Faktori moći i izbor strategije u pregovaranju UDK 005.21:005.574 Milan Stamatović, Nebojša Zakić, Ilija Nikolić Univerzitet UNION, Fakultet za preduzetnički biznis, Beograd U radu se objašnjavaju glavni elementi pregovaranja, ključni faktori moći u pregovaranju, izbor odgovarajuće preduzetničke strategije i važna etička pitanja.	Power factors and negotiation strategies UDC 005.21:005.574 Milan Stamatović, Nebojša Zakić, Ilija Nikolić UNION university, Faculty of Enterpreneurship, Belgrade The paper explains the major elements of negotiations, key power factors of negotiating skills, the selection of a proper enterpreneurial strategy as well as significant ethic issues.	0.925933
Izbor pregovaračke strategije se zasniva na tome da li nam je bitniji suštinski ishod, ishod odnosa ili obe ove dimenzije.	Choosing a proper enterpreneurial strategy depends on what one finds more important the basic outcome, the relationship outcome, or both.	0.548922
Uspešnost u pregovaranju je stvar shvatanja kako se pregovaranja odvijaju i kako postići optimalni ishod.	Success in negotiating is a matter of attitude to how the negotiation processes itself is conducted and what is being done to reach optimal results.	0.576064
Svrha ovog rada je da da vodiče za uspešno obavljanje pregovora i kako ih primeniti na različite situacije u kojima se kao pregovarači možemo naći.	Our aim in this study is to provide guidelines to be used both for the purpose of successful negotiating and of dealing with various situations we might find ourselves in as negotiators. ~~~ 1.	0.200769
Definisanje pregovaranja Ima brojnih definicija pregovaranja od kojih dajemo tri karakteristična primera.	Drfining negotiation There are numerous definitions of negotiations, among which three characteristic examples are listed in this report.	0.452644
Gulliver definiše pregovaranje kao proces u kojem dve strane, uz podršku drugih, pokušavaju da postignu zajedničku odluku o problemu oko kojeg postoji neslaganje Š1Ë.	Gulliver defines negotiating as a process in which two parties, supported by others, attempt to achieve a mutual decision on the issue of dissagreement Š1Ë.	0.986667
Prema Robinsonu i Volkovu pregovaranje je proces u kojem učesnici svoje ciljeve unose na pregovarački sto, dele informacije i traže delotvorne alternative Š2Ë. ~~~ Duening i Sherrill vide pregovaranje kao proces u kojem dve ili više strana pokušavaju da sklope sporazum u situaciji koju karakteriše neki nivo stvarnog ili mogućeg neslaganja Š3Ë.	According to Robinson and Volkov, negotiation is a process in which negotiators lay their objectives at the negotiating table, share information and search for effective alternatives Š2Ë. Duening and Sherrill view negotiating as a process in which two or several parties attempt to reach an agreement in a situation characterised by a certain level of real or possible disagreement Š3Ë.	0.452239
Mada se ove definicije razlikuju u detaljima, one dele neke opšte karakteristike: u pregovaranje je uključeno dve ili više pregovaračkih strana, svaka od njih ima neke ciljeve koji mogu biti manje ili više u nesaglasju, u nekoj formi procesa istražuju se alternative u svrhu postizanja sporazuma između strana. ~~~ Elementi pregovaranja Pregovaranje se, po pravilu, sastoji od sledećih glavnih elemenata:	As much as these definitions differ in details, they nevertheless share some mutual features: negotiation includes two or more negotiating parties; each of the parties have their objectives which may be incompatible to a smaller or to a larger extent; during some kind of process alternatives are sought for the purpose of reaching an agreement between/among the parties.	0.19619
1.	2.	0.3
	Elements of negotiation Negotiating normally consists of the following elements: 1.	-0.3
Pregovaranje je prvenstveno proces koji uključuje dve strane dve osobe, dve grupe, dve organizacije ili međulični proces.	Negotiating is primarily a process that includes two parties two persons, two groups, two organizations, or an interpersonal relationship.	1.10031
Pregovaranje je najčešće jedan-na-jedan proces.	It is most frequently a one-to-one process.	0.228947
Takođe, pregovaranje može biti i grupni proces, kao npr. grupa za planiranje koja zajedničkim radom dolazi do strateškog plana.	Negotiation can also be a group process, e.g. planning group whose members jointly work out a strategic plan.	0.390153
Na pregovaranje se može gledati i kao na proces unutar osobe debata koja se odvija u nama šta ćemo činiti. 2.	Negotiating can finally be viewed as a process going on within a sole person an inward debate on how we are going to act. 2.	0.959478
Strane imaju nesaglasje interesa tj. one se ne slažu oko nečega.	The parties interests are incompatible, that is, they disagree about some issue.	0.481579
To može biti sukob preferencija, nepodudarna mišljenja u vezi prioriteta ili najčešće sukob oko resursa: neslaganje oko toga ko će dobiti koju veličinu, iznos ili dotaciju. 3.	The issue may be a conflict of preferences, disagreement in attitudes on priorities or, most frequently, a conflist as regards resources: disagreement as to who will obtain a certain volume, amount or grant. ~~~ 3.	0.196133
