原文：How to negotiate more effectively with anyone

作者：Penelope Trunk

翻译：OneLeo

During my first job interview, my mom drove me to 31-Flavors while we practiced interview questions.

在我第一次找工作参加面试的时候，我妈妈开车带我去31-Flavor进行面试练习。

One question we did not practice was “How much money are you expecting?”

我们没有练习过的一个问题是：你期望拿多少钱？

When the ice cream store owner asked, I said, “Well, my parents are cutting off my allowance for the summer so I’d like twenty dollars a week.” That seemed like a lot because I wouldn’t need money for school lunches.

当这个冰激凌店店主问我这个问题时，我回答：“嗯，我父母从我的津贴中扣掉部分放在夏季里，因此我想一个星期二十美元”这个数字看似很多，因为我在学校吃午饭是不需要花钱的。

Later, my mom pointed out that I gave a number so low that it would have been illegal. In the end, the owner paid me minimum wage for a 40-hour week, and because I had asked for so little at the beginning, by the time I was a doing the job of a manager I was making less than some scoopers.

过后，我的母亲指出来说我给的这个数字太低了，看上去是违法的。最后，店主付了我一周40个工作时的最少薪水，那是因为我在一开始开价太少了，到我做经理的时候， 我赚的钱甚至少于手下。

So I quit, and moved to a pizza parlor where I got extra money for cutting the salami with the machine that cut peoples’ fingers. It wasn’t until later in my career that I realized there are established strategies for salary negotiations, and if you follow them, you will likely get the salary you deserve without risking the loss of a limb.

因此，我放弃了，并且转向一个皮萨店，在这里我可以得到更多的钱做意大利香肠切割机。直到我职业生涯的晚期，我才意识到其实关于薪水谈判是有既定的策略的，如果你能够遵守这些原则，那么你将有可能得到一份你渴望的薪水.

I got a lot of practice doing that in my twenties - having about ten jobs in ten years. I got a sense of who would negotiate and who wouldn’t. I learned to read people in business. And then I realized that you can use these skills for a lot more than just salary.

我在二十几岁的时候得到了很多锻炼，在十年期间里我做了十分工作。我对于谁会谈判而谁不会已经有了一种直觉。我学会了在商务会谈中如何读懂别人，并且我还意识到，其实你可以把这些技能用在更多的场合而不仅仅只是薪水的谈判。

One of my bosses gave me the book Getting To Yes. He said the book would help me manage because every management moment actually has implied negotiations.

我有一个老板送给我一本书：Getting To Yes。这本书将会对我的管理有益，因为任何一个管理的时刻都相当于一个隐含的谈判。

When I went to couples therapy with my husband, the therapist assigned us reading. (Who knew therapist assigned books?) But guess what it was? Getting to Yes.

当我和我的丈夫去参加夫妻疗法时，这个治疗师安排我们读书。（谁知道他会给什么书？）猜猜怎么着，这本书就是Getting To Yes。 

It was a great idea. Because then instead of paying a therapist to entertain our insane ideas of changing each other. We learned how to make the other person feel happy about giving us what we want by making sure that they get something, too.

这个主意不错，与其付给这个医生用一些娱乐的疯狂的主意来改变我们倒不如这样读一本书。我们学到如何让对方给我们我们想要的东西却感到开心——他们也得到了某些东西。

So I was excited when I had the opportunity to interview the author of Getting toYes, William Ury. He’s director of the Global Negotiation Project at Harvard, and his new book is The Power of a Positive No: How to Say No and Still Get to Yes. Here are his five best tips for doing well in negotiations.

因此当我有机会能够拜访Getting To Yes 的作者William Ury 时，我是异常兴奋的。 他是哈佛全球谈判项目的导师，并且他的一本新书：The Power of a Positive No: How to Say No and Still Get to Yes 中有5个对我们谈判的最好的提醒。

1. Take a break.
Ury calls this “going to the balcony” in order to get a big picture handle on what’s going on so that you are not getting too worked up over irrelevant details. He says, “When we negotiate when we’re angry we give the best speech we’ll ever regret.”

