；把話題導回利益 |
| 他們錨定得極端 | 用你自己極端（但說得出理由）的數字反向錨定 |
| 僵局 | 休息一下、換談判代表，或引入調解人 |
| 他們說「要就要，不要拉倒」 | 測試它：他們通常不是認真的。提出一個讓步，並要求對方也回一個 |
## 輸出格式
```markdown
# Negotiation Prep: {Situation}
## Position Analysis
| Element | You | Other Party |
|---------|-----|-------------|
| BATNA | {your alternative} | {their alternative, estimated} |
| Reservation price | {your walkaway} | {their walkaway, estimated} |
| Aspiration price | {your ideal} | {their ideal, estimated} |
| ZOPA | {overlap range, if any} |
## Interests (not positions)
| Your Interests (priority) | Their Interests (estimated) |
|--------------------------|---------------------------|
| 1. {interest} | 1. {interest} |
| 2. ... | 2. ... |
## Creative Options
1. {option that satisfies both parties' top interests}
2. {option}
## Objective Criteria
- {market benchmark, precedent, or standard that supports your position}
## Strategy
- Opening: {first move}
- Concessions: {what you're willing to give and in what order}
- Walkaway signal: {when to leave the table}
```
## 注意事項
- **錨定的威力很大**：第一個說出口的數字，會大幅影響最後的結果。如果你能先錨定，並且有理由支持一個極端的數字，就這麼做。
- **利益常常是相容的**：兩個人爭一顆橘子，如果一個要果皮（拿來烘焙）、另一個要果汁，雙方可能都能滿意。在假設是零和之前，先問「為什麼」。
- **BATNA 可以靠準備來改善**：你的 BATNA 不是固定的。談判前先改善它：拿到競爭的報價、開發替代方案、降低轉換成本。
- **讓步應該是互惠的**：沒有要求任何回報，就絕對不要讓步。單方面的讓步等於示弱。
- **各文化的談判風格不同**：直接型（美國、以色列）vs 間接型（日本、台灣）vs 關係優先型（中東）。要讓你的做法配合文化脈絡。
## 參考資料
- 多方談判的技巧請看 `references/multi-party.md`英文原文
---
name: "ops-negotiation"
description: "Apply principled negotiation using BATNA, ZOPA, and the Harvard method to prepare for and conduct negotiations. Use this skill when the user needs to prepare for a negotiation, evaluate their bargaining position, design win-win solutions, or handle difficult negotiation situations — even if they say 'how do I negotiate this deal', 'what's my leverage', 'they won't budge on price', or 'help me prepare for this meeting'."
metadata:
category: "WP-21 設計/資訊/傳播/公衛"
tags: ["negotiation", "batna", "conflict-resolution"]
---
# Negotiation (Harvard Method)
## Framework
```
IRON LAW: Know Your BATNA Before Entering Any Negotiation
BATNA (Best Alternative To a Negotiated Agreement) is your walkaway power.
If you don't know your BATNA, you don't know when to walk away — and
you'll either accept a bad deal or reject a good one.
Calculate your BATNA and the other side's BATNA before the negotiation starts.
```
### Core Concepts
| Concept | Definition |
|---------|-----------|
| **BATNA** | Your best option if negotiation fails — your walkaway point |
| **ZOPA** | Zone of Possible Agreement — overlap between both parties' acceptable ranges |
| **Reservation price** | The worst deal you'd accept (set by your BATNA) |
| **Aspiration price** | The best deal you realistically hope for |
### Harvard Principled Negotiation (4 Principles)
1. **Separate people from the problem**: Address emotions and relationship separately from substantive issues. Be hard on the problem, soft on the person.
2. **Focus on interests, not positions**: Positions are what people SAY they want. Interests are WHY they want it. "I want $100K salary" (position) vs "I need financial security and recognition of my expertise" (interests).
3. **Invent options for mutual gain**: Expand the pie before dividing it. Brainstorm solutions that satisfy both parties' interests.
4. **Use objective criteria**: Base agreements on fair standards (market rates, precedent, expert opinion) rather than who has more power.
### Negotiation Preparation Checklist
1. **Your BATNA**: What's your best alternative if this fails?
2. **Their BATNA**: What's their best alternative? (weakens as their BATNA worsens)
3. **Your interests**: Why do you want what you want? (list all, prioritize)
4. **Their interests**: Why do they want what they want? (estimate, research)
5. **ZOPA**: Is there overlap? If not, no deal is possible — focus on improving BATNA.
6. **Options**: What creative solutions could satisfy both parties' interests?
7. **Objective criteria**: What external standards can anchor the discussion?
8. **First offer strategy**: Anchor high (if you speak first) or counter-anchor (if they go first)
### Tactics for Difficult Situations
| Situation | Tactic |
|-----------|--------|
| They won't move | Ask "why" to uncover underlying interests |
| They use threats | Acknowledge the threat without reacting; redirect to interests |
| They anchor extremely | Counter-anchor with your own extreme (but justifiable) number |
| Deadlock | Take a break, change the negotiator, or introduce a mediator |
| They say "take it or leave it" | Test it — they usually don't mean it. Offer a concession and ask for one back |
## Output Format
```markdown
# Negotiation Prep: {Situation}
## Position Analysis
| Element | You | Other Party |
|---------|-----|-------------|
| BATNA | {your alternative} | {their alternative, estimated} |
| Reservation price | {your walkaway} | {their walkaway, estimated} |
| Aspiration price | {your ideal} | {their ideal, estimated} |
| ZOPA | {overlap range, if any} |
## Interests (not positions)
| Your Interests (priority) | Their Interests (estimated) |
|--------------------------|---------------------------|
| 1. {interest} | 1. {interest} |
| 2. ... | 2. ... |
## Creative Options
1. {option that satisfies both parties' top interests}
2. {option}
## Objective Criteria
- {market benchmark, precedent, or standard that supports your position}
## Strategy
- Opening: {first move}
- Concessions: {what you're willing to give and in what order}
- Walkaway signal: {when to leave the table}
```
## Gotchas
- **Anchoring is powerful**: The first number spoken heavily influences the final outcome. If you can anchor first with a justified extreme, do so.
- **Interests are often compatible**: Two parties fighting over one orange may both be satisfied if one wants the peel (for baking) and the other wants the juice. Ask "why" before assuming zero-sum.
- **BATNA improves with preparation**: Your BATNA isn't fixed. Before negotiating, improve it — get competing offers, develop alternatives, reduce switching costs.
- **Concessions should be reciprocal**: Never give a concession without asking for something in return. Unilateral concessions signal weakness.
- **Cultural negotiation styles vary**: Direct (US, Israel) vs indirect (Japan, Taiwan) vs relationship-first (Middle East). Match your approach to the cultural context.
## References
- For multi-party negotiation tactics, see `references/multi-party.md`