By Andrew Hupert由郑家富hupert

Management consultants and academics who look at negotiation sometimes place counterparties on a matrix of 2 dimensions – concern for others’ goals and concern for one’s own goal. 管理顾问和学者，看看谁在谈判对手的地方，有时就一个矩阵2尺寸-关心别人'的目标和关注，为自己的目标。

Competitive negotiators care only about their own needs and nothing for the counterparties. 竞争谈判只关心他们自己的需要和没有为对手。 They are Win-Lose negotiators.他们是双赢的失去谈判。

Accommodators are those that care more about their counterparty’s needs than their own. accommodators是那些更加关心他们的对手的需要，比对自己的。 Salesmen with important clients fit into this category of Lose-Win negotiators.推销员与重要客户适合到这一类失去双赢的谈判。

Compromisers are the ones that try to work out differences and arrive at an equitable distribution of scarce resources. compromisers是那些尝试工作的分歧和达成一项公平的分配稀少的资源。 They look Win-Win, but many negotiators consider them Lose-Lose.他们期待双赢，但很多谈判代表认为他们双输。

Avoiders are those that prefer not to negotiate at all. avoiders是那些不喜欢谈判在所有。 Anyone who has told you that your idea violates company policy or that the boss who makes that decision is out of town for the next 6 weeks may be a great example of an Avoider.任何人谁告诉您，您的想法是违反公司的政策，或老板，谁使这一决定是出于城市为未来六周可能是一个很好的例子，一avoider 。

Collaborators make up the last category – and these are the guys who want to push envelopes and think outside of boxes to build new business. 合作者弥补最后一类-这些都是球员谁不想把信封和认为，外箱，建立新的业务。 If you want to buy a couple of household items and the counterparty wants to start a manufacturing JV with an R&D center, then he is probably collaborative in his approach.如果您想要购买一对夫妇的家庭用品和对手要开始一个以制造业的合资企业与研发中心的话，他可能是协同在他的做法。 They talk Win-Win but if they don’t have the resources or capacity to follow through they can actually be huge drains of time, cash and patience.他们谈双赢，但如果他们没有足够的资源或能力的后续通过他们其实是可以庞大的排水渠的时间，现金和耐心。

You will meet each of these negotiating archetypes in China – but things will not be quite what they seem.您将每年举行一次，这些谈判的原型在中国-但事情不会很什么，他们似乎。 Two cultural factors influence how each negotiating style will appear in China:二，文化因素的影响如何，每个谈判作风，将出现在中国：

1) Relationships are currency to Chinese negotiators, and the banquets, dinners, KTVs and visits are not just meeting places – they are deal points. 1 ）关系是货币，以中国的谈判，以及饮宴，晚餐， ktvs和访问不仅是会议的地方-他们是处理点。 Refusing to participate is insulting – but letting them make the arrangements all the time reinforces the notion that you are playing on their home court (ie: weak, ignorant and vulnerable). 拒绝参加是侮辱-但让他们作出安排任何时候都巩固了概念，即您正在播放其住所法院（即：软弱，愚昧和脆弱） 。

2) They all had read Sun Tzu’s “Art of War” in junior high and now swear that it governs the placement of every delicate strand of their grand strategy. 2 ）他们都看过孙子的“孙子兵法”在初中和现在宣誓，它执政的位置每一个微妙的钢绞线他们的大战略。 In fact the only thing many of them remember from the book is the part about deception being a good tactic. 事实上是唯一的事很多人记得，从本书是部分被欺骗了良好的策略。

What impact does this have on Chinese negotiating style?什么样的影响，这是否已对中国的谈判风格？

Competitors will often appear to be very accommodative – offering to bend over backwards to help you. 竞争对手往往会出现非常宽松-提供以弯腰向后，以帮助您。 They may even be very flexible on certain issues – particularly schedules, timetables, sales targets and other things that can’t be easily enforced later.他们甚至可能会非常灵活，在某些问题上-特别的时间表，时间表，销售目标和其他的东西，不能轻易实施。 Don’t fall into the trap of negotiating solely on price with competitive counterparties – access to information and audited financial data, quality standards, supply chain and personnel issues are what will make or break your deal with these sharks.不落入陷阱的谈判仅仅在价格上具有竞争力的对手-获得信息和经审计的财务数据，质量标准，供应链和人事问题是什么，或将打破您处理这些鲨鱼。