Pregovaranje je uglavnom voljna aktivnost.	Negotiating is a predominantly voluntary activity.	0.246154
Većina pregovarača je retko prisiljena da pregovara; već mi biramo da pregovaramo jer verujemo da će taj proces poboljšati naše ishode.	Few negotiators are actually forced to negotiate; it is us who choose to negotiate in the belief that the process will improve our outcomes.	0.426194
Pregovo ri su voljni u smislu da uvek možemo da prihvatimo li ostavimo, ali pregovaramo da bismo poboljšali ishode kroz dijalog i diskusiju. 4.	Negotiations are voluntary in that we can always take it or leave it, however we negotiate in order to improve our outcomes via dialogue and discussion.	1.0078
Pregovori uključuju upravljanje sa dve vrste entiteta: materijalna i nematerijalna aktiva.	4. ~~~ Negotiations mean management of two types of entities: tangible and intangible assets.	0.113158
Materijalna aktiva su stvarna pitanja koja treba rešiti putem pregovaranja i većina pažnje u planiranju i pregovorima odnosi se na ovu aktivu.	Tangible assets cover all the real issues to be solved through negotiating and most attention in planning and negotiating is paid to these assets.	0.55845
Nematerijalna aktiva je manje vidljiva, više psihološka.	Intangible assets is not so visible, they are rather psychological.	0.266038
Oni kojima se pridaje manja pažnja, mada su ponekad važniji, su psihološki ciljevi i stremljenja.	The psychological goals and aspirations are paid less attention to, although they are sometimes more important.	0.265517
Nematerijalni ciljevi mogu da uključuju nadmoć, bolje napredovanje od suparnika, izgledati izdržljivo i snažno, biti pravedan prema svim stranama, itd.	Intangible assets may include superiority, better advancing compared to competitor, appear tough and strong, being just to all parties, etc.	0.405972
Zdravo planiranje u pregovaranju zahteva da strane utvrde svu materjalnu i nematerijalnu aktivu važnu za pregovore, i moraju imati obzira prema onome što je potrebno da se efikasno zadovolji nematerijalna aktiva. 5.	Sound planning in negotiation require that the parties should determine any tangible and intangible assets important for the negotiations, and be careful about what is necessary to do so that intangible assets be efficiently satisfied.	0.457754
Pregovaranje uključuje proces davanja i uzimanja.	5. ~~~ Negotiating is a process of giving and taking.	-0.00681818
Kada strane predviđaju pregovaranje, početne situacije nisu iste kao one kojima se pregovori završavaju.	When the parties envisage negotiations, the starting situations are not the same as those in which the negotiations are terminated.	0.843158
Formulisanje početnog zahteva se obavlja uz očekivanje da će obe strane to učiniti, da će biti udaljeni u svojim početnim pozicijama, a da će se zatim cenkati kako bi došli do zajedničkih tačaka.	Formulating an initial offer is done expecting that both parties will do it, and that they will normally differ in their starting positions; then they will bargain until they reach some points of agreement.	0.741176
Naposletku strane očekuju da se približe jedna drugoj, u nekom obliku očekivane ali ne tačno predvidive igre, pri čemu su mogući različiti krajnji ishodi.	Finally the parties expect that they come sloser to each other in a kind of expected but not really predictable game, in which different outcomes are possible. ~~~ 3.	0.174403
Faktori moći u pregovaranju Postoji mnogo načina kojima pregovarač može postići nadmoć u toku pregovora.	Power factors in negotiating There are different ways in which one negotiator can achieve advantage during negotiations.	0.837758
Faktor moći je element koji značajno može da uveća ili da umanji pregovaračevu sposobnost da postigne ciljeve.	The power factor is an element that may significantly increase or reduce the negotiators capability of achieving his goals.	0.782
Sledećih pet ključnih faktora deluju na takav način. (1) priroda i vrsta raspoloživih informacija, (2) prisustvo konstitutivnih odbora i njihova podrška, (3) vreme i rokovi, (4) alternative u postizanju predloženog sporazuma i (5) lične osobine pregovarača.	The following key factors act in such a way. ~~~ (1) the nature and kind of available information; (2) the presence of constitutive boards and their support; (3) time and deadlines; (4) alternatives in reaching the agreement proposed; (5) negotiators personal traits.	0.329328
Informacije.	Information.	0.3
U srži svog procesa, pregovaranje je razmena informacija; ove informacije su usmerene i organizovane da ubede drugu osobu da ih vidi na naš način.	In its core, negotiating is an exchange of information. ~~~ This information is directed and organized so as to convince the other party to see it the way we do.	0.0655231
Nije dovoljno da samo izjavimo (ili zahtevamo) da nešto želimo, moramo biti sposobni da navedemo zašto to želimo i da koristimo argumente za ubeđivanje.	It does not suffice that we just declare (or require) that we want something, we have to be able to state why we want it and use convincing arguments to support our claim.	0.408889
