大多數有經驗的管理者都知道如何應對工作中的正式談判——與客戶談合同、與上司談預算以及與雇主談薪水等等。但工作中出現的非正式談判機會呢？你知道如何發(fā)現并抓住理想的調崗機會、如何扭轉被動局面，以及如何確保完成的額外工作得到認可嗎？

Most seasoned managers know how to handle formal negotiations at work—with clients over contracts, with bosses over budgets, with employers over compensation. But what about all the opportunities for informal negotiations that arise? Do you know how to recognize and seize chances to move into a better role, change an untenable situation, or ensure that you get credit for extra work?

在過去35年中，我一直在研究談判學并從事高管輔導。我發(fā)現很多人未能掌握非正式談判技巧?？纯聪旅娴睦樱?/p>

In the 35 years I’ve been studying negotiation and coaching executives, I’ve found that many people don’t. Consider the following examples:

夏洛特是一名銷售經理，她聽說一個區(qū)域負責人職位正空缺，希望參加競聘。但她聽說另一位同事跟部門領導很熟，現在是這個崗位的第一候選。她不知道該如何參與競爭。

Charlotte, a sales manager, learned through the grapevine that a regional role was opening up and wanted to be considered for it. But she’d also heard that another candidate, whom the division president knew well, was a front-runner for the job. She wondered how to put herself in contention.

凱文是某公司企業(yè)傳播負責人，他幫助另一部門留住一家大客戶，得到很高評價。很快，那個部門的同事總來找他幫忙，他不知該如何拒絕。

Kevin, a communications director, pitched in to help another division save a major client, to great acclaim. Soon colleagues in that division kept asking him to contribute. He wasn’t sure how to say no.

瑪麗娜在一家大型制造企業(yè)旗下一個營收達40億美元的事業(yè)部工作，兩年前升為部門CFO，為此調到公司總部。但同行的丈夫和孩子對新生活不滿意，希望回到之前的地方。她感到不得不在事業(yè)和家庭中二選一。

Marina, the CFO of a $4 billion division in a large industrial manufacturing firm, had been promoted to her job two years earlier. She’d relocated to headquarters—a requirement for taking the position—and brought her husband and children with her, but they were unhappy and wanted to move back “home.” She felt she had to choose between her job and her family.

顯然，這三位職場人士（均為化名）陷入了困境。相比代表公司談判，為自身利益談判的感覺沒那么自在，在非典型的聘任和考核情境下更是如此。感情因素顯著增加；你經常弄不清楚自己真正想要什么，或不知道如何開始對話；失敗帶來的損失也會更大。在有些組織，自我推銷的人可能被視為要得太多或不夠“團結同事”。女性員工就更如此；她們常不得不為進取付出“社會成本”。而有些情況下，你所訴求的事情可能會挑戰(zhàn)常規(guī)工作方式。

All three of these professionals (whose names have been changed) were understandably stymied. Negotiating on your own behalf can feel much less comfortable than negotiating as an agent for your company, especially when it happens outside the typical structure of a hiring or review process. More emotions are in play; it’s often difficult to figure out exactly what you want or how to get the conversation started; and failure carries a higher cost. In some organizations, advocating for yourself may be seen as being demanding or not a “team player.” This can be especially true for women, who are sometimes hit by what researchers call “the social cost of asking.” And in some cases, the very issues you want to negotiate may challenge established ways of doing work.

但在日常工作中，管理者有機會爭取到更好的任務、實現更大目標，以及完成更高業(yè)績指標，可能爭取到更多資源、更高靈活度或更好待遇。如果放棄這些機會，管理者將受到損失。我發(fā)現，這些非正式談判的重要性不亞于正式談判。有效利用非正式談判機會，管理者能獲得更大職業(yè)成功和滿足感，還可能推動組織變革。

But executives hurt themselves if they ignore everyday opportunities to push for better assignments, goals, or performance measures; more resources or flexibility; or higher compensation. I’ve found that these types of negotiations, which I call “l(fā)owercase n” negotiations, matter just as much as formal, “N” negotiations. They can drive career success and fulfillment and also have the potential to spark positive organizational change.

