國際工程談判實務
(International Construction Contract Negotiation)
2023年 7月工程產業全球化人才實務培訓班(July 2023 NTUCE room 220 Lecture)
2023年12月營造天下雜誌(December 2023,Construction Association Journal)
高銘堂，中興工程顧問社執行長，2023 (Blog: http://mtkaoforum31.blogspot.tw/)
一、前言：
上世紀80年代以來，我國工程市場「自由化」的幅度相當大，但所有的變革，不論是契約法規的修正、進出行業的機制，或從業人員的管理，都考慮本土廠商會是市場的主角，據以規劃；傳統的交易習慣，符合時勢與否，也大致獲得保留。外國公司，只能在某些先進技術、機具設備，或管理系統，引進、初開展時，有機會參與。
In Taiwan, the construction laws and regulations revised quite a few times since 80’s, responding to the universal request to open the market. The government relaxed their original intention to restraint the activities of engineering and construction companies; allowing them to offer broader services to meet their client’s multivarient requirement. The government attention shifts more on the quality, progress and safety of the construction projects. But the industry is used to be localized, the changes benifit more to the native people. The foreign companies only get opportunity to do business related to importation of advanced technology, machine, and material for construction works.
這期間雖然政府簽署了GPA，承諾在一定金額以上的政府採購，不排除外國業者，但實際運作的結果，直接參加公共工程競標的外國廠商並不多，得標的比率也不高。
During the course, the Government signed GPA, vows to admit foreign companies to participate in the public tenders for amount over certain value. Though the participants were not many and success rate wasn’t high, the international conractors weren't question too much, maybe the market size wasn't big.
過去幾年，情況有一些改變，台灣的高科技廠房、數據中心、離岸風電、綠能產業等，吸引了許多外國投資者，而他們也真的來了。固然開發商必須負責資金、整合與營運，但在設計、施工、維修、經營與管理方面，他們還是要依賴做過他們以往成功案例的下游廠商。
The situation is different now, the investors, many of them with international back ground, are scramble to venture for projects, like high-tech plant, data center, off shore windmill or green energy systems. As many of them require capital, complicated technology and persistent commitment, they tend to team up with known sub-contractors and vendors from overseas for safety play in construction, operation, maintenance, and business administration.
本土營建業者當然是其中的一分子，但他們必須藉由談判獲得業主或大包的信任與信心，才能決定在工程中擔任什麼角色。也就是說從一開始，他們就要向外國的雇主或大包，說明本土業者可能提供的服務，如：擔任的法定職責，勞務與採購，技術轉移，某些專業的替代等。所以說，專業的國際談判，在第一時間就可以淘汰準備不足或沒有經驗的本地業者，讓有心上進的本國廠商有更多的機會。
The native companies for their potential to offer in-time and low-cost service surely are ideal choice for the foreign investors or main contractors. If they can convince their counterpart that they can offer, to obtain permit, license, fit as technology transfer recipient and needed resource swiftly during the course of establishemnt, certainly they’ll get the business. Therefore, the knowledge and skill required in the negotiation with foreigners is important because it’s an opportunity for them to get higher end business to brush aside many local competitiors and transcend their own capability in a harsh market for better tomorow.
在從前，如果你不想承包海外工程、不出國，你可以運用多年來在市場累積的知識與關係網路，取得業務、資源，依循往例，維持一個體面的工程設計或施工公司。但現在許多投資或開發商來自國外，他們下面的專管、設計或監造，以及若干設備廠商，都會去用國際人士熟悉的契約制度，要他們去遷就本土行業交易習慣，幾乎是不可能的。
Not long before, one could disregard the knowledge and skill required to deal with the foreigners in a closed market, however, now that many sizable projects are invested or directed by international companies. So, the people in local construction industry couldn’t neglect the contract value it stands for and technological advancement implied for the deals made wiith international companies. However, the international companies would stick to their own requirement for quality, schedule and contractual implementation and not the other way around. Local people have to get familiar with the way communication, negotiation and deal-making is done outside of Taiwan.