1. 稍事休息

Ury 把这称为“走向阳台”，为了能够使我们对于正在发生和讨论的事情有一个更好的图画表现出来，以至于你不会被一些毫不相干的细节所累。他说：“当我们在生气时进行谈判，我们会说出令我们后悔一辈子的话。”

2. Know your BATNA.
This is negotiator-speak for “best alternative to a negotiated agreement.” That is, if you have to walk away, what’s the best you can get? This tells you how much power you have in negotiations. The person who needs the agreement the least has the best BATNA and the most power.

2. 知道你自己的BATNA

如果，你输了，你还能得到什么？这个说明在谈判中你有多少优势。越是不需要协议的人，越有着更好的BATNA，越是有利。

3. Put yourself in the other person’s shoes.
Ury describes negotiation as an exercise in influence. “You need to change someone’s mind, so you need to know where they are right now.” This means listening more than talking. And the first question to ask is Why. You will hear their needs, but you need to know the underlying cause for the need. For example, if your boss wants you to work a 16-hour day. To negotiate with your boss, you need to understand why - what needs to get done in those hours. Maybe you can get it done a different way.

3. 换位思考

Ury描述谈判犹如是影响力的一个练习。“你需要去改变某人的想法，因此你需要知道他们是怎么想的。”这意味着，要多听少说。而且你要问的第一个问题是为什么？你将会听到他们所想要的，但是你也必须知道他们为什想要这些的原因。举例说明，如果你的老板想要你一天工作16个小时。如果与老板就此事谈论时，你需要弄明白为什么？在这些工作小时里，他们需要你做些什么呢？或许你可以换一种想法去思考。

4. Learn to say no.
“In order to get to the right deal, you need to be able to say no to the wrong deal. Saying no is fundamental to the process of negotiation.” 

Tip from the department of great-if-you’re-him: Warren Buffet once said that he doesn’t understand “getting to yes” because he just says no until he sees a perfect yes. Buffet says you only have to give four or five great yes responses in his work in order to be a billionaire.

4. 学会说不

“为了能够得到一个不错的协定，你需要有能力拒绝一些错误的协定，因此，学会说不是一个谈判过程中的基础。”

great-if-you’re-him小组给的建议是：Earren Buffet 曾经说过，他无法理解“Gettting To Yes”，因为他会一直说“不”直到他认为那是一个完美的“是”。Buffet 说：要想成为亿万富翁，只需要在工作中能说出四，五个关键的“是”。

5. Be clear on your values.
For those of us who might not see a perfect yes, deciding on no is more complicated, and we have to be really clear in our own minds about what we value and what we need. Sometimes a no is surrounded by a deeper yes. For example. You say yes to the values, no to the tactics and yes to going forward. Ury calls this a positive no. But he warns that if you’re in doubt, then the answer if probably no.

What I take away from Ury is that good negotiation is a combination of good self-knowledge and good people skills. And, not surprisingly, this is the combination that gets you a lot of things in life.

There are opportunities in each of our lives to practice negotiations constantly – even, as Web Worker Daily points out, in email. You can do it with a spouse, with a boss, with your neighbor who doesn’t clean the yard. The better you get at the small stuff, the easier the big moments of negotiation will feel.

5. 认清自我价值

对于那些暂时还没有一个完美的“是”，而又踌躇于不知是否说不的人，我们必须弄清楚自己的想法，知道自己的价值和明确自己的需要。有时候一个“不”其实是被一个深深隐藏的“是”而包围的。举例来说：你对对方的价值观是肯定的，对于战略则否定，直到肯定了才会继续谈。因此Ury认为这是一种积极的否定。但是，他也提醒我们如果你在徘徊，踌躇之中，那么答案很可能就是否定的。

因此，我从Ury那里得到了什么呢？我知道一个很好的谈判其实是一个很好的自我认知和良好的人际交往技巧的结合。当然，毋庸置疑，这也是你生活中所经历过的事情的综合体现。

其实，在我们的生活中，总是有无数的机会让我们不断进行谈判练习，甚至，如Web Worker Daily 所指出的，哪怕在写邮件的时候。你可以和你的配偶，和老板，甚至和你那个不清理院子的邻居练习。在小事情练习的越好，在大事情谈判时就越有把握。

译者的话：

谈判时一门艺术，谈判时要沉得住气，要明确自己的价值，明确自己想要达成怎样的协议，在此基础上先听对方的阐述，然后找到切入点，把自己的观点摆出来。毕竟，这是谈判，谈判的最佳结果是达到双赢的状态，而我们如果没有表明自己的立场的话，谈判将会有失偏颇。

原文：How to negotiate when you have nothing to leverage

作者：Penelope Trunk

翻译：OneLeo

You probably know by now that while I go by the name Penelope today, it didn’t start out as my real name. It was a pen name. My editor at Time Warner gave it to me, and the first time I saw it was in a contract. It looked like a good place to start negotiating.