所以我們需要掌握進行日常非正式談判的方法，這樣不僅能收獲成功，還會得到上司和同事好評。我建議管理者采取以下4個步驟：發(fā)現、準備、行動和對話。

So we all need a strategy for everyday negotiations that will allow us to come away not only successful but also still held in high regard by bosses and colleagues. I counsel those with whom I work to focus on four steps:?recognize, prepare, initiate,?and?navigate.

發(fā)現

Recognize

談判機會并不總是顯而易見，如果你以前從未想過為自己爭取什么就更是如此。但你經常會遇到一些情況，感到實在應該討價還價一番。例如，如果違心地答應承擔特殊任務或幫忙，這就是要求回報的機會。當你被要求負責一個有風險的新項目，你可以要求得到更多支持。如果你的工作量超出合理范圍，占用了你和家人相處的時間，你就可以要求更多資源，或調整你的職責范圍。但也要分清輕重緩急：你的個人目標對你很重要；但如果你能更投入、更高效，并帶動同事提高標準，組織整體也將受益?？紤]談判時，一定要考慮整體目標。

Negotiation opportunities aren’t always obvious, especially if you’ve never thought to ask for anything in the past. But some routine situations cry out for bargaining. For example, if you say yes to a special assignment or a request for help when you want to say no, that’s an opportunity to negotiate for something in return. When you’re asked to take on a new initiative, with its attendant risks, that’s an opportunity to negotiate for support. If your workload expands beyond what’s reasonable and cuts into your family time, that’s an opportunity to negotiate for more resources or to change the scope of your role. You must pick your battles, though. The issue should be important to you, but your desired outcome should not only benefit you personally but also benefit your organization, as a result of your increased productivity and commitment and new cultural norms that allow colleagues to achieve the same. The decision to negotiate should be made with a sense of the end in mind.

起初，瑪麗娜甚至沒打算與上司、公司CFO羅伯特談話，一起想辦法在不影響工作的情況下讓她與家人一起生活。她想到的只是各種障礙，如缺少先例、可能會遇到的阻力等，而沒有設想理想情況。她在談判開始前就退縮了。

Initially, Marina didn’t even consider talking to her boss, Robert, the company’s CFO, about an arrangement that would allow her to both keep her job and live with her family. She focused on all the obstacles—lack of precedent, presumed resistance—and never imagined an ideal scenario. She conceded the negotiation without even starting it.

凱文首先想到的是，需要明確答復那個總讓自己幫忙的部門“可以”或“不可以”，而沒有想到達成一個“可以，但是”的解決方案：他可以做這份額外工作，但為了完成好工作，他需要上司正式擴展他的職責范圍，讓他承擔更大責任。

Kevin at first thought he needed to respond yes or no to the other division’s continued requests for help, rather than contrive a “yes-and” solution:?Yes,?he would do the work,?and?in order to do it well he would need his boss to officially broaden his role to include the new responsibilities.

準備

Prepare

對于任何談判，準備工作都十分關鍵。但對于一場對方沒有心理準備的非正式談判，如何做準備？

Preparation is critical to any negotiation. But how can you prepare for an informal one that your counterpart isn’t expecting?

首先，收集有用信息。你越了解別人在工作中提過什么要求、哪些要求得到滿足，你就會越自然地為自己爭取權益。瑪麗娜以為公司從未允許誰在總部以外的地點承擔總部工作，但她決定去了解情況，結果發(fā)現一位高管曾因家人生病被允許遠程工作6周。夏洛特經過調查了解到，那個區(qū)域負責人職位還在初選，另一位候選人并未鎖定該職位。

First, gather good information.The more you know about what others have asked for and been granted at work, the more comfortable you’ll feel crafting your own negotiation. Marina didn’t think her company had ever allowed anyone to do a “headquarters job” out of another office, but she decided to check. She learned that one executive had indeed been given permission to work remotely for six weeks while he was helping to manage a family illness. When Charlotte asked around, she learned that her organization was in the early stages of considering who might fill the regional role; the other candidate didn’t yet have a lock on the job.