整個國家的經濟、金融，與產業經營環境都在改變，各項投資開放給國際廠商的範圍和可能性，會越來越大。設計或營造雖然都是特許行業，某種程度保障了本土業者，但法規與習慣只能給予消極性的保護，不能幫忙爭取到業務。本土營建業者與工程師，可能要認清市場國際化的趨勢已不可免，對「談判」持開放態度，才能爭取對服務單位，與個人的最大利益。
As times goes by, the foreign capital and technology will be further welcome in Taiwan, with scope and extent more shrunk. It's envisioned that only individuals or companies well prepared with international knowledge will be profited. The trend won’t be reversed.
二、 談判理論與實務的差距：
1. 基於西方式思維發展出來的典型談判理論、原則，是否能適用於東方人與西方人的國際談判？(The Gap between Theory and the Practice)
許多記載於”MBA”課程的談判理論、原則，像是確定目標、關心他人、追求雙贏等，當然都是由大師、權威，基於嚴密的邏輯、寶貴的實務經驗，與詳實的統計，所演繹出來的。
Will the theory developed out of Western norm and rationales be applicable in the negotiation between Westerners and Orientals? The negotiation theory or strategy told in MBA text book suggests that the parties have to identify their interest and then set up negotiation strategies. The doyens in the field also believe the win-win situation is achievable with empathy, openness, and fairness based on solid reasoning, statistic data and telling examples.
我們也相信這些理論、原則，可以應用在很多當事者雙方身分、特質、背景接近的談判上，但許多實際參與「國際工程談判」的台灣營建業者，卻認為這些教科書所敘述的談判情境，和他們實際上遭遇到的，會有落差，他們反而常會遇到下列問題
We trust the theory, principle and the strategy as defined in the MBA text can be useful for participants of similar cultural background, proficiency and legal perspective. However, between Taiwanese contractors and the international companies there’re gaps to be crossed more than the language problem:
1). 因國籍、歷史因素，與經濟地位不同，西方廠商常有相對的優越感。
The western companies always exhibit a sense of superiority out of nationality, histories and economic deprival.
2). 因語言、文化、養成背景等差異，東方談判代表，常自覺處於劣勢。
3). 作為承包商相對於業主或大包，地位上常處於劣勢。
這些障礙在談判過程，常成為問題，形成的原因，我們稍後有詳盡的分析；但雙方都沒不想從根本去解決歧異，尤其是持優勢地位的西方代表，在談判中沒有遇到夠分量的反對意見，不會去警覺這是一種危險。
There can be impediment during negotiation, and usually the parties wouldn’t try to find and solve the difference fundamentally. The Westerners are feeling easy and unguarded because they seldom hear the dissenting voice from the locals. Later, they would feel angry that the minnows are dare to defy them and realize the locals’ reticence to sign on any paper previously doesn’t mean the full compliance with the terms of requisition.