现在你大概明白了我为什么起Penelope这个名字了吧,其实它并不是根据我的真实名字而来的，它只是一个笔名而已。是我在时代华纳时的编辑给我的这个名字，而且我第一次知道这个名字，是因为我要签的这份合同上写的是这个名字。这看起来是需要一场谈判了。

But when asked about writing under a different name my editor said, “When you’re Dominick Dunne you can negotiate with Time Warner.”

但当在我询问是否可以签不同的名字时也就是签我的真实名字时，我的编辑说：“只有当你是Dominick Dunne的时候，你才有权利与时代华纳谈判。”

And herein lays the problem with most negotiations. You are in a great position if you have something to leverage, like, another person willing to give you the same type of deal. This is called your BATNA (best alternative to negotiated agreement). But in most cases, one party has an especially terrible BATNA. In the case of me and Time Warner, if I said no to them, they would have ten million people who would love to write a column for them. If they said no to me, I would not have a column.

那么这便是大多数谈判的问题所在了。当你处于一个很有力的位置时，你手中有王牌的时候，就比如，另外一个人愿意给你同样一种类型的交易。这被叫做达成谈判协议的最佳选择方案BATNA (best alternative to negotiated agreement).。但大多数时，总是由乙方处于谈判地位中的劣势。比如我和时代华纳之间，即使我拒绝了他们，他们还是有无数人愿意给他们写专栏。但是，如果他们对我说了不，那么我将一个专栏都没有了。

Yet most advice about negotiating assumes you have a good BATNA. In an interview I did with William Ury, the author of my favorite negotiation book, Getting to Yes, he said that negotiation is all about knowing your BATNA and knowing the other party’s BATNA and then helping both of you to get what you want.

大多数关于协商谈判的建议假定你都有一个达成谈判协议的最佳选择方案。在一次采访William Ury的过程中，他是我最喜欢的一本谈判书：Getting to Yes的作者，他说：谈判其实就是知道你自己的达成谈判协议的最佳选择方案，并且也能够知道对方的，那么尽量都达到你们想要的最佳方案。

If you think about negotiating from this vantage point, then you can understand why job hopping is okay in today’s market: the BATNA for young people is stronger than the BATNA for hiring managers. Hiring managers are scrambling to hire young people and the young people are quitting faster than human resources can replace them. Meanwhile, the alternatives for young people are increasing - they can live at their parents’ house, they can start their own company, and they can travel. All great alternatives to getting a job at a company.

如果你从这样一个较好的角度来思考谈判的话，你便可以理解为什么跳槽在当今的市场中是被认可的：那是因为年轻人在谈判中的最佳方案比招聘方的方案更强势。经理总是想雇佣年轻人，而年轻人跳槽的速度远远是人力资源无法弥补的。同时， 年轻人的有利条件又在不断增加：他们可以和父母住在一起，他们可以创业，他们还可以旅游。这些都是在企业上班的很好的备选方案。

That said, sooner or later each of us finds ourselves in a situation where we have a really lousy BATNA. I find myself in this position a lot, as a writer. For example, a very large syndicate asked me to write for them. It would have meant having my column run in 400 newspapers at a time when I had about ten newspapers. I sent the contract to my lawyer, thinking he’d just take a quick look and say yes. But he told me that there was a clause that made me essentially unable to write for anyone else. Ever. We tried negotiating and they wouldn’t budge. Of course they wouldn’t. Millions of people want to write a syndicated column. So I had to say no. It was a very hard decision. In hindsight I am thankful for that lawyer, but for years after that, every time I found myself struggling, I worried that I did the wrong thing with the syndicate.

