【总结】
如何协商【谈判】结果
HOW TO NEGOTIATE OUTCOMES
陈述目标和最后期限。
State the goals and a deadline.
在开始谈判之前，通过提供适当的背景来为舞台布景。
Before you begin negotiating, set the stage by providing proper context.
讨论中的每个人都应该与目标保持一致，并且，了解如何就你们正在辩论的主题做出决定，这样将会使你们更接近目标。
Everyone in the discussion should be aligned on the objective and understand how making a decision on the topic you are debating will bring you closer to that goal.
揭示约束。
Uncover constraints.
通过让每个人表达约束或担忧来展开讨论。
Open the discussion by allowing each person to articulate constraints or concerns.
不加判断地捕获这些约束和意见。在开始讨论解决方案之前，确保每个人都同意：所有的关注点都已被准确地捕获到了。
Capture constraints and opinions without judgment. Make sure everyone agrees before you start discussing solutions that all of the concerns have been accurately captured.
勾勒出假设。
Outline assumptions.
对于正在提供的那些不同解决方案或估算，捕获其潜在的基本假设，以减轻畏惧。【避免畏手畏脚、裹足不前：没有适当的假设，那无论如何估算都是错的，怎么都错，那就没法往下走了，那么基于一定的假设，某个估算就是成立的，这样才能开始往前走。】
Alleviate fears by capturing underlying assumptions for different solutions or estimates that are being provided.
这将允许您继续前进，即使此时某个解决方案还存在潜在的警告【事先声明、注意事项】。
This will allow you to move forward, even when there are potential caveats with a solution.
生成可能的解决方案。
Generate possible solutions.
不要聚焦于不能做的事情，而是花时间聚焦于勾勒出那些可能的解决方案。
Instead of focusing on what cannot be done, spend time focusing on outlining possible solutions.
让每个人都贡献出一些选项，以代表所有的有分歧的意见。
Let everyone contribute options to represent all the divergent opinions.
讨论每个解决方案的利弊。
Discuss pros and cons of each solution.
提出建议或找个平局的破局者。
Make a recommendation or get a tie breaker.
一旦有了各方案的利弊，就辅导团队提出建议。提示他们审查利弊，并对最能满足约束条件和实现目标的解决方案进行一一投票。
Once pros and cons exist, coach the group toward a recommendation. Prompt them to review the pros and cons and to each vote on solutions that best satisfy the constraints and meet the goals.
如果没有出现公认的建议，则向你的项目发起人寻求打破僵局的人，以做出最终决定。
If an obvious recommendation does not emerge, seek a tie breaker from your project sponsor to make the final decision.
如果所有的合作型谈判策略都失败了，则告知：已知悉了提出的所有异议，并进行指控审计。然后要求您的团队接受命令前行并进行协同工作以定义可能的解决方案。
If all collaborative negotiation tactics fail, perform an accusation audit by acknowledging all the objections being presented. Then ask your team to accept the mandate to proceed and work collaboratively on defining possible solutions.
传达最终决定。
Communicate the final decision.
以书面形式记录【捕获】最终决定。
Capture the final decision in writing.
传达最终决定和做出最终决定的原因。
Communicate the final decision and the reasons for the final decision.
第13章 如何沟通最重要的内容
CHAPTER 13 How to Communicate What’s Most Important
还记得管弦乐队的指挥吗？她优雅地站在前面，美妙地挥舞着手臂和双手，以保持每位音乐家与其他人保持和谐。
Remember the conductor of the orchestra, the woman who was elegantly standing in front, artfully waving her arms and hands in order to keep each musician in harmony with the others?
如果你仔细审视她，你会发现她和乐队里的每个人都在交流。
If you examine her closely, you’ll notice she was communicating with every person in the orchestra.
她在鼓励每一位音乐家，凭他们本身的实力作为专家。
She was encouraging each musician, as an expert in their own right.
每个音乐家都在完美地为歌曲中自己的部分演奏他们自己的音符。
Each musician was playing their own notes for their part of the song, perfectly.
她是让大家保持一致的力量。
She was the force keeping everyone aligned.
她用指挥棒告诉每个人，每一刻最重要的是什么。
She was telling each person with her baton exactly what was most important in each moment.
她是一个灯塔，在正确的时间投射出每个演奏者需要知道的东西，这样他们就可以演奏自己的音符，以他们自己的天赋正确地闪耀，并与她合作创造出美妙的音乐。
She was a beacon, projecting what each player needed to know, at exactly the right time, so that they could play their notes, shine rightfully with their own talent, and partner with her to make beautiful music.
我作为项目领导者的角色类似于乐队指挥的角色。
My role as a project leader is akin to the conductor’s role for her orchestra.
我最重要的职能是：始终沟通最重要的事情。
My most critical function is to always be communicating what is most important.
对于那些需要跟随向导的人，我担任灯塔的角色。
I act as a beacon for anyone needing a guide to follow.
未完待续