而在國外那一方，他們總以為簽了約，就有正面的進展，不知道這可能只是推遲了問題爆發 的時間而已。尤其在大公司，談判、簽約的人，通常不會是將來要執行工程的人，履約時發生了問題，他們只能埋怨當初談判者 的輕忽、無知， 或是痛罵這塊土地上的鳥不語，花不香，與本地簽約對象的無情無義。
這種本地業者關門打狗的談判策略，不論其是否正派，有它的風險。比如說，某些營建廠再商，簽了自己明知無法履行的契約條件，時間耗盡，面臨攤牌時，以外國業主或大包，要求不合理，做不到為理由，強迫對方接 受變更，不啻是以形勢，而非事前的合意約定， 作為履約條件。他們的基本假設，是對方不敢以工程，其實是投資成敗，來做對抗。但當威脅對方不成功時，後果就會很慘。所以還是走正路，提升自己的談判能力，才 是正解。
再從道德倫理的觀點來看這種以同歸於盡來勒贖對方的手法，就是某一方有一些人，把另一方當成「非我族類，欺之可也」的對象，是非常落伍的想法，把以全球化的世界還原到不同民族相互壓榨，欺凌的年代，實在是 要不得的。
常看到外國團隊當中的有些人，並沒有「天下之人」的視野、胸襟，卻以發達國家專家什麼知識的加持，毛病百出，不但工程 不會成功，也為他們的民族或國家做了很負面的宣傳。這是很要不得，但卻常見，尤其是許多沒本事，又領高薪的大公司員工，本土廠商必須在他們壞事以前，就把他們揪出來，不能客氣。
就本土人士而言，還是有人會抱著「一鄉一國」之人的思維，來面對來到本國投資的外國開發商或大包，有些人或希望歲月靜好，經營環境不受打擾，這是個別判斷，或價值觀問題。
2. 對談判方式、潛規則的熟悉度，東、西方都有其特性，在這裡舉較明顯者說明 (The Western and Asian parties, each will interpret the course and style of negotiation differently, it’s illustrated as follows)：
1). 東方人認為談判過程已經達成共識的部分，在還沒簽署協議前都可重談，西方人卻視此為反覆(revisit)，視此為對方言而無信的表徵。當然，或許前後之事，互有關聯，就已談過議題，重啟談判，有其條件式同意的背景，只要充分說明，並非是絕對的禁忌。
The Orientals deem anything can be discussed before contract signed, including the parts agreed by the parties in the course of negotiation; the Westerners will consider it “revisiting”, and thus doubt the faith of the other party. The issue sometimes look like irrelevant, but will delay or even paralysis the progress.
2). 談判者間常有強者、尊者做成結論，強制弱者、卑者接受一切的情事；然東方人觀念常以強不可凌弱，人情應勝於法理，要求對手，適可而止；西方人則認商業利益不應與道德、公益掛鈎，除非談判結果已達成原來設定的目標，避免對方的困獸之鬥。
The Westerners follow the philosophy that the strong or the powerful shall dictate the negotiation terms while the weak or the powerless have to comply; the Orientals prefer the mightier to make concession and feel it’s morally unacceptable to use predominance to scourge the underdogs for their capitulation. The ideas confused the Westerners who tend to separate the commercial interest and compassion especially for those having the idea of the winners take all. There could be repercussions that the weak will fight back when they see it;s appropriate.
3. 演講、簡報與談判人才的不同-互相矛盾的人格特質與思考方式(In Asia, the talent for lecture or briefing is usually considered as the same thing required by negotiation – demeanor and expressiveness - but actually it takes different personality and way of thinking) :
演講、簡報人才目的是要說服聽眾，接受自己的主張，所以他們的風度、儀容與口條非常重要。演說內容可根據第三者為其準備之內容，經反覆演練，熟記在心，即可從容上場。
The assigned orators must equip with them for persuasiveness. But, they can be trained through repeat exercise for the speech deliberately prepared by the expert. They’re not expected to respond to challenge at the podium as they are the only person(s) speaking.
談判者則必須深入爭議主題與細節，隨時準備接受對方之挑戰，過程中伺機予對方痛擊；並能審時度勢，盤點戰果，適時休兵。
But the negotiators must go deep into the topic and grip the details, they need to be ready to retort at any given moment. They’ve to judge the progress and gains, and initiate the truce according to the situation.
國人常有以為口才、風度為最重要，而於關鍵談判中派遣並不具備足夠抗壓與戰鬥能力之公關長才作為代表，以致鎩羽而歸，猶以為西方人係因其奸詐之民族性，故在談判上能屈服我方，此為大誤解。
Taiwanese people think of that the delegates assigned for negotiation shall be eloquent and gracious. But actually, a good negotiator requires wit and stamina to argue and fight with opponent who seldom give up easily during the course. The bosses entrust people with only eloquence and good looking will be disappointed even biased to the extent that all the Westerners are tricky and not trustable.
