1、deterrence

deterrence發(fā)音

英：　　美：

deterrence中文意思翻譯

常見釋義：

n.威懾；妨礙物；挽留的事物

deterrence雙語使用場(chǎng)景

1、Osama bin Laden has no interest in deterrence or other forms of deadly bargaining.───奧薩馬-本-拉登（OsamabinLaden）對(duì)于威懾或其它形式的殊死談判毫無興趣。

2、For the moment, deterrence keeps the peace.───目前，威懾維持了和平。

3、NATO insiders say that some member countries have begun to see BMD as an alternative to nuclear deterrence, not as a complement to it.───北約內(nèi)部人士表示，一些成員國不再將BMD系統(tǒng)看成是核威懾力量補(bǔ)充，而是其替代品。

4、Designed as an act of deterrence against North Korea, it has turned into something of a battle of wills with China.───演習(xí)的本意是威懾朝鮮，但實(shí)際上已變得有點(diǎn)像是與中國的意氣之爭(zhēng)。

5、Was that enormous number crucial to deterrence, knowing that it was many times what is required for mutually assured destruction?───既然知道該庫存量已經(jīng)遠(yuǎn)遠(yuǎn)超過相互摧毀所需的數(shù)量，這一龐大的數(shù)字對(duì)威懾力真有那么重要嗎？

6、For the moment, deterrence keeps the peace. But a peace maintained by deterrence alone is a frail thing.───當(dāng)前，雖然威懾力量保持了和平，但由威懾單獨(dú)支撐的和平總歸是脆弱的。

7、But the concept of deterrence depends on the threat of certain retaliation that would cause a rational attacker to think twice.───但是，防御的概念是基于確定的報(bào)復(fù)行為威脅之上的，而發(fā)動(dòng)報(bào)復(fù)行為時(shí)，理智的襲擊者都會(huì)考慮再三。

8、That doctrine is deterrence.───這一軍事理論就是威懾。

9、Even deterrence, however, does not always work.───然而即使是威懾，也不總是有效的。

deterrence相似詞語短語

1、nuclear deterrence───核威懾

2、商務(wù)英語談判

商務(wù)英語談判

　談判是指除正式場(chǎng)合下的談判外，一切協(xié)商、交涉、商量、磋商等等，都可以看做談判以下是我為大家整理的商務(wù)英語談判，歡迎閱讀，希望大家能夠喜歡。

　商務(wù)談判的原則

　何謂商務(wù)談判?談判是人們?yōu)榱藚f(xié)調(diào)彼此之間的關(guān)系，滿足各自的需要，通過協(xié)商爭(zhēng)取達(dá)到意見一致的行為和過程。

　Negotiation takes place between human beings. It is the most common form of social interaction. Almost everybody in the world is involved in negotiations in one way or another for a good part of any given day. People negotiate over where to go for dinner, which movie to watch or how to split household chores.

　Negotiation, in its modern sense, is defined in The Roots of Sound Rational Thinking as follows: the ability to deal with business affairs, to arrange by discussion the settlement of terms, to reach agreements through treaties and compromise, and to travel through challenging territory. All of these suggest a purposeful effort to resolve problems through talking and intellectual maneuvering. Negotiation includes consultation, bargaining, mediation, arbitration, and sometimes, even litigation.

　Competitive style To try to gain all there is to gain

　(競(jìng)爭(zhēng)式談判)

　Accommodative style To be willing to yield all there is to yield

　(通融式談判)

　Avoidance style To try to stay out of negotiation

　(回避式談判)

　Compromising style To try to split the difference or find (妥協(xié)式談判) an intermediate point according to some principle

　Collaborative style To try to find the maximum possible (合作式談判) gain for

　both parties----by careful

　exploration of the interests of all parties----and often by enlarging the pie

　Vengeful style To try to harm the other

　(報(bào)復(fù)式談判)

　Self-inflicting style To act so as to harm oneself

　(自損式談判)

　Vengeful and self-inflicting style To try to harm the other and also

　(報(bào)復(fù)和自損式談判) oneself

　People who go for the competitive style are known as hard-bargaining negotiators. They start off with outrageous

　demands, using threats and other tactics to get what they want. One side typically starts out high and the other low. After several rounds of offer and counter-offer, the negotiators end up “splitting the difference”. In this form, negotiation is viewed as a game where each side tries to get the best deal for themselves. Neither side exhibits concern for the other side.

