English for Researchers

74 Pages·3.11 MB·Russian

by  Белкина, О. В.

Министерство образования и науки Российской Федерации
Южно-Уральский государственный университет
Кафедра иностранных языков

Ш143.21-9
Б433

О.В. Белкина

ENGLISH FOR RESEARCHERS:
NEGOTIATIONS

Учебное пособие

Челябинск
Издательский центр ЮУрГУ
2018
ББК Ш143.21-923
Б433

Одобрено
учебно-методической комиссией
Института лингвистики и международных коммуникаций

Рецензенты:
к.ф.н. И.В. Степанова, к.ф.н. Новикова В.П.

Белкина, О.В.
Б433 English for Researchers: Negotiations: учебное пособие. / О.В. Белкина; под ред.
К.Н. Волченковой. – Челябинск: Издательский центр ЮУрГУ, 2018. – 73 с.

Учебное пособие предназначено для профессорско-преподавательского состава,
аспирантов и молодых ученых ЮУрГУ. Цель пособия – совершенствовать навыки
переговорного процесса, разрешения проблемных и кризисных ситуаций в
профессионально-исследовательской деятельности.
Пособие содержит в себе теорию и практические задания для формирования и
развития навыков ведения переговорного процесса, психологических особенностей
делового общения, правил современного делового этикета. Содержатся также
практические рекомендации, с помощью которых возможно эффективное
применение приобретённых навыков на практике, в том числе в сфере научно-
академического сотрудничества.
Учебное пособие соответствует требованиям Федерального государственного
образовательного стандарта.

ББК Ш143.21-923

© Издательский центр ЮУрГУ, 2018
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CONTENTS

Unit 1. What is negotiating …………………………………………... 4
Unit 2. Classification and stages of negotiations ……………………. 19
Unit 3. Strategies and tactics of a good negotiator. Negotiation skills.. 37
Unit 4. Negotiation cases. Negotiations in academic environment…... 54
Appendix ……………………………………………………………... 61
References ……………………………………………………………. 73

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UNIT 1. WHAT IS NEGOTIATING

Warm-up activity
Have you ever...
 bargained with a boss for a raise in pay, a better office
location, or other positive changes in working
conditions?
 tried to make your supervisor reconsider the deadline
for the project that desperately needed certain
improvement?
 hesitated to ask questions because you did not want to
be seen as uninformed or not properly prepared?
 in a personal relationship, tolerated abusive behaviour
from another person because you:
1) felt uncomfortable confronting the person,
2) felt you might not be able to express yourself properly, or
3) didn't want to hurt the other person's feelings even though that persons actions were hurting
you?
 been rather persistent or even rude while supporting your idea in a discussion or argument?

If you answered yes, then, please, give more detailed information about the variants that you
have chosen:
 What was the exact situation?
 What did you do, how did you tackle the issue?
 How would you describe your relationship with the other person following the situation?

The responses that you provided speak volumes about your abilities to deal with difficulties,
tensions, challenges and tough issues. The above-mentioned conflict-resolving processes and skills
refer to the area of negotiations.

This unit provides you with the basic notion, conceptions, goals and objectives of
negotiations. It aims at developing your negotiation awareness, your understanding of the
complicated nature of negotiating process.

ACTIVE VOCABULARY
1. (to) negotiate вести переговоры, договариваться, обсуждать
условия, улаживать дело, торговаться
2. negotiation переговоры, ведение переговоров, обсуждение
условий, согласование
3. negotiator участник переговоров, представитель стороны в
переговорном процессе, посредник, член делегации
4. negotiable возможный для обсуждения; предмет обсуждения,
торга; являющийся или могущий стать предметом
сделки; обсуждаемый
5. agenda повестка дня, порядок действий, программа
действий, список важных вопросов, идей, планов
6. argument спор, дискуссия
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7. (to) bargain торговаться, договариваться, оговаривать, заключать
сделку, вести переговоры
8. (to) compromise пойти на соглашение, идти на уступки, изыскивать
компромиссные решения
9. (to) persuade убеждать, уверять, склонять к чему-либо, сманивать,
уговаривать кого-то на что-то, улещивать.