Stoga, uspešni pregovarači pretpostavljaju koje informacije će im biti potrebne u bilo kojoj situaciji i temeljno se pripremaju.	Therefore, successful negotiators try to predict which information they will need in any possible situation and they prepare thoroughly.	0.921144
Što je bolja priprema, organizovanje i upotreba informacija, sve je više izgleda da će ta strana imati ubedljiviji slučaj.	The better the preparation, organization and use of information, the better the chances that the party will have a more convincing case.	0.580734
Iako se tačna priroda planiranja informacija, koja će određena informacija biti potrebna, menja od jednog pregovora do drugog, sledeća priprema informacija je obično neophodna za uspeh:	Although the real nature of information planning (which particular information will be needed) changes from one negotiation session to another, the following preparation of information is usually required in order that a favourable outcome be produced: Defining goals: What do we want to achieve?	1.02985
Definicija cijeva:	What are our goals?	0.282353
Šta želimo da postignemo? ~~~ Šta su naši ciljevi? ~~~ Definicija informacija koje su potrebne za zagovaranje naših ciljeva:	Defining information required to support our goals: How can we build a convincing case that will be in favour of our goals?	0.077381
Kako da gradimo ubedljiv slučaj koji će ići u prilog naših ciljeva?		-0.3
Koje činjenice i cifre su nam potrebne?	Which facts and figures do we need?	0.25
Definicija informacija potrebnih za osporavanje argumenata drugog pregovarača: ~~~ Možemo li da predvidimo šta će oni želeti?	Defining information required to challenge the other partys arguments: Can we predict what they will want?	-0.0283333
Kako ćemo da osporimo argumente koje će oni da daju?	How can we challenge the arguments they are going to produce?	0.806324
Pošto iznesemo svoje argumente, kakvim će oni uzvratiti?	After we have offered our arguments, how are they going to answer?	0.610256
Šta možemo da uradimo da opovrgnemo njihove argumente ili njihove pokušaje da podrivaju našu poziciju?	What can we do to refute their arguments or their attempts to undermine our position?	0.5875
Kako da definišemo svoj početni zahtev i svoja ograničenja?	How shall we define our initial claim and our limitations?	0.27
Ako brižljivo pripremimo informacije, možemo da donesemo mudre odluke do kog nivoa će naš zahtev biti shvaćen kao razuman, imajući u vidu da ćemo morati da pravimo ustupke, a ipak da postignemo cilj.	If we prepare information carefully, we may make wise decisions as to which extent our claim will be taken as reasonable, having in mind that we will have to make concessions, but that we achieve our goal.	0.820588
Pregovarači treba da pribave informacije o svom takmacu, o njegovim ciljevima, stilu, reputaciji itd.	Negotiators should collect information on their counterparty, their goals, style, reputation, etc.	0.75472
U svakoj interakciji, naročito takmičarskoj, što više saznamo o suparniku, bolje ćemo predvideti kako će se ponašati.	In any interaction, especially the competitive one, the more we get to know about or opponent, the better our predictions of his behaviour will be.	0.758716
Bolja priprema, kroz predviđanje potrebnih informacija da bi se uspešno raspravljala pozicija ili osporavali argumenti suparnika, je glavno za uvećavanje nečije moći.	A better preparation, predicting the necessary information in order to successfully discuss the position or challenge the other party help increase our power most.	0.670028
Konstitutivni odbor i organizaciona podrška.	Constitutive board and organizational support.	0.292857
U mnogim poslovnim pregovorima, pojedinac ne pregovara samo za sebe.	In a large number of business negotiations the individual does not negotiate only for himself.	0.467727
Ciljevi i svrhe su postavljeni zajedno sa drugim osobama i grupama koje će imati korist ako ih postigne ili će izgubiti ako to ne učini.	The goals and purposes are set together with other individuals and groups that will benefit from winning or lose if the negoriations are not terminated in our favour.	0.584085
Konstitutivni odbor je grupa kojoj pregovarači pripadaju i čije interese zagovaraju ili štite.	A constitutive board is a group to which the negotiators belong and whose interests they promote or protect.	0.493355
Konstitutivni odbori igraju dve važne uloge u pregovaranju.	Constitutive boards play two important roles in negotiations.	1.29444
Prvo, pomažu nam da definišemo naše ciljeve, govore nam šta je prihvatljivo ili ne u smislu počet ne ponude, cilja i krajnje svrhe.	Firstly, they help us define our goals, tell us what is acceptable and what is not as regards the initial offer, goal or final purpose.	0.416964
Drugo, konstitutivni odbori nas ocenjuju kada se vratimo sa pregovora.	Secondly, constitutive boards evaluate our achievement after we have returned from negotiations.	0.456598
Sude o nama na osnovu onoga što smo postigli, pa nas prema tome nagrađuju ili kažnjavaju.	They judge us on the basis of what we have achieved and they award or punish us accordingly.	0.821517