　1.1 Principle of Collaborative Negotiation

　合作式談判的原則

　Ⅰ. Collaborative Negotiation

　Negotiation can also assume the form of collaborative style. It involves people with diverse interests working together to achieve mutually satisfying outcomes. Collaborative negotiation is known by many names. Some popular names include “problem-solving negotiation”, “consensus-building negotiation”, “interest-based negotiation”, “win-win negotiation”, “mutual gains negotiation”, and so on. The goal of collaborative negotiation is to manage the dispute so that the outcome is more constructive than

　destructive. A destructive outcome results in damages and involves exploitation and coercion. A constructive outcome fosters communication, problem-solving, and improved relationships.

　● The negotiation parties have both diverse and common interests.

　● The common interests are valued and sought.

　● The negotiation process can result in both parties gaining something.

　● The negotiating arena is controlled by enlightened self-interest.

　● Interdependence is recognized and enhanced.

　● Limited resources do exist, but they can usually be expanded through cooperation and creativity.

　● The goal is a mutually agreeable solution that is fair to all parties and effective for the community/group.

　The collaborative negotiation focuses on interests rather positions. Integrative solutions are obtained by understanding other’s self-interests, not by jostling for positions.

　The collaborative negotiation places value on relationship. It requires trust and relies on full disclosure of relevant

　information.

　The disadvantages of this approach are:

　● It may pressure an individual to compromise and accommodate in ways not in his best interest.

　● It avoids confrontational strategies, which can be helpful at times.

　● It increases vulnerability to deception and manipulation by a competitive opponent.

　● It makes it hard to establish definite aspiration levels and bottom lines.

　● It requires substantial skill and knowledge of the process.

　● It requires strong confidence in one’s perceptions regarding the interests and needs of the other side.

?、? Principled Negotiation

　In this form, each side of the negotiating parties attempt to meet the other side’s interest as well as their own. By thoroughly understanding their own interest as well as the other’s, both sides are often able to arrive at solutions neither alone could have envisioned or made possible. In this type of negotiation, each side recognizes and accepts the legitimate interests of the other side and they are committed to dealing with differences constructively in order to advance their own self-interests. This has been called “collaborative principled negotiation”, a concept set forth by Roger Fisher and William Ury in their book Getting to Yes: Negotiating Agreement Without Giving In.

　Principled negotiation is particularly oriented to collaborative negotiations. However, it can be used in competitive negotiations and in other aspects of conflict management. It is a method that is centered around four considerations (PIOC):

　● People: Separate the people from the problem.

　● Interests: Focus on interests, not positions (interests always underlie positions).

　● Options: Invent options for mutual gains.

　● Insist on using objective criteria.

　1. Separate the people from the problem Fisher and Ury pointed out that “negotiators are people first”. There are always relational and substantive issues in

　negotiation. The relational issue tends to become entangled with the problem and the positional bargaining puts relational and substantive issues in conflict with each other. Fisher and Ury suggested that the negotiators separate the relationship from the substance and deal directly with the people problem.

　It is a feasible to deal with a substantive problem and maintain a good working relationship between negotiating parties. People problems are usually caused by inaccurate perception, inappropriate emotions and poor communication. In order to deal with those problems, three techniques are recommended for both parties to follow: A. Establish an accurate perception.

　● Conflict, very often, is not caused by what happens, but by how people perceive what happens.

　● Increase the capability of each party to see the other side’s point of view (for example, by reversing roles).

　● Avoid blaming the other party for your problems.

　● Discuss each other’s perceptions of the problem.

　● Get the other party to participate in the mutual activities.