READING

Reading task 1
Read the titles of two texts. Try to guess what the general ideas of the texts are, what
points are considered.

DAY-TO-DAY NEGOTIATING AGENDA

People negotiate every day. During an average day, they may negotiate with
 the boss, regarding an unexpected work assignment;
 subordinates, regarding unexpected overtime;
 a supplier, about a problem with raw materials inventory management;
 a banker, over the terms of a mortgage loan;
 a government official, regarding the compliance with environmental regulations;
 a real estate agent, over the lease on a new countryside house;
 his/her spouse, over who will walk
the dog;
 his/her child, over who will walk
the dog (still an issue after losing
the previous negotiation); and
 the dog, once out, as to whether any
“business” gets done.
In short, negotiation is a common,
everyday activity that most people use to
influence others and to achieve personal
objectives. In fact, negotiation is not only
common, but also essential to living an
effective and satisfying life. We all need
things – resources, information,
cooperation, and support from others. Others have those needs as well, sometimes compatible with
ours, sometimes not. Negotiation is a process by which we attempt to sort of influence others to
help us achieve our needs while at the same time taking the needs of those people into account.
Compromising as a part of negotiating process is a fundamental skill, not only for successful
management but also for successful living.

(Roy J. Lewicki, David M. Saunders, Bruce Barry.
Preface to “Negotiation: Readings, Exercises
and Cases”)

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LIFE IS A SERIES OF NEGOTIATIONS

You negotiate all day, every day, from the time you wake up to the time you go to sleep.
Agenda is diverse. Negotiable matters are plenty. Contract terms and
conditions. Hiring, managing performance, and firing. Defining deadlines,
scope, and deliverables. Collecting fees. Seeking alignment about business
strategy. Enlisting stakeholders. Creating partnerships and joint ventures.
Dissolving them. You make offers, counteroffers, agreements and settle
arguments. You say yes. You say no. You stall for time.
Finally, lunch.
When you go home, the negotiations continue. Over
buying a new car, switching carpool days, or how much
screen time the kids are allowed. Daily negotiating
decisions can be extremely important: which medical
advice to follow; how much to spend or save; how long
your aging parents can live at home; whether to stay
together.
Generally, negotiating is the way we get things done.
One of my clients told me, “my toughest negotiations are
with my dog”.
If you are like most people, when you think about negotiation, then you picture people talking
to “the other side.” Whatever they do, negotiators are people trying to promote their approaches and
persuade other people of their point of view.
(Erica Ariel Fox. Harvard Business review)

Reading task 2
Do the following tasks and answer the questions.

1. Skim the two texts. Identify the main ideas expressed in both texts. Are they similar or there
is something that makes them a bit different?
2. What approaches do you share? Why?
 The idea expressed in the first text where negotiation is seen as an “attempt to influence
others” or
 the idea promoted in the second text where negotiation is viewed as a “try to persuade other
people”.
3. Say what negotiating items are in your daily diary. What were your toughest negotiations
ever? Why?
4. Have you ever had troubles while negotiating with your pets?

Reading task 3
Scan the texts and say whether the following statements are true (T), false (F) or not given
(NG). Develop the ideas suggested.

1. Issues can be negotiable only in the case if other parties have needs, which are not
compatible with ours.
2. Day-to-day people negotiate about many things as e.g. how many bonuses should be given
to the best team performers.
3. Negotiations are everlasting, they never stop, they just move from business sphere to our
private life.
4. Negotiating is not merely a habitual standardized process; it is a vitally important part of our
life.

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Reading task 4
Familiarize yourself with the etymology of the term. Do you remember the titles of some
books, movies or songs where the word “negotiator” appears? If yes, say how the word
contributes to the general message of this book, movie or a song.

“Negotiation” derives from the Latin word negotiare meaning “to do business, trade, deal” and
this original commercial sense is retained in many modern languages so that, for instance, negozio
in Italian is a shop, negocios in Spanish is business. In contemporary English, “negotiate” evokes a
can-do, commercial world in which pragmatic individuals exchange views in order to arrive at a
mutually satisfactory arrangement.

Reading task 5
Read the second part of the Erica Ariel Fox’s story about her negotiation-related
experience at Harvard Law School. Think about the title for this part of the text.