Postoje sledeći zaključci u vezi sa ulogom konstitutivnog odbora: ~~~ Pošto imaju vrlo malo direktnog iskustva sa suparnikom, konstitutivni odbori su skloni da veruju da ciljevi koje su postavili pregovaraču nisu teški za postizanje.	The role of constitutive boards may be summarised as follows: As their direct experience about the other party is rather limited, constitutive boards tend to believe that the goals set for the negotiations are not difficult to achieve.	0.182708
Čini se da su konstitutivni odbori skoro uvek nerazumni i očekuju više nego što se može postići.	It appears that constitutive boards are almost always unreasonable and expect more than can be achieved.	0.995538
Pošto obično ne čuju suparnikove argumente iz prve ruke, konstitutivni odbori ne vide razlog da menjaju svoje početne zahteve.	As they usually do not hear the other partys arguments directly, constitutive boards do not see the reason to change their initial claims.	1.18938
Tako je za mnoge pregovarače teže da ubede svoje konstitutivne odbore koji se ciljevi zaista mogu postići nego da ubede suparnike u prirodu svojih ciljeva.	Thus the negotiators often find it more difficult to persuade their constitutive boards which goals can reasonably be achieved than to persuade the other party about the nature of their goals.	0.814701
Iz ovoga proizilazi da pregovarači moraju stalno isticati svojim odborima šta je to što je moguće i realno u pregovorima, tako da se ne dozvoli da očekivanja izmaknu kontroli.	Hence, the negotiators always have to point out to their boards what is it that is possible and reasonable in negotiations, otherwise the expectations may slip the control.	0.69941
Konstitutivni odbori daju pozitivne ocene i nagrade za dobro obavljen posao i negativne ocene i kazne u suprotnom slučaju.	Constitutive boards appreciate and award a well done job, as well as criticize and punish the results contrary to expected.	0.597143
Napori odbora su usmereni da nateraju pregovarača da se svom snagom bori za postavljene ciljeve.	The boards efforts are directed towards forcing the negotiator to do his best to achieve the set goals.	0.476786
Takođe ovi odbori upravljaju pregovaračem tako što upravljaju njegovim ovlašćenjem, njegovom sposobnošću da sam obavi posao.	The boards also manage the negotiator in that they manage his authority, his capability of doing the job himself.	0.763787
Iako se za one koji su ovlašćeni da mogu sami da sklapaju poslove misli da imaju više moći, neograničeno ovlašćenje obično nije prednost za pregovarača!	Although those who are authorised to contract business themselves are thought to have more power, the negotiator usually does not find an absolute authority advantageous!	0.280435
Svi pregovarači mogu biti izloženi izuzetnim pritiscima od strane suparnika da se saglase; pregovarač koji mora da se dogovori sa svojim konstitutivnim odborom uvek ima sigurnosni ventil koji ga štiti da ne podlegne nerazumnim pritiscima.	All negotiators may be exposed to intense pressures from the part of the other party to agree; a negotiator who has to consult his constitutive board always has a safety gauge protecting him from yielding to unreasonable pressures.	0.611795
Kada pregovarač ima konstitutivni odbor koji mu postavi razumne ciljeve i podržava ga u dogovaranju, pregovarač je veoma moćan.	When a negotiator has a constitutive board that set reasonable goals to him and supports him in discussions, the negotiator is very powerful.	0.884211
Kada konstitutivni odbor ne podržava pregovarača i oštro ograničava njegova ovlašćenja ili kada pregovarač ima neograničena ovlašćenja, njegova moć značajno opada.	In case the constitutive board does not support the negotiator or severely limits his authority, or when the negotiator enjoys absolute authority, his power decreases significantly.	0.843531
Pritisak vremena i rokova.	Time and deadlines pressure.	0.275
Pregovaranje je u osnovi vremenski ograničena aktivnost.	Negotiating is basically a time limited activity.	0.245455
Kako poznata izreka kaže rad ispunjava raspoloživo vreme, tako i pregovori popunjavaju raspoloživo vreme.	As a popular saying provides, work fills the time available, so the negotiations fill the time available.	0.88
To znači da većina ustupaka se pravi pri isteku roka za pregovore.	This means that the majority of concessions are made towards the end of negotiations.	0.453183
Postoje mnogi razlozi zašto se ova pojava javlja: strane ne uspevaju da stvore program, izgube osećaj za vreme, raspravljaju predugo itd.	The reasons for this are numerous: the parties fail to create a programme, they lose a sense of time, they argue for too long, etc.	0.266667
Ali najvažniji razlog je da rok stvara odgovarajuće opravdanje za pravlje nje ustupaka.	The most important reason, however, is that the deadline is a welcome excuse for making concessions.	0.269231
Svaka strana može da iznosi svoje argumente i gledište beskrajno dugo; ako nema roka strane će neprestano nastavljati da oklevaju i odlažu kako bi iznurili jedni druge.	Each party may state their arguments and points of view for an infinitely long time; without a deadline, the parties will continue to hesitate and put things off in order to exhaust each other.	0.7