　● Seek to make negotiation proposals consistent with the other party’s values.

　B. Cultivate appropriate emotion.

　● Your emotion affects that of the other party.

　● Recognize and understand emotions of both parties.

　● Make emotions explicit and legitimate.

　● Allow the other party to let off steam.

　● Stay calm with the other party’s emotional outbursts.

　C. Strive for better communication.

　● Negotiation is a process of communicating between parties for the purpose of reaching a joint decision.

　● Be an active listener and acknowledge what is being said.

　● Speak to be understood.

　● Avoid criticism that may hurt the other party’s feelings.

　● Speak for a purpose.

　2. Focus on interests, not positions

　In such a case, negotiators need to distinguish between interests and positions and focus on interests not positions. A position is what you want or must have. An interest is why you want what you want. Positions can be thought of as a one-dimensional point in a space of infinite possible solutions. Positions are symbolic representations of a participant’s underlying motivating interests. In negotiation, there are many kinds of interests: multiple interests, shared interests, compatible interests and conflicting interests. Indentifying shared and compatible

　interests as “common ground” can be helpful in establishing a found for additional discussions. “Easy points of agreement” can be indentified and the principles underlying those easy points of agreement can often be extrapolated to help

　resolve other issues. Methods for focusing on interests instead of positions are as follows:

　A. Identify the self-interests.

　● Explore and recognize the interests of the other party that stand in your way.

　● Examine the different interests of different people on the other side.

　● Respect your counterparty as human beings and recognize the needs and interests that underlie their positions. B. Discuss interests with the other party.

　● Give your interests a vivid description. Be specific.

　● Demonstrate your understanding of the other party’s interests and acknowledge them as part of the overall problem

　that you are trying to solve.

　● Discuss the problems before proposing a solution.

　● Direct the discussion to the present and the future. Stay away from the difficulties of the past.

　● Be hard on the problem but soft on the people.

　3. Invent options for mutual gains

　Here are the steps for overcoming the obstacles and developing multiple solution options: A. Separate the act of inventing options from the act of judging them.

　● Run a brainstorming session.

　☆ Before brainstorming:

　■ Define your propose----what you would like to achieve at meeting.

　■ Choose a few participant (between five and eight people)

　■ Change the environment----select a time and place distinguishing the session from regular discussions.

　■ Design an informal atmosphere----talking over a drink, meeting at a vacation lodge or any other forms that

　make participants feel relaxed.

　■ Choose a facilitator----a facilitator is needed to keep the meeting on track, make sure everyone gets a chance

　to speak, and stimulate discussion by asking questions.

　☆ During brainstorming:

　■ Seat the participants side by side facing the problem.

　■ Clarify the ground rules, including the no-criticism rule.

　■ Brainstorm.

　■ Record the idea in full view.

　☆ After brainstorm:

　■ Check the most promising ideas----mark those ideas that participants think are the best.

　■ Explore improvements for promising ideas----take one promising idea and explore ways to make it better and

　practical.

　■ Set up a time to evaluate ideas and make a decision.

　● Consider brainstorming with the other side; it can be very valuable.

　B. Develop as many options as possible before choosing one.

　● Adopt the four types of thinking in generating options.

　● Look at the problem through the eyes of different experts.

　● Develop different versions of agreement.

　● Change the scope of a proposed agreement----break the problem into smaller units.

　C. Search for mutual gains.

　● Identify shared interests.

　● Dovetail differing interests.

　4. Insist on using objective criteria The guidelines for objective criteria are:

　● Independent of wills of all parties.

　● Legitimate and practical.

　● Acceptable to all parties.

　After identifying objective criteria and procedures, it is time to discuss them with the other party. There are three basic points to remember: A. Frame each issue as a joint search for objective criteria. B. Reason and be open to reason as to which standards are most appropriate and how they should be applied. C. Never yield to pressure, only to principle----yield to an argument or presentation that is based on reason and principle,

　not to one based on pressure. 1.2

　利益分配原則 Principle of Interest Distribution

　In negotiations at the domestic level, there are two types of interests involved: personal and organizational; at the international level, there are three: personal, organizational and national.