… That is only half the story.
After nearly 20 years of teaching negotiation at Harvard Law School, and the same years spent
advising and training thousands of executives, public sector leaders, consultants and lawyers from
all over the world, I see things differently.
Actually, the most important negotiations we have – the ones that determine the quality of our
lives and the impact of our actions – are the ones we have with ourselves. Learning to communicate
well and to influence other people are essential skills in business. But even more fundamental to
your success is learning to negotiate effectively with
yourself.
Negotiating with yourself?
Yes. Better results, stronger relationships, and more
of life’s deeper rewards, all come from learning to
negotiate with yourself.
At first, this sounds strange. Can you talk to
yourself without being crazy? Can you disagree with
yourself? If you have an argument with yourself, who
wins?
At the start of my leadership development
programs, I ask people for examples of “negotiating with yourself”. It is not hard to brainstorm a
list once you think about it.
People usually come up with personal examples first: Should I eat the ice cream or stick to my
diet? Make a scene with the garage for charging more than the estimate, or just pay the bill and
move on? Should I raise that difficult topic today – or wait? Accept a “friend” request from my
college nemesis, or have 25 years not removed the sting?
Soon, the list of topics grows more serious, and turns to work:
1. My plate is completely full, but my boss just asked me to start a new project. There is no
particular glory in it. Do I say yes to please her?
2. I want to approach my colleague who is back from bereavement leave, but then I tell myself
it is none of my business.
3. My client is pushing me hard to do something questionable. Technically speaking, it is not
against the written rules. On the other hand, it feels a bit unethical. Should I say no?
4. We are nearing our fundraising target, but we are not quite there. Our biggest donor said I
could ask him for more money if we fell short, but I feel awkward going back to him again.

(Erica Ariel Fox. Harvard Business review)

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Reading task 6
Summarize the text using the questions given below as a plan.

1. What categories of people are trained at Harvard Law School?
2. Has the author changed her attitude to the priorities in teaching negotiations or
her focuses shifted? How?
3. What two categories do all negotiations fall into, according to the author?
4. Does the idea of “negotiating with yourself” sound weird or is it a common place?
5. Is it a simple thing to brainstorm a list of “self-negotiations”? What are habitual ideas
that come to mind first?
6. How do the further ideas about “negotiating with yourself” evolve?

SPEAKING
Speaking task 1
According to your life background and professional experience, develop your own
list of “more serious” negotiating-with-yourself topics, based on Erica Ariel Fox’s ones.

Reading task 7
Read the following interpretations of the notion of negotiations. Taking into account all
you know about negotiating process, all that you have already read, heard or practiced
yourself related to this phenomenon; what conception seems the most complete and
reasonable to you? Why? Justify your choice.

Negotiation is
 a process of combining divergent positions into a joint agreement under a decision rule
of unanimity (Wikipedia);
 a formal discussion between people who have different aims or intentions, especially
in business or politics, during which they try to reach an agreement (Collins dictionary);
 a bargaining process between two or more parties (each with its own aims, needs, and
viewpoints) seeking to discover a common ground and reach an agreement to settle a
matter of mutual concern or resolve a conflict (Business Dictionary);
 a process that speakers go through to reach a clear understanding of each other (British
Council);
 a method by which people settle differences (Joe Pirzadeh, an American entrepreneur
and business negotiator);
 a dialogue intended to reach an understanding, resolve a point of difference, or gain
advantage in outcome of dialogue, to produce an agreement upon courses of action, to
bargain for individual or collective advantage, to craft outcomes to satisfy various
interests of two people/parties, etc. (Dan Buettner, an American National Geographic
and New York Times bestselling author, explorer, educator and public speaker);
 a ubiquitous social activity used to accomplish many important tasks including making
deals, resolving disputes, allocating resources, making decisions, and solving problems
(David Lax and James Sebenius, American business negotiation theorists);
 the ability to seek favourable compromise, when each party will give a little, in order to
get a little (Sir Winston Leonard Spencer-Churchill, a British Prime Minister);
 the art of deception where a negotiator must be a great liar…., a deceitful man who will
always find plenty who are ready to be deceived (Niccoló Machiavelli, an outstanding
Italian diplomat).