Ali kad postoji rok, strane ga mogu iskoristiti kao razlog za pravljenje ustupaka.	However, when there is a deadline, the parties may use it to make concessions.	0.277273
Štaviše, odlaganje može biti uspešno za ubeđivanje vašeg konstitutivnog odbora da ste se držali što je duže moguće pre donošenja ključnog ustupka.	Moreover, postponing may be useful for convincing your board that you stuck as long as you could before you were forced to make a major concession.	0.393849
Kada obe strane imaju isti rok ili ga nijedna nema, snaga roka je izjednačena.	When both parties have the same deadline or neither has it, the power of deadline is balanced.	0.846269
Ali kad jedna strana ima rok a druga ga nema, strana bez roka ima prednost.	However, when one party has a deadline, and the other does not, it is the party that does not, that has an advantage.	1.26048
Razlog za to je što strana koja ima rok oseća pritisak da načini pomak ka dogovoru, dok ova strana bez roka ne oseća takav pritisak; i kao rezultat toga, ovaj drugi može da odugovlači i postavlja neodgovarajući pritisak vremena na prvog.	The reason for that is that the party that does have a deadline feels pressure to move towards reaching the agreement, whereas the party that does not have a deadline does not feel a pressure at all; as a reasult, the latter may postpone things and set an unreasonable time pressure upon the former.	0.952822
Opcije do sporazuma.	Options towards reaching the agreement.	0.781579
Četvrti faktor je moć raspolaganja sa više alternativa.	The fourth factor is the power to have more than one alternative.	0.282692
Ljudi stalno pregovaraju kao da je određeni ishod koji žele da postignu jedini moguć ishod; shodno tome, oni se u potpunosti predaju tom procesu, radeći štagod je potrebno da završe posao.	People always negotiate as if the outcome they wish to achieve were the only possible outcome; consequently, they entirely devote themselves to the process, doing whatever it takes to complete the task.	0.474773
To je neproduktivno pregovaračko ponašanje; u emotivnoj vrelini pregovaranja, postajemo isuviše predani da dobijemo posao samo da bismo stekli osećaj psihološkog uspeha iz zaključenja pregovora.	This is a nonproductive negotiation behaviour; in an emotion-heated negotiation we become too eager to get a contract only to gain a feeling of psychological success from concluding the negotiations.	0.404858
Psiholozi nazivaju ovaj proces prevelike posvećenosti hvatanje u zamku.	Psychologists call this process of excessive eagerness a falling into a trap.	0.290769
U takvoj situaciji ponašamo se kao da smo zavisni od željenog cilja.	In such a situation we feel as if we depended on the desired goal.	1.18974
Tako se ponašamo jer smo emocionalno angažovani; jer ne možemo da se povučemo pred obavezama, koje su obično javno objavljene, a da ne pomislimo da ćemo izgledati slabo i glupo; i jer smo uložili već toliko vremena, novca i energije da ne možemo da dozvolimo da se povučemo.	We act like this because we are emotionally engaged; because we cannot withdraw in the face of obligations that are usually publicized, without fearing we will appear weak and silly to others; and because we invested so much time, money and energy so we cannot afford to withdraw.	0.723443
Dobre opcije (za mogući sporazum u raspravi) daju nam moć jer nas oslobađaju ovih dinamika.	Good options (for a possible agreement in negotiations) give us power, since they liberate us from these dynamics.	0.612037
Ne moramo više da insistiramo da bi smo postigli dogovor po svaku cenu.	We no longer have to insist in order that we should reach an agreement at any price.	0.903513
Ako imamo dobru opciju, onda nećemo imati ikakvo osećanje očajanja; ako posao propadne uvek imamo mogućnost da se vratimo na tu ideju.	If we have a good option, we will have no reason to feel desperate; if the job fails, we still have a chance to get back to that idea.	0.530028
Takođe, dobre opcije se ponašaju kao alternativa krajnjem rešenju ili ograničenjima.	Similarly, good options act as alternative to a final solution or limitations.	0.501471
Ako imamo dobru opciju onda treba da nastavimo pregovaranje samo ako će nam na izvestan način pružiti bolju opciju.	If we have a good option, we should continue negotiating only if we expect to gain an even better option.	0.401724
Fisher i Ury nazivaju to najbolja alternativa za pregovarani sporazum BATNA, skraćenica od engleskih reči best alternartive to a negotiated agreement (u daljem tekstu ćemo koristiti izraz najbolja alternativa) Š5Ë.	Fisher and Ury call this the best alternative to a negotiated agreement BATNA (hereinafter we will use the term best alternative) Š5Ë.	1.14951
Najbolje alternative nam omogućavaju da našim suparnicima kažemo kako da uobliče svoje ponude, jer posao o kome se raspravlja mora biti bolji od naše najbolje alternative da bismo ga smatrali privlačnim; takođe nam pruža moćno oruđe za ubeđivanje naših suparnika da posao mora da zadovolji naše potrebe.	The best alternatives enable us to tell the other party how to shape their offers, as the job discussed must be better than our best alternative in order that we should accept it as attractive; it is also a powerful tool to persuade the other party that the job has to satisfy our needs.	1.06654