在西方，或因教育與生活養成背景的不一樣，兩種人才口條或外在的差異性沒那麼大，但也因此，反而讓他們能選出適合的談判代表，特別注意他們對主題的了解，與思考能力。
Because of different life style and education background, Western people know how to present things and people since young. Many of them are extrovert and fitting for both narrators and negotiators.
三、 養成背景的差異：
1. 我國剛從農業社會走出來，在從前的密集勞力分工體制下，只有長者、尊者能發號施令，卑、弱、婦孺者不能多言，不必有權利意識，大多數人視善於談判者是「巧言令色」；西方個人主義主張需為自己權益講話，且有較為平等的發言權，自幼即被鼓勵為自己權益發言。
在相對保守的我國營建業，業主，不論是公共或私人工程，往往是說了就算，與承攬者間少有真正的談判，買方市場不怕找不到人承包的僵化思想，讓出線者不一定是最優秀的包商。
影響所及，包商只能希望居上位者，於執行嚴酷的監督條款時存一念之仁，很有意見卻不能提；西方人則認為在權利意識下，不能同意就不會讓步(dealbreaker的觀念)，不提意見就是同意，。
這就是父權主義對個人主義 (Paternalism vs Individualism)。
Before recent industrialization, the production style based on collective cultivation by big family dominated Taiwan. Culturally, the elders used to take command and have to be authoritative, while the younger had to follow. Income, despite its meagerness, were generated mainly from land and shared by people participated in the farming. Traditionally, individual wasn’t encouraged to say for their personal right.
The Asian construction industry has been more hierarchical and contrct conditions one-sided among its players. Usually, the sub-tier contractors have to accept whatever the owners or upper tier contractor have instructed. They don't appeal or complain and only hope that the owners or upper tier contractors would be fair in the contract administration. The idea to guard one's interest through negotiation are absent not mentioning the requirement to quit the busness when there is dealbreaker.
2. 東方人在不得不時，才會訴諸辯論或談判，且視言簡意賅，惜話如金為最高境界，希望對手莫測高深，從而達成不戰而屈人之兵的談判結果；相對於重視效率、效果，以雄辯說理折服對手的西方談判準則，認此過早暴露意圖，實不足取，兩者觀念完全不同。
西方觀念自希臘、羅馬時代，即以個人能參與、貢獻公共事務為美德與人生抱負，因此視「說服」眾人同意其看法，為他們的具體成就。也因此，自古他們把「修辭」與「文法」、「邏輯」並列為必修三藝，文化上既是如此，他們的談判代表在第一時間提出論據，認為這是個人敬業的表現，不必認為他們天真、急躁，更不能據此說他們城府不深，不懂保留。
東方公司間，雙方僵持，互不揭底牌，以致增添談判曠日廢時的風險；西方公司間，會比較直接，且注重效率，所以如前所說，不能假設很多討論有反覆重來的機會。
Culturally, the Orientals would only resort to the argument or negotiation to solve the matters at the last moment. They value the virtue of reticence and consider agreement or contract should be reduced to simplest form as language and precise wording are the whys and wherefores disputes arise.
Rhetoric, grammar and dialectic is the “trivium” that the students shall learn since Greco-Rome era. It's a virtue and also an obligation for people to use them to convince the public in occasions that they would have opinion on topics related to society. It's the same for the representatives assigned for negotiation that they have to infer the other party as soon as they meet. Openness and directness is highly credited and not discreetness.
But the local negotiators always consider the early exposure of their own position is superfitial and naive, hence not the qualified and patient negotiators. The result is that the negotiation stalls long or will be decided unilaterally by stronger as explained above. It’s contradictory to the western negotiation theory that the statement and the argument shall be clear, logic and presented as early as possible for efficiency.