Accommodators exist in China, but you have to be doubly careful here. accommodators存在，在中国，但你必须加倍小心，在这里。 Beware of counterparties who look helpful but are really plotting to slaughter you for your gold fillings.提防对手谁看帮助，但真正策划屠宰您的黄金填充材料。 But wolves in sheep’s clothing aren’t your only problem here.但狼对羊的衣服是不是你唯一的问题在这里。 In China kindness can kill as passive colleagues and counterparties smile and nod as you blunder into disaster.在中国的爱心，能杀死作为被动的同事和对手微笑和点头，因为你的失误纳入灾害。 In Shanghai and Shenzhen the situation has gotten better, but you still shouldn’t assume that people will warn you about mistakes and dangers that are obvious to everyone else.在上海和深圳的情况得到了更好的，但你仍然不应假设人会警告您的错误和危险是显而易见的其他所有人。

Compromise is an integral part of China’s consensus-oriented culture and your counterparty may look like he’s really searching for a fair solution. 妥协是中国领土不可分割的一部分的共识，为本的文化和你的对手可能会像他的真正寻求一个公平的解决办法。 It’s possible – but he also may have anticipated your naïve willingness to sign a deal and will employ the meet- in-the-middle” technique more commonly seen at one of China’s many ‘fake markets’.它的可能-但他也可能有预期您的天真愿意签署一项协议，并会聘请符合-在- -中“技术更常见的在一个中国的许多'假的市场。 Here they set a price 400% above their real target, and will try to compromise you down to a mere 200% overcharge.在这里，他们订出一个价格400 ％以上，他们真正的目标，并会尽量妥协，你下降到只有200 ％滥。 Don’t start negotiating when they call out a number.不展开谈判，当他们呼唤一个号码。 Learn the market and control the parameters of the discussion at the start.了解市场和控制参数的讨论开始。 (Ie: Just because they say 500 doesn’t mean you are required to shout back a counter offer.) （即：只因为他们说， 500并不意味着你必须喊回了反提供） 。

Avoiders are common in China, and are most likely to show up in the middle of modern international corporations and the heads of State Owned Enterprises. avoiders在中国很常见，最有可能出现在中东的现代国际企业和国家元首的国有企业。 China’s Imperial legacy lives on in its bureaucracy, and you may find it extremely difficult to meet the real decision-maker face-to-face.中国的帝国遗产的生命就在其官僚作风，而且您可能会发现它非常困难，以满足真正的决策者面对面。 Every situation is unique and it may be worthwhile for you to pursue some long-shots…BUT if you can’t get a satisfactory answer to basic questions before you sign a deal you’re probably going to have a lot more trouble afterwards.每一种情况是独特的和可能值得你追求一些长期的镜头… …但如果你不能得到一个满意的答复，以基本问题之前，你签署一份处理您可能去有很多更多的麻烦。

Collaborative negotiators are your greatest hope and your worst fear in China. 合作谈判是您最大的希望和您的最大忧虑，在中国。 On the one hand a true value-adding partner can open doors and supply vital market information.在一方面一个真正的附加价值的合作伙伴可以打开车门和供应的重要市场信息。 The problem is that lots of Chinese counterparties like to talk like the boss even if they don’t have the power to back it up.问题是，大量的中国对手想谈的一样，老板，即使他们没有权力将它备份起来。 The result is a lot of big plans that don’t ever amount to anything.结果是一个很大的大计划，千万不要金额的东西。 China novices have been known to build these optimistic notions into internal business plans – and later face disappointed senior managers who want to know what happened to the budding China JV.中国生手已众所周知，建立这些乐观的观念到内部的业务计划-后来面对失望的高级管理人员谁不想知道到底发生了什么，以萌芽，中国的合资企业。 Beware.提防。

Andrew Hupert,郑家富hupert ， Chinese Negotiation中国谈判