Lična moć.	Personal power.	0.225
Pregovarači imaju i određene lične kvalitete koji ih mogu učiniti moćnijim.	The negotiators also have some personal qualities that can make them more powerful.	1.04577
Oni uključuju: ~~~ Ubedljivost.	These include: Pesuasiveness.	-0.00535714
Dobri pregovarači mogu da zastupaju svoje gledište i da grade argumente na način koji ih čini uverljivim.	Good negotiators have to stick to their attitudes and to create arguments in a way that they are persuasive.	0.956777
Dobro logično razmišljanje, dobre komunikacijske veštine (kontakt očima, jasan glas) i jaka lična posvećenost ciljevima doprinosi ubedljivosti.	Good logic, good communication skills (eye contact, clear voice) and a strong personal committment to goals enhances persuasiveness.	0.253448
Postojanost.	Consistency.	0.3
Dobri pregovarači su postojani.	Good negotiators are consistent.	0.3
Na početku ne prihvataju ne kao odgovor.	At the beginning they do not accept no as an answer.	0.616667
Pregovarač mora da bude oprezan da ne ispadne dosadna napast, ali isto tako mora da pazi da se ne povuče samo zato što je prvi odgovor na njegov zahtev bio ne.	A negotiator must be careful not to become a pest, however, he must take care not to withdraw only because the first answer to his claim was no.	0.779106
Postojanost pomaže dobrim pregovaračima da otkriju da ima mnogo možda, moguće ili zavisi od, iza prvog ne.	Consistency helps good negotiators to discover that there are many perhaps, it is possible or it depends, behind the initial no.	0.755789
Integritet i karakter.	Integrity and character.	0.271429
Uspešni pregovarači uživaju ugled za svoju pouzdanost, poštenje i principijalnost.	Successful negotiators are reputable for their reliability, honesty and principles.	0.560727
Ako su naš karakter i motivacija sumnjivi, ljudi će odbijati da pregovaraju sa nama jer se plaše da ne budu izigrani ili nisu sigurni da ćemo ispuniti obaveze.	If our character and motivation are doubtful, people will refuse to negotiate with us since they fear we will cheat them or that we will fail to fulfill our obligations.	0.808482
Suprotno tome, ako imamo ugled visokog integriteta, ljudi će želeti da pregovaraju sa nama jer znaju da govorimo istinu, da je ponuda poštena i da ćemo se pridržavati sporazuma.	On the contrary, if we are reputed for high integrity, people will want to negotiate with us since they know we are truthful, that the offer is fair and that we will stick to the agreement.	0.9
Svaki od ovih faktora može ili da uveća ili da umanji uspešnost pregovarača.	Each of these factors can either increase or decrease the success of negotiating.	0.295652
Pregovarači koji se osećaju nemoćno treba da prouče kako svaki faktor deluje u predstojećim pregovorima i da istraže načine ili da uvećaju sopstvenu moć ili umanje suparnikovu.	The negotiators who feel powerless should study how each factor acts in the coming negotiations and work out the ways to either increase theiw own power or reduce the power of the other party.	0.514286
Kako odabrati pregovaračku strategiju Savage, Blair i Sorenson su naveli dva pitanja koja treba da odrede izbor strategije.	4. ~~~ Choosing negotiating strategy Savage, Blair and Sorenson propose two questions that condition the choice of the strategy.	0.49717
Prema ovim autorima pre odabiranja strategije pregovaranja, rukovodilac treba da uzme u obzir svoje interese kao i interese organizacije Š4Ë.	According to these authors, prior to choosing a negotiating strategy, the manager should take into account his own interests as well as interests of the organization Š4Ë.	0.818629
Ovi interesi će oblikovati odgovore na dva osnovna pitanja: (1) Da li je suštinski ishod veoma važan za rukovodioca? (2) Da li je ishod odnosa važan za rukovodioca?	These interests will shape the answers to two basic questions: (1) Is the basic outcome very important for the manager? (2) ~~~ Is the relationship outcome important for the manager?	0.354283
Prema ova dva kritična pitanja moramo se odnositi zasebno.	These two critical questions should be dealt with separately.	0.588462
Iako svi ishodi mogu izgledati veoma važno u nekom trenutku, mora se odličiti koliko visok prioritet pitanja u pregovorima zaista imaju.	All the outcomes may appear very important in one moment, however, a decicion must be made on how high a priority these questions really have in negotiations.	0.81016
Takođe mora se odlučiti o bitnosti odnosa između pregovarača.	Similarly, we must decide upon the importance of relationships between the negotiators.	0.501724
Svaki pregovor ima ishode odnosa kao i suštinske odnose pregovora kako sada pregovaramo, imaće uticaja na kvalitet našeg odnosa u budućnosti.	Each negotiation has relationship outcomes as well as the basic relations of negotiations the way we negotiate now will affect the quality of our relationships in the future.	0.793074