你還需要得到關于談判對手的情報：他們更愿以何種方式收到消息或特殊要求？他們是否希望提早得知情況？他們希望你準備好解決方案，還是愿意和你商量？

You also need intelligence on the parties with whom you’ll be negotiating. How do they like to receive news or special requests? Do they want a lot of advance notice? Do they want you to present a solution or to develop one with you?

瑪麗娜并不是羅伯特提拔的，他們一起工作不到一年，但她知道他不喜歡非常規(guī)的想法和行動，傾向于循規(guī)蹈矩、按部就班。所以她明白自己必須慢慢來，并準備遇到阻力。夏洛特同樣清楚，部門總裁邁克爾已經有了青睞的人選，所以她的游說會很困難；但她盡可能了解了職位要求、邁克爾最看重的員工特質，以及他的決策風格。

Robert hadn’t hired Marina; in fact, they’d worked together for less than a year. But she knew that he tended to resist unconventional ideas and practices; he liked the usual way of doing things. So she understood that she’d have to enter her negotiation slowly and be ready for pushback. Charlotte, too, realized early on that she had an uphill climb because Michael, the division president, already had a favorite in mind, but she learned as much as she could both about the job requirements and the qualities Michael valued most in his employees and about his decision-making style.

第二，找準自身位置。在工作中，他人常常有求于我們，這構成了談判空間。分析一下你的工作是否有助于你的談判對手或其他同事成功，從而了解對方看重你什么，以及評估自身的重要性。瑪麗娜知道羅伯特肯定她作為部門財務負責人的工作：她實現了顯著利潤增長，擺平了困難的工會談判，領導了一筆重要收購，大力推動降低成本。由于羅伯特剛到公司，她還幫助他與自己部門的其他領導建立聯(lián)系。這些都是她的籌碼。

Second, position yourself.Interdependence gives people a reason to negotiate. So look at how your work enables your counterpart and others to succeed; that will help you discern what he or she values in you and assess yourself in a currency that matters. Marina knew that Robert appreciated the work she’d done in her divisional role. She’d achieved significant profit growth, managed a difficult labor negotiation, overseen an important acquisition, and aggressively pursued cost reductions. Since Robert was new to the company, she was also his “l(fā)ifeline” to the leaders in her large division. All this gave her leverage.

還有一種方法可以幫助你分析自身的重要性，以及你和談判對手的地位對比：羅杰·費希爾（Roger Fisher）和威廉·尤里（William Uri）在《談判力》（Getting to Yes）中提出的“無法達成協(xié)議時的最優(yōu)選擇”（best alternative to a negotiated agreement，BATNA）。凱文的BATNA是停止為另一部門做額外工作，回歸日常工作；他的同事和上司找不到合適的替代人選，他們的BATNA相對不利?，旣惸鹊腂ATNA較為不利：她不想與家人分開，又不大可能在原來的地方找到同樣理想的工作；但由于沒有現成的理想替代人選，她上司的BATNA同樣不佳。

Another way to think about your value proposition and your relative bargaining position is to consider your—and your partner’s—“best alternative to a negotiated agreement,” or BATNA (as Roger Fisher and William Ury call it in?Getting to Yes). Kevin’s BATNA was to stop putting in extra time for the other division and return to his “day job”; his colleagues and boss had weaker BATNAs, because they had nobody as well suited as Kevin to do the relevant work. Marina’s BATNAs weren’t very appealing: She didn’t want to live apart from her family, and she wasn’t confident that she could find a job as good as her current one in her previous hometown. But her boss’s BATNA wasn’t good either. There were no obvious candidates who could take on her role and be as successful as she’d been.