如此说来，我们每一个人早晚都可以找到自己的位置一个达成谈判协议的最佳方案。 正如我发现自己作为作家这个职位一样。例如，一个很大的联合企业邀请我替他们写文章。那将意味着我可能会在400分报纸中拥有我的专栏而那个时候我只有10份报纸。于是，我把合同发给我的律师，本以为他会很快速的浏览一下并同意。但是没有想到，他告诉我合同中有一个条款对我有本质上的影响，那便是我不能再给别人写专栏。然而，我们也一直试图协商，但是终未有结果。当然是他们不愿意。成千上万的人想写这个企业联合专栏，而我也不得不拒绝了。当然，做这个决定是非常艰难的。以后见之明来说，我还是要感谢那个律师，但是几年过去了，每次当我觉得我走投无路时，我总是怀疑当时自己做了一个错误的决定。

When Yahoo offered me the chance to write for them, they gave me a difficult contract. I gave it to the lawyer and the lawyer was very frank: It’s not a great contract, but it’s a great opportunity, and you should take it. So we talked about some things I could try asking for that would not be that hard for Yahoo to give on, just to be nice. I gave Yahoo a short list, they picked a few things, and I signed.

当雅虎给我一个写专栏的机会时，他们也给了我一个很苛刻的合同。我把它给了律师，律师很坦率：这虽然不是一个很好的合同，但却是一个不错的机会，你可以试试看。因此我们就谈论了一些关于雅虎给我的合同条款，并且我给了雅虎一个清单，他们也同意了几条，于是我就签了合同。

So what have I learned from all this? If one person has a great BATNA and the other has a terrible one, it’s not really negotiations; it’s trying to get a little something extra. It’s asking for a favor. If you approach negotiations from this perspective then you are much more likely to get a little bit of what you want.

那么，我从这里学到了什么呢？如果一个人有着很好的达成协议谈判的最佳方案，而另一个人却没有，这就算不上谈判；那是一种乞求。如果你从这个角度来进行谈判的话，你还是有可能得到一点点你想要的。

Figure out where your counterpart might be willing to give a little. Even if your BATNA clearly stinks, most people you negotiate with will be willing to give a little just to create some good will for the working relationship you are establishing.

找到对方在何处可能会有一点点让步。即使你的方案明显很烂，大多数和你谈判的人还是会愿意稍微让步一点以便未来可以和你建立一个良好的合作关系。

So you can read all the negotiation advice in the world, but if you have a terrible BATNA, what you really need is advice about how to ask for a favor. And, ironically, the advice for asking for a favor is the same advice for negotiating: Know what is most important and least important to both parties.

因此你可以阅读世界上所有有关于谈判的建议，但是如果你有一个糟糕的方案，你最最需要的是对如何乞求的建议。其实，这个建议其实也是对于如何进行谈判的建议：要弄清楚对于谈判双方什么是最重要的而什么又是最不重要的。

译者的话：

其实，我们的生活中时时都需要谈判的，商场上与竞争对手的谈判，职场上与面试官的谈判，生活中与自己的谈判。而在这些谈判中，我们究竟是出于劣势还是优势地位？

出于优势地位固然很好，我们可以充分发挥有利资源，打一个大胜仗。可是，往往很多时候，我们总是处于劣势，比如找工作时的谈判，因为需要工作的人实在太多太多，所以，这么位置对我们来说看上去就比较有吸引力。而当我们处于极端劣势的时候如何进行谈判呢？原文作者以她亲身经历的一件事情，来向我们阐述：这个时候不要全然拒绝，而是认真考虑对方可能让步的条件，从这些条件入手得到你可以得到的一些权利和利益。而这些，利益对于对方来说并不止于构成威胁，可是，却也可以让我们的完全被动的地位，变得主动。

关于，谈判的技巧，我想我们是需要多多补充和学习。

下面是译者从网上搜索的一些关于提高谈判技巧的相关文章，书和链接，希望能够对大家有所帮助：

http://www.35wl.com/TanPan/jiqiao/ （商务文库-商务谈判-谈判技巧）

http://www.5ucom.com/Special/tp/ （无忧商务，谈判技巧相关电子书）

《商务谈判英语》

《商务谈判技巧》