　Organizational Roles Principles and Agents

　1.3 Principle of Trust in Negotiation

　信任的原則

　Trust is something of great importance in negotiation. Professor Richard C. Reuben defined it as “a state involving expectations about another’s motives and actions with respect to oneself in situations entailing risk of uncertainty”. In the outline of his Negotiation----Law 5810, he states that there are three types of trust in professional relationships:

　● Deterrence-based trust (威懾型信任)

　☆ Calculus-based trust (預(yù)計(jì)型信任)

　● Knowledge-based trust (了解型信任)

　● Identification-based trust (識(shí)別型信任)

?、? Trust Building in Negotiation

　1. Speak their language 2. Manage your reputation

　3. Make dependence a factor

　4. Make unilateral concessions 5. Name your concessions

　6. Explain your demands

　In their book entitled The Only Negotiating Guide You Will Ever Need, Peter B. Stark and Jane Flaherty list fifteen things that a negotiator can do to build trust with his counterpart.

　1. Demonstrate your competence 2. Make sure the nonverbal signals you are sending match the words you are saying

　3. Maintain a professional appearance 4. Communicate your good intentions

　5. Do what you say you are going to do 6. Go beyond the conventional relationship

　7. Listen 8. Over-communicate

　9. Discuss the indiscussibles 10. Provide accurate information, without any hidden agenda

　11. Be honest----even when it costs you something 12. Be patient

　13. Uphold fairness

　14. Negotiate for abundance, not scarcity 15. Take calculated risks

　Ⅱ. Maximizing Joint Gain

　1.4 Principle of Distributive, Integrative & Complex Negotiation

　兩分法談判、雙贏談判和復(fù)雜談判的原則

?、? Distributive Negotiation

　Jennifer E. Beer listed a set of distributive bargaining strategies in Culture at work:

　1. Preparation 2. Opening offers

　3. Exchange information and arguments 4. Concessions and decisions

?、? Integrative Negotiation

　拓展 商務(wù)英語談判技巧語言藝術(shù)

　Using effective questioning

　問一些有建設(shè)性的問題

　問一些有建設(shè)性的問題是成功協(xié)商議題的基石。這是給了雙方一個(gè)機(jī)會(huì)來表明雙方各自在關(guān)鍵議題上的態(tài)度，例如目標(biāo)及期望。多問一些開放式的問題將可以盡早給予彼此闡述觀點(diǎn)的機(jī)會(huì)。

　例如，你可以這樣問"What are you hoping to achieve today?

　Recovering from offending someone

　克服對(duì)方敵對(duì)意識(shí)

　談判中往往會(huì)遇到對(duì)方強(qiáng)烈的.敵對(duì)意識(shí)，這時(shí)候你必須設(shè)法克服它。通常的方法是接受對(duì)方的"排斥"，但將之轉(zhuǎn)化為正面的作用。

　你可以說"If I seemed sharp a few moments ago,be assured that it was only due to my determination to make this work."

　Showing humility

　展現(xiàn)親和力

　談判是雙方溝通的過程，所以必須避免陷于一連串的"I' m right,you' re wrong"的情形。展現(xiàn)親和力尊重那些對(duì)象，千萬不要裝做已有所有答案，請(qǐng)把一些議題的控制權(quán)讓給別人。

　你可以說"That' s more your area of expertise than mine,so I' d like to hear more."

　Recovering from negotiation breakdown

　讓談判"起死回生"

　當(dāng)對(duì)方因憤怒、怨恨或不愿意聆聽而使得雙方關(guān)系瀕臨決裂的時(shí)候，要特別注意具有建設(shè)性的對(duì)談。承認(rèn)錯(cuò)誤并且展現(xiàn)誠意是讓談判起死回生的好辦法。

　你可以說"What happened last week was unacceptable as it was l we move on?"In business,skilled negotiation can be the difference between making a million dollar contract and being fired.

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