Odnosi se mere činiocima kao što su: stepen nezavisnosti između nas (koliko zavisimo od ponašanja druge strane da bismo postigli sopstvene rezultate?); vremenski razmak odnosa (da li predviđamo da ćemo raditi dugo u budućnosti?); nivo prijateljstva koji osećamo prema drugoj strani i korektnost i lakoća komunikacije sa drugom stranom.	The relationship is measured by factors such as: the extent of mutual independence (to what extent we depend on the behaviour of the other party if we wish to achieve our own results); time span between the relationship (whether we predict to work together for a longer period in the future); the level of friendship we feel towards the other party and the correctness and ease of communicating with the other party.	0.670505
Duening i Sherill ističu da suštinski ishodi i ishodi odnosa nisu uzajamno isključivi, ali opredeljenje za jednu kategoriju kao dominantnu u odnosu na drugu, će uticati na izbor pregovaračkih strategija Š2Ë.	Duening and Sherrill point out that basic outcomes and relationship outcomes are not mutually exclusive, however, deciding in favour of one category as dominant in relation to the other will affect the choice of negotiating strategies Š2Ë.	0.828446
Prema Savageu, Blairu i Sorensonu Š4Ë, u osnovi postoje četiri glavne strategije pregovaranja, zasnovano na tome šta nam je važno suštinski ishodi ili ishodi odnosa, što je dato na slici 1.	According to Savage, Blair and Sorenson Š4Ë, there are basically four main negotiating strategies, depending on what we find important basic outcomes or relationship outcomes, and these are presented in Figure 1.	1.11321
Otvorena podređenost.	Open inferiority.	0.211765
Strategija koju treba slediti kada su strane jako zabrinute za odnos a kada je suštinski ishod manje važan, jeste otvorena podređenost.	The strategy to be followed when the parties are seriously concerned with their relationship and the basic outcome is of lesser importance is the open inferiority.	0.658671
U ovoj strategiji, ustupamo pred pregovaranjem na suštinska pitanja da bismo drugu stranu učinili srećnom, odnosno, dajemo im ono što žele, a čuvamo i poboljšavamo odnos.	According to this strategy, we give in in negotiating essential issues to make the oter party happy, that is, we give them what they want and keep and improve our relationship.	0.509977
Drugi nazivi za ovu strategiju su ustupak ili čak ulagivanje.	Other terms for this strategy are cessions or even flattering.	0.3
Zašto bi pregovarač odabrao ovu strategiju?	Why should a negotiator choose this straegy?	0.284615
Može postojati nekoliko razloga: ~~~ Pregovaraču uopšte nije stalo do suštinskih pita nja, već želi nešto drugo od suprotne strane.	There may be a number of reasons: The negotiator is not really concerned with basic issues, but wants the other party to give him something else.	0.0351293
Pregovarač je voljan da trguje sa mogućim suštinskim ishodima u sadašnjim pregovorima zarad bolje prednosti u budućim pregovorima.	The negotiator is willing to trade the possible basic outcomes in the present negotiations for a greater advantage in the future negotiations.	0.766121
Pregovaraču je iskreno stalo do odnosa i ne želi da povećava napetost mogućim sukobom oko tekućih pitanja.	The negotiator cares deeply about the relationship and does not wish to increase tensions by a possible conflict about current issues.	0.240625
Podređenost je teška strategija za neke pregovarače jer se čini snishdljivom i ponižavajućom.	Some negotiators find inferiority a difficult strategy since it looks lowly and degrading.	0.480108
Ali iskusni pregovarači će se složiti da je u nekim slučajevima itekako podesno dozvoliti drugoj strani da pobedi i tako sačuvati odnos i priliku za kasnije, kada su ulozi mnogo važniji i primamljiviji.	However, experienced negotiators will agree that in some cases it is by all means advisable to let the other party win and thereby save the relationship and the opportunity for a later moment, when the stakes are much more important and attractive.	0.512164
Stragegija 1 POUZDANA SARADNJA Obe vrste ishoda važne Situacija 1 Suštinski ishod Stragegija 2 OTVORENA PODREÐENOST Prvenstvo ishodu odnosa Situacija 2 Suštinski ishod veoma važan: ~~~ NE Ishod odnosa veoma važan: ~~~ DA Stragegija 4 AKTIVNO IZBEGAVANJE PREGOVORA Nijedan ishod nije važan Situacija 4 Suštinski ishod veoma važan: ~~~ NE Ishod odnosa veoma važan: ~~~ NE veoma važan: ~~~ DA Ishod odnosa veoma važan: ~~~ DA Stragegija 3 OŠTRO TAKMICENJE Prvenstvo suštinskom ishodu Situacija 3 Suštinski ishod veoma važan: ~~~ DA Ishod odnosa veoma važan: ~~~ NE Slika 1.	Strategy 1 STEADY COLLABORATION Both outcomes important Situation 1 Basic outcome very important : YES Relationship outcome very important: YES Strategy 2 OPEN INFERIORITY Priority given to relationship outcome Situation 2 Basic outcome very important : NO Relationship outcome very important: YES Strategy 3 FIERCE COMPETITION Priority given to basic outcome Situation 3 Basic outcome very important : YES Relationship outcome very important: NO Strategy 4 ACTIVE EVASION OF NEGOTIATION Neither outcome is important Situation 4 Basic outcome very important : NO Relationship outcome very important: NO Figure 1.	-0.21567