3. 我們的文化裡，不論是必要或虛矯，儒家「何必曰利」的仁義思想，遍及所有領域，所以各項討論或談判時，只要任一方提出是基於公益，對方必須認真回應。但在與一些外國人的談判，許多本土高人發現對方不為所動，痛心疾首者有之，視其為蠻夷，不可與之言者有之；而對方更以此為我方必須達成目標，談判常因此無法開始，或提前結束。
其實在純粹的商業談判中，當事者公開表達其自私的本性，是沒有問題的。反而國人在一定要與公益做連結，強調不為自己私利的談判態度，模糊了對方對我方談判目標的猜度，成了談判的障礙。
但西方的商業考量，承認貪婪為文明進步的原動力，會讓很多人不習慣，因而不願與他們談判。但冷靜思考，大多數情況下，國人只是在與外國人談判前，需要放個要為天下蒼生謀的起身炮而已，因此無法繼續談判，固然可惜，或許是有沒有絕對需要相關國際業務，不必遷就，才是關鍵。
Local people involved in the commercial negotiation always start with the public interest and the other party also feel obliged to respond for the topics. It confuses the foreign business negotiators because people will never feel guilty about their dissociation with public interest.
Maybe in an agrarian society, people seldom
interact with others except for public matters, so that they’d feel better if
behave as if they’re working not for self-interest. It certainly wouldn’t hurt
the negotiation process for any justified reasons, but there’d be problem that some
of the businessman may find smearing the foreigners for not considering the
public interest should be the easiest way to take upper hand in an international
negotiation.
It means that the western business theory recognize self-interest is the driving force behind all commercial success, even the avarice is; but the local culture for all its bad experience with the foreigners may start from different point and the international companies have better to understand it beforehand
1. 語言用字的精確性：東方高情境文化(High Context Culture) 社群成員溝通時常依賴如表情、動作、眼神、甚至沉默的形式，而非言語，來傳遞信息；西方低情境文化(Low Context Culture)社群成員則傾向用較多，較精確的字彙解釋，對社群中較多不同背景的人傳遞較多的內容。
1. The preciseness of language: The people in the High Context Culture society, usually use a lot of facial expression, posture, eyesight and sometimes intended reticence to pass the message in the talks. But the people with Low Context Culture background, tend to use words in all possible dimensions and meaning to explain the situation to the people of different civility without assistance of body language.
2. 溝通責任的混淆：在高情境文化中，溝通信息融於情境之中，說話者不必完整而詳細地表達自己的觀點，但是對於聽話者來說，則需要根據溝通時的語境，來揣測和分析言語內部和外部的綜合信息，因此，在高情境文化中聽話者所肩負的溝通責任是比較多的，他必須擁有較強的注意力與推理邏輯能力。
但東方高情境文化的談判者遇到西方低情境文化背景的對手，說話時，就會被嫌不夠詳細、精確；他也會抱怨對方誤解，或聽不懂他要傳達訊息的真正意思；當對方以較精準的方式表達意思時，他會覺得有理解上的負擔，並感到自己不被信任，從而影響談判的進程。
2. The responsibility to catch up true meaning in communication: If the main speaker is of High Context Culture background, he’d think the message is assisted by the expression and the listeners should interpret the context for true meaning through the recall of the circumstance the words are uttered.
But in exchanges between people from Low Context Society, the speakers are obliged to use words in precise manner to describe the exact state and so they have to be logically responsible for making any mistake leading to misunderstanding who's listening.
But when the negotiator from the East who supposedly has high Context Culture meets the one from West Context Society, he may be grumbled as not detailed or accurate enough, and vice versa. He’d consider his counterpart want to trap him using more accurate words talking to him. In either way, both representatives might be frustrated for the distrust and non-confidence implied. The progress of negotiation therefore would be affected.
3. 溝通效果的預後：西方情境度較低的談判者會希望對手自行解決問題，同意發展有利於雙方合作的關係，但不是親密的、持久的、出於工作以外的關係，如友誼。這會讓東方來自高情境的個人，感覺對方不願在持續的基礎上繼續合作，因而產生不安全感，影響談判的結果。
3. Prognosis for negotiation: The negotiator from Low Context Culture society may expect his counterpart would be responsible to solve anything similiar to what have been agreed in the negotiation according to the same principle because they're afraid of “revisit”. But the negotiators from High Context Culture society would repeatly ask for confirmation or anything has slight difference out of feeling of insecurity which must be addressed from the begining.