第三，準備多個方案。談判需要創(chuàng)造性。如果能提供多個解決方案，你就能吸引對方坐下來談判。不應從自己的利益出發(fā)執(zhí)著于一個方案；應當從對方角度考慮問題，尋找多贏方案。

Third, anchor with options.Negotiations require creativity. When you present many ideas, you’re framing the negotiation in a way that encourages the other party to join. You shouldn’t fixate on a single solution that works for you. Instead consider what matters to your counterpart and find multiple ways to satisfy both of you.

在準備提出方案時，你可以考慮對方可能說“不”的理由。所有談判都會涉及這類潛在問題。

In developing options, it helps to think what good reasons your counterpart might have for saying no to an arrangement you propose. These are on the hidden agenda of any negotiation.

夏洛特收集的情報顯示，邁克爾可能會認為，相比他看好的候選人，她太年輕、經驗不足，可能會建議她在現在的崗位上積累更多經驗。因此她提出給她一段“試用期”，看看能否完成規(guī)定的績效指標，或者再參加一項拓展培訓以提升領導技能。

Charlotte knew from her information gathering that Michael would probably balk at her youth and inexperience in comparison with his favored candidate and suggest that she needed more seasoning in her current role before taking on a new one. So she broadened her proposals to include volunteering to perform the role in an “acting” capacity for a limited period of time, with clear performance benchmarks, or taking another developmental opportunity that would put her more firmly on a leadership track.

瑪麗娜很清楚，羅伯特不愿破例，可能在意靈活安排工作地點產生的額外開支，還會擔心無法和她及她的團隊保持緊密聯(lián)系。所以她放棄了可能加重這些擔憂的方案，如在原先地點工作、僅在開會時來總部，提出能夠化解這些擔憂的方案，如部分時間在原先地點工作、部分時間在總部工作。她還列出了可能產生的額外開支。這些準備工作不僅提升了她的信心，而且讓她更能站在羅伯特的立場，與對方合作找到雙贏解決方案。

Marina was sure that Robert would be concerned about breaking from precedent, the incremental expense of a flexible arrangement, and losing touch with her and her division. So she rejected ideas that would heighten those concerns—such as working from home and coming in to headquarters only for meetings—and focused on ones that would assuage them, such as splitting her time between her old divisional office and HQ. She also pulled together a spreadsheet of estimated expenses. These preparations not only boosted her confidence but also helped her appreciate Robert’s point of view and put her in the right mindset to work on a joint solution.

行動

Initiate

非正式談判中，雙方地位通常并不對等。一方想要解決問題或抓住機會，另一方則可能并非如此，希望一切照常。如何開啟一場合作性而非對抗性的談判呢？

Any two people typically feel asymmetrical desires to engage in everyday negotiations. One has a problem or sees an opportunity; the other probably doesn’t and therefore expects business as usual. How can you shift a normal interaction into a collaborative rather than combative negotiation?

首先，向對方清晰展示你的價值。當瑪麗娜決定和羅伯特提起她的工作/家庭沖突時，她并未開門見山，而是先總結了近期工作、匯報了最近收購交易的新情況，然后才提出了自己的困難，并開始討論解決方案。

Start by making your value visible. When Marina decided to approach Robert about her work-family conflict, she didn’t begin the conversation with it. She first reviewed her results since their previous meeting and updated him on a recent acquisition. Only then did she mention her problem and begin to talk about ideas for solving it.

如果對方打太極，你可以考慮幾種策略。其一是搬來盟友為你游說，爭取讓對方愿意與你談判。由于夏洛特和邁克爾不熟，她請另一位部門領導向邁克爾介紹她的優(yōu)點和對公司的貢獻。

If the other party stonewalls, you can consider various tactics. One is to round up allies who will vouch for your value and encourage the person to negotiate with you. Because Charlotte didn’t know Michael very well, she enlisted another leader in the division to extol her virtues and the contributions she was making to the company.