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Speaking task 2
Summarize the ideas based on different approaches to the nature of negotiations and
come up with your own notion of the negotiation. Is it
 a process,
 a method,
 a dialogue,
 an art,
 an ability,
 an activity,
 a discussion,
 a tool,
 your own variant? Give your reasons.

Reading task 8
Think about the goals and objectives in the negotiation process. Try to identify as many as
possible. Is it possible to divide them into some categories?
Read the text and compare your results with the information given below.

IMPORTANCE OF GOALS IN NEGOTIATION

All negotiators come to the table with a set of interests, which usually fall into two main
buckets: common and specific. Consequently, goals and
objectives must be differentiated accordingly.
For a negotiation to succeed, you need a clear sense of
what you want the outcome to be. If you do not have
defined goals in mind, you are unlikely to come away from
negotiations with the outcome that is best for your
business. Entering a negotiation with specific goals, as well
as clear understanding of your next best alternative, puts
you in a stronger position.
Be SMART
Whenever possible, set SMART goals – Specific,
Measurable, Achievable, Relevant And Time-bound.
The more you can clarify your goals, the more likely
it is you will get them. For example, if you are
looking for something vague such as “I want my
seller to lower his prices,” then 1% decrease would
technically achieve those goals, but it might not do
enough for your bottom line. On the other hand,
asking the seller to cut his price in half likely is not
attainable. Do your homework to come up with a
realistic assessment of what you can get and enter
negotiations with that figure in mind.
Prioritize Your Objectives
Many negotiations have more than one objective
desired on each side of the table. If you are
negotiating terms with a seller, for example, your
primary goal may be to decrease your costs and
increase responsiveness, but you might care less
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about specific payment terms. Your seller might want to get more of the contract funds up front
more than it wants a raise. Prioritizing goals lets you know what is most important to you and what
you can compromise on.
Tangible vs. Intangible
Negotiations start with tangible goals, like those determined by the SMART goal framework.
That keeps the focus on what is best for the deal and business. But those involved in a negotiation
also may have intangible goals. For example, if a manager has been criticized for “losing” past
deals with a union, he may enter negotiations with the intangible goal of being seen as the winner.
This could influence him to take a confrontational pose even if an early offer would otherwise be to
his liking. A company with a negative history of harming the environment may enter a negotiation
with the local government with a goal of enhancing its reputation, even if that means making a less-
advantageous deal on other terms.
Determine Opponent Goals
While it is natural to focus on your own goals, it is also worth analyzing those of your
opponent. That way, it is easier to look for common ground and find win-win outcomes. If that is
not possible, at least that will give you a better sense
of what the other side’s desired outcome is. One way
of determining what the other party really wants is to
make two or three offers, of approximately equal
value to yourself, that emphasize different aspects of
the proposal and see which one is more attractive to
them. If your seller seems much more interested in
getting more money up front as opposed a larger total
sum spread out over a longer period, that’s a useful
goal to know.
Know Your BATNA (and WATNA)
Enter every deal knowing your Best Alternative
To a Negotiated Agreement – “BATNA”. That helps you decide how aggressive to set your goals
and how firm you can be in sticking to them. If your BATNA is acceptable, such as when you have
another interested seller ready to commit at an attractive price, you can strike a hard bargain. On the
other hand, if your BATNA is poor, your lower-priority goals may have to fall by the wayside on
your way to an agreement. Consequently, the negotiator is to be well aware of WATNA – the worst
alternative that can threaten the success of negotiations. This variant must be avoided at all costs.
(Craig Berman. Small Business)
Reading task 9
Find out the key words in every paragraph of the text. Outline the general idea of each
goal category based on the key words selected.

Reading task 10
Answer the questions by choosing the correct variant according to the information in the
text.
1. Smart goals refer to
a) selecting only clever options out of the overall list of goals and objectives
pursued by the company;
b) advanced technological level of goals set;
c) the abbreviation summarizing efficiency criteria of goals.
2. You should enter negotiations if
a) you have made a very general rough assessment of the possible result, having a
vague idea about the bottom line;
b) you have prepared properly, having analyzed and evaluated all data possible,
having in mind particular rational target;
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