So, the westerners would define future association with their eastern counterpart not permanent, intimate, and personal, but any hint to keep liaision limited to future cooperation based on work relationship may be not auspicious to the current negotiation.
4. 高、低情境文化的差異，存在於社群、次團體、不同宗教信眾，或一個國 家的不同區域中，如台灣的天龍國vs南部、18世紀蘇格蘭的愛丁堡vs高地氏族、工程界vs法律界。
The difference in High and the Low Context
Culture exists everywhere: community, sub-group, religious sects, different profession,
in distinct regions of a country (e.g. north and south part of Taiwan, Edinburg
and Highland Clans of Scotland).
五、談判的目標、原則與準備(Purpose, Principle and Plan of Negotiation)：
1. 談判目標的確立，是談判準備階段最重要的事項，但受下列因素影響(The goal of negotiation must be established in the early preparation stage. It will involve the overview of the situation, ability to muster sufficient intelligence, and fair estimation of the other party’s probable counteraction; but it will be influenced by the various factors)：
1). 新出道者的實力，相對於對談判主題，與爭議事項的了解，或有不足(The strength and knowledge of the representatives on the topics of the negotiation or dispute; if something goes wrong, the outcome will be disappointing)。
2). 情報蒐集能力，或對談判過程推演能力的不足(If the ability to gather intelligence or the flair to sense the engagement during negotiation is limited, the party might not be lucky enough in the talks)。
3). 欲保留最大彈性，並執著於臨場反應重要性的迷思與矛盾(The obsession to keep needless resilience in order to respond to anything that may happen during negotiation)。
4). 沒有擬定備案的心理準備或能力(Lack of mindset or competency to draw alternate plan )。
2. 避免爭議，願意妥協的談判態度與原則(Willingness and readiness to settle down the dispute to avoid prolonged negotiation)：
1). 零和vs雙贏：合理分配談判雙方風險及利潤 (Zero sum vs. win-win: distribute risk and profit fairly for the parties in the course of negotiation)。
2). 強者為弱者留餘地的公平原則(The belief that the winner shall not take all shall be kept for of fairness reason )。
3). 維持未來關係(To keep the future relationship)。
3. 作為國際談判的參與者，「準備」與「學習」是唯一上達的辦法(To be a participant of international negotiation, the only method to achieve the intended success is to prepare and to take lessons)：
1). 了解談判有多少時間，發言的機會？短促或長時間、多次的談判？與對方代表的互動機會(To know entitled time and chance to speak: brief or extensive, infrequent or repeat, possibility to interact with the counterpart)？
2). 誠實面對自己的弱勢：語言、理解能力、內部支持的不足(Sincere to face own weak points: language, comprehensiveness, inadequate support from within the delegates or the company)。
3). 個人的改造：意志力的鍛鍊、勝負心的提升、涉外能力及相關知識的加強(Reconstruct oneself: invigorate the combat spirit, forge the will to win, develop the inter-cultural knowledge and get involved in the foreign business practice)。
4). 匯集共識；確認授權(Muster consensus within own party including getting the boss involved before negotiation)。
六、台灣廠商在國際工程談判常遇到的問題：
1. 組織分工不夠嚴密，代表談判者權威不夠(The problems frequently face Taiwanese contractors in the international negotiation)：
1). 有許多部門不直接參與談判，工作上的分工竟以對內、涉外為界線；各自運作，跨部門間合作名有實無。
Many departments in the organization don’t participate in the negotiation; The line of work division is cut according to their ability to do the business domestically or for overseas. The real cooperation doesn’t exist crossing the department.