另一種策略是主動點出對方可能拒絕的理由，證明你從對方的立場考慮問題。通常的回應會是“沒錯，這正是我擔心的”，這就開啟了對話空間?，旣惸仁褂昧诉@種策略。她上司最合理的顧慮是他可能無法與部門保持緊密聯(lián)系。為給他機會討論這個問題，瑪麗娜主動說：“我能看出你為什么有顧慮。因此，我提出的解決方案之一就是兩地辦公。”

Another approach is to acknowledge and address one or more of your counterpart’s good reasons for saying no to prove that you’ve thought about his or her perspective. Often the response will be “Right, this is my concern,” which opens the door to a conversation about the issue. Marina chose this path. Her boss’s most legitimate fear was that he would lose his connection to the division. So she gave him a chance to discuss it by saying, “I can see why you might be concerned about this. That’s why one of the options I thought about was dual offices.”

你也可以提及自己的BATNA，但必須留心不要讓對方感覺你在威脅他。你可以說明如果不再進行對話，你的最優(yōu)選擇是什么；但之后要表明你不準備這么做。例如，瑪麗娜可以如實告訴羅伯特她已接到獵頭的電話，但馬上說如果他們能找到解決方案，她很愿意留下。為讓對方更明白自身的BATNA，你也可以說，“如果我們不進行這次對話，你覺得會是什么情況”，等等。

You can also introduce a BATNA, but you must do so carefully, so it’s not perceived as a threat. You might mention yours and then retract it. For example, Marina could have told Robert that she was getting calls from headhunters (which was true) but then quickly noted that she was committed to staying at the company if he and she could work out a plan. To make your counterpart more aware of his or her own BATNA, ask a question such as “What do you think will happen if we don’t have this conversation?”

對話

Navigate

說服對方開始談判后，你需要以開放心態(tài)投入對話。你準備好的提議只是達成共識的第一步。通過問3種問題，你們雙方能夠找到共贏方案。

Once you’ve enticed the other party to engage in a negotiation, you must go into the conversation with an open mind. The proposals you’re prepared to offer are just starting points for an agreement. Three types of questions can help the two of you develop a plan that works for everyone.

通過提出假設測試問題，你可以提出或寬泛或具體的思路，引出對方的反應。例如，瑪麗娜問羅伯特：“如果我兩地辦公會怎樣？這是否可行？”隨著討論取得進展，她提出了更具體的問題：“我們可以共享工作日程，這樣你能知道我什么時候在什么地方，這樣如何？你多參加一些部門會議如何？”凱文也在與另一部門同事的對話中使用這種方法，效果很好。他問對方：“如果我不能做這項工作會怎么樣？”對方說，他們將損失重大，因此答應幫助他去和上司多蘿西溝通，爭取正式擴大他的職責范圍。

Hypothesis-testing?questions start with “What if” and enable you to introduce ideas, whether broad or specific, and solicit a reaction. For example, Marina asked Robert, “What if we created dual offices? How would that work?” As the discussion progressed, she got more detailed: “What if we had a shared calendar, so you knew exactly where I would be when? What if you had the opportunity to be involved in certain divisional meetings?” Kevin, too, used this kind of question to great effect in his conversations with colleagues in the other division. When he asked, “What if I couldn’t do this work?” he learned that they would be at a complete loss and were therefore willing to support him in negotiations with his boss, Dorothy, about taking formal responsibility over work in their domain.

互惠性問題采用“如果-那么”的形式，培養(yǎng)談判雙方建立互惠觀念?，旣惸扔眠@種問題與上司溝通成本問題：“如果我們同意兩地辦公，你有什么要求？”最終他們決定由瑪麗娜承擔個人搬家費用，公司承擔兩地往返開支。凱文對多蘿西提出的問題則是，“如果我常規(guī)性地參與另一部門的工作，我希望我作為資深董事的職責范圍能夠擴展?！?/p>

Reciprocity?questions involve if-then scenarios and build the notion of trading into the negotiation: “If I agree to do X, then what will you do?” Marina used this type of question to navigate the issue of costs with her boss: “If we agree to the dual-office arrangement, what else do you need?” Ultimately they decided that she would pay for a reverse relocation, but the company would absorb the ongoing travel expenses. When Kevin approached Dorothy, his if-then scenario was “If I work with the other division on an ongoing basis, here is how it could become part of my new and expanded senior director’s role.”