2). 負責談判者雖以專案為名，但無專案指揮權力，實質上受其他部門節制。
The representatives sent for the
negotiation are not entrusted or empowered to make decisions on the table. It’s
also something to d with the companies are not scaled, talents won't be recruited. Some of the departments can say no for the talks.
3). 不深入細節的大老闆越級、隨興指揮，負責談判者，難有發揮空間。
The bosses who grip the power but not the details are intruding, thus confused the negotiators pushed to the front line.
4). 由中小型公司過渡而來的用人簡約、專業不足等分工習慣，談判代表一人須面對合約、專業、商務、品管、設計等多項專業，備多力散，常生破綻。
The work division in the small enterprise are terse and unprofessional, the negotiator needs to face every specialty and receive insufficient back up.
2. 台灣公司經營規模不大，各項商業行為必須以鬆散結盟式合作進行，依賴外部資源的結果，遇變化，反應不及；遑論利害關係時刻變化者須取得一致決。
In Taiwa, the companies are not big and tight knitted, and they have to form loose cooperation or alliance to quote for big project. Consensus collection takes time and instaneous decision as required by short negotiation can't be made. So, when the commercial situation volatile in modern days, the industry needs to morph.
3. 組織文化不鼓勵說實話，內部談判準備會議，慷慨陳詞，報喜不報憂，誤 導決策者，反使實際談判者在前線無妥協、應變空間，最後形勢翻轉，反而被迫做出不必要讓步。
The company culture doesn’t encourage the truth telling and internal meeting only accept the complimentary opinions misguiding the decision maker for negotiation goal and strategy. The negotiators may have hard time and ultimately hurt the company.
4. 把個人利害與內部政治算計投注於對外談判，錯失避免犯錯機會,「在家一條龍，出外一條蟲」。
The negotiaton participant may bet for his personal gains or plans so as to invite mistakes because of subjectivity; particularly for those only daring to blame the colleagues or subordinates for failure.
七、 東、西方工程談判中可能遇到的特別問題(The hard problems usually face the negotiators from the East facing the West)：
1. 能否消除那無所不在，壞事萬千的優越感：如在議事程序、發言時間、歸納總結上作不公平之安排；或站在知識、道德制高點作訓示性，無助解決問題之談話。
Feeling of superiority could be omnipresent
in the course of international negotiation, and has to be decimated: it’s
appeared in the arrangement of agenda, restraint on the speech, conclusion
making and minutes recording to hurt the local party. Some of the self-regarded wise men attend the
meeting may try lecturing their counterpart as if they’re standing on high
moral ground.
2. 語言或態度上之欺侮：東方人通常拙於表達，且怯於說「no」，故有些西方對手在談判中會以威嚇性之口頭或身體語言，壓制對方，此不是不會發生，對之應有心理準備。
The Asians are usually timid to present themselves and hard to say “no”; some of the wicked Westerners may use the mentality to bluff opponents with aggressive verval or body language. The absurdity may happen and the people have to learn the tricks.
3. 成見：西方廠商對東方廠商常依其國別、民族、行業之刻板印象，事先就各項議題設定不實際或不平等之結論；東方廠商亦有如前所說不願直接表態之情形。其結果是議事遲滯不前，談判不能成功。
Prejudice: The negotiators may preoccupied with their opponents’ nationality, ethnicity or occupation especially when Westerners meet the Orientals. The result may hurt the
progress and quality of the negotiation.
4. 公司規模：某些西方大公司談判代表常以其公司之相對大規模，或複雜之分工及決策過程，作為理由，要求談判對手在特定事項讓步，或作不對等之安排。常見的有標準協定、制式協定(template)
Sometimes size does matter and negotiators sent by western conglomerate will ask their counterpart to render concession not in line with theprinciple of reciprocity. Typically, they will use the excuse that a big rganization requires unique procedure in decision making. It's not unusual we see their intention to impose standard agreement to force the smaller company to accept. Actualy, the clauses in the template could be one sided and need ig correction.