回式問題在提出建議的同時收集信息，確保對話是合作性而非對抗性的。這些問題能夠突出你和談判對手的關系，經常會帶出更深層的問題。

Circular?questions, which simultaneously introduce and gather information, ensure that the conversation is collaborative, not adversarial. They emphasize the relationship between you and your counterpart and often unearth deeper issues at stake.

夏洛特知道，如果直接提出申請這個職位，會將邁克爾置于尷尬的位置上。所以她提出了“這個職位的成功標準是什么”等迂回問題，這讓邁克爾更深入地思考他需要什么樣的人，因此讓更多候選人有機會參與競聘?，旣惸葎t問羅伯特“你真正擔心的是什么”，“我怎么做才能讓你放心”，結果發(fā)現他擔心她會覺得往返太辛苦，導致兩地辦公的方案失敗?！拔蚁蛩ＷC，如果發(fā)生這種情況，我們可以再商量解決辦法，甚至考慮放棄兩地辦公，”她說，“他不會被孤立?！彼瑫r建議新辦公方案先試行6個月，之后雙方共同評估結果。

Charlotte knew that simply asking for the role she wanted would put Michael in an awkward position. So she asked circular questions such as “What are the success criteria for this job?” Michael then considered more deeply what he was looking for, which opened the process up to more candidates. Marina used circular questions such as “What really concerns you?” and “What can I do to ease those concerns?” with Robert. It turned out that he feared the plan would fail because she might find the constant commuting too difficult. “I promised him that if that happened, we would work something out, even if it was an exit strategy,” she says. “He would not be left high and dry.” She also proposed that they agree to a six-month trial of the dual-office arrangement and then jointly assess the results.

上述3位高管的談判都取得了成功?，旣惸群图胰税峄卦瓉淼牡胤?，同時保留了現有工作。兩地辦公方案證明可行，所以羅伯特同意將其固定下來，創(chuàng)造了一個先例：高層可以不必在總部上班，而自主選擇在效率最高、能為公司創(chuàng)造最大價值的地點工作。凱文的工作職責進行調整，增加了人手，更好地為新客戶服務。夏洛特得到了區(qū)域負責人的職位，并促使邁克爾將提拔標準清晰化。

All three of these executives were successful in their negotiations. Marina and her family moved back home, but she stayed in her job. The dual-office arrangement worked, so Robert agreed to make it permanent, establishing a precedent for senior executives to be based where they could be most effective and of most value to the company—not necessarily at headquarters. Kevin’s job was restructured to include additional staff so that he could work with the new clients. Charlotte got the regional manager’s job and prompted Michael to be more explicit about the criteria used for promotion in his division.

日常談判通常要求你離開舒適區(qū)、挑戰(zhàn)慣常做法。但事實充分證明，無論為你自己還是為組織，主動進行日常談判是值得的。

Everyday negotiations often require you to leave your comfort zone and challenge established practices. But all evidence indicates that they’re worth the effort—for you and for your organization.

黛博拉·科爾布是西蒙斯學院（Simmons College）管理學院女性領導力Deloitte Ellen Gabriel教席教授、榮休教授，組織與性別研究中心（Center for Gender in Organizations）共同創(chuàng)始人，與杰西卡·波特（JessicaL. Porter）合著有《職場談判學》（Negotiating at Work：Turn Small Wins into Big Gains，Jossey-Bass出版社，2015）。

（王晨 | 譯?? 劉筱薇 | 校?? 時青靖 | 編輯）