5. 書面紀錄：東方公司運用蟹行文字能力較低，且派遣談判代表相對少數，故西方公司常有在短時間要求對手確認大量文件、會議記錄或臨時協議，製造出對其相對有利之談判條件。
The language for agreement and communication as it evolves are starting from the West, and therefore forcing the less concise Asian negotiators to make hasten decisions to endorse or recognize the authenticity of bulk volume of document in short time.
八、 談判代表如何在國際工程談判中擺脫傳統、習慣、建制、成見、心理障礙加給自己的束縛(How the negotiators get free from the restraint of tradition, custom, establishment, prejudice and phycological barrier in the course of international negotiation)：
1. 勇於介紹自己：克服文化下溫良恭讓的約束，在最短的時間讓對方認識自己，認識公司，以避免雙方在即將開始的實質談判，反覆的猜測、試探對方到底是誰，代表的公司是什麼樣的公司。
Don’t be hesitate to sell oneself: The cultural restraint imposed on the Asian people that one should be docile, reverent and submissive shall be disregarded. Instead of that, introduce yourself and company in brief time to whom you meet in the discussion. It’ll save the mutual guess and probe for the authorization, capability and intention of the person and company in the course of negotiation.
2. 主動的原則：從提問題、插話、要資料、說「no」，到設規矩、訂日期、點菜、敬酒、說笑話，都可以有意見。，西方人對具雍容大度(magnificence)的對手，無論其年齡、國籍、公司規模、合約地位，比較不會作無謂的挑戰。
Engagement in a proactive way: Daring to ask, interruptive, request, say no, set the dates for meetings, draw up the rules, order dishes, propose toast or initiate the jokes.
3. 融入對方的文化，做一個好的東道主與好客人；但保持最後一點距離，不要超過臨界點，百分之百的相似，你就只是該國的台裔國民，合作的效果反而不好了。
Try to blend into the culture of your
counterpart as a good host or guest; to the point for your own identity as Taiwanese.
4. 知識就是權力：謙虛不是美德，在交朋友的觀點看來，自信甚或驕傲，或會讓對方討厭，但在談判中，尤其是時間短促之談判，卻能讓對手對你印象深刻，認為你有知識、有權力，值得和你打交道。
Knowledge is power: humbleness isn’t virtue in the commercial world, showing pride or confidence wouldn't do any good for friends making . But a brief engagement will convince your counterpart that you’re the one to deal with knowing your ability and authorization.
5. 彼強自保，不得貪勝：在絕對的劣勢下，提醒對方，全拿者要付出不成比例的代價；在絕對的優勢下，提醒自己要給對方一個出路。
Seeking to survive shall be the only choice when your counterpart is mighty and rugged. The same logic: voracity would only add up winning cost every time when you push the underdog for their desperate bite.
6. 動須相應，慎勿輕速：語言的委婉(euphemism)與堅持(assertive)的態度互為 表裡，反之亦然。當然，要持續加諸對方這樣的壓力，語言與表達能力要經得起考驗。輕薄快語，不只是性格，而是程度不足的表現。
There must be coordination for your moves and actions; don't show carelessness and haste in the negotiation. Therefore, euphemism and assertiveness shall be alternated to press the rival in adequate wording and attitude.
7. 分段說服(incremental persuasion)：人無論聖賢愚昧，對全然陌生觀念無法一次接受，中外皆然。在國際談判中，如果發現對方對某事權物概念或有錯誤之想像，直接想說服他，反而引起對方的猜忌，使用轉折、分段、多次的說明，是唯一的辦法。
Incremental Persuasion: Despite their wisdom and cultivation, people will have difficulty to accept something completely strange to them in short time. Try not to be so drastical, and your counterpart may have liberty and time to consider tour idea.
8. 惡聲至，必反之(reactive)：面對西方人，在氣勢上不得輕怯，但亦不可 成僵局。鬥而不破，保持關係，是談判最應注意的地方。
Where there is tirade, there should be reaction to counter the supremacy intended by the western party. However, deal breaking shall be prevented.