Četiri strategije pregovaranja Aktivno izbegavanje.	Four negotiating strategies Active evasion.	0.7325
Strategija koju pregovarač treba da sledi kada mu ni suštinski ishod ni odnos nisu važni, poznata je kao aktivno izbegavanje.	The strategy to be followed when neither the basic outcome nor the relationship is important is known as active avoidance.	0.854121
Na taj način, u nekim okolnostima, pregovarač može da odredi da se vrlo malo može postići pregovorima o suštinskim pitanjima i da je odnos dovoljno nebitan da bi se i na to trošila energija.	Using this strategy in some circumstances, the negotiator may conclude that little can be achieved in negotiating essential (basic) issues and that the relationship is not worth wasting effort on.	0.971965
Samo odbijanje da se pregovara je najagresivniji oblik izbegavanja, drugi oblici su prijatniji, kulturniji i društveno prihvatljiviji kao jednostavno kada ne izražavamo veliku zabrinutost ili primedbe i koncentrišemo se na stvari koje teško mogu da budu produktivnije.	The plain refusal to negotiate is the most aggressive form of evasion; other forms are more agreable, politer and socially more acceptable, e.g. when we do not show much concern or do not complain but concentrate on things that can hardly be more productive.	0.507675
Konkurentska strategija (oštro takmičenje).	Competitive strategy (fierce competition).	0.8775
Konkurentska strategija se zastupa kada je pregovarač zabrinut za ishod ali ne i za odnos sa drugom stranom.	The competitive strategy is implemented when the negotiator is concerned with the outcome, rather than the relationship with the other party.	0.838031
Ona se sledi kada je neko voljan da učini sve što je potrebno da bi postigao ciljeve.	It is followed when one is willing to do anythuing to achieve his goals.	0.44
Konkurentska strategija (dobijem-izgubiš) se obično primenjuje kada su sledeći uslovi prisutni: (1) pregovarač ima kratkoročne ciljeve, treba da obezbedi najbolji mogući dogovor sada, ne brinući o tome šta će se desiti u budućnosti; (2) pregovarač veruje da su ciljevi dve strane u osnovi nepodudarni, odnosno, što više druga strana dobije, to manje za mene; (3) pregovarač veruje da je druga strana vrlo verovatno takmičarski orjentisana, što opravdava, čak čini nužnim da odabere oštro takmičenje da zaštiti sebe; (4) kada se pregovaračima koji imaju malo iskustva u pregovorima kaže da pregovaraju, oni će verovatno primiti neke ili sve osobine klasičnog takmičarskog pregovarača.	The competitive strategy (I win you lose) is usually implemented in the following circumstances: (1) the negotiator has short-term goals and has to achieve the best possible contract now, no matter what happens in the future; (2) the negotiator believes that the goals of the two parties are basically disparate, i.e., the more the other party gets, the less remains for me; (3) the negotiator believes that the other party is probably competition oriented, which justifies, even makes it necessary that he should resort to fierce competition to protect himself; (4) when the inexperienced negotiators are told to negotiate, they will probably acquire some or all the qualities of a classic competitive negotiator.	1.03082
Konkurentska strategija zahteva definiciju nekih tačaka u opsegu cenkanja.	The competitive strategy requires that certain points in the bargain range be defined.	0.869118
Ove tačke su sledeće: ~~~ Prva tačka je ciljna tačka koja označava gde bi pregovarač želeo da završi pregovore.	These points are the following: The first point is the target point that marks where the negotiator would like to conclude the negotiations.	0.273267
Na primer, ako je cilj kupiti polovno vozilo, ciljna tačka je količina novca koju bi neko optimalno želeo da potroši.	For example, if the aim is to purchase a second-hand vehicle, the target point will be the amount of money one would normally be willing to spend.	0.39043
Pretpostavimo da je 250.000 rsd dovoljno da se kupe odgovarajuća kola.	Suppose that RSD 250,000 were enough to by an appropriate car.	0.499057
Ova svota može biti određena na osnovu ušteđevine i zarade, određivanjem vrste kola koja su potrebna i odabirom onih do 250.000 rsd ili obaveštenjem da je neko toliko platio za njegova polovna kola.	The amount may be determined on the basis of savings and earnings, by determining the type of car that is required and selecting those cheaper than RSD 250,000, or on the information that someone bought his car at the price that amounts to this.	0.600918
Iako bolje planiranje ciljne tačke vodi većoj spremnosti da se nje držite tokom pregovora, bilo koji dobar argument vodi postavljanju razumne ciljne tačke.	Although a better planning of the target point leads to a greater willingness to stick to it during negotiations, any valid argument may lead to setting a reasonable target point.	0.771739
Druga tačka je tačka otpora.	The second point is the resistance point.	0.7
Ovo je krajnja tačka preko koje pregovarač neće da ide.	This is the ultimate point the negotiator will never go beyond.	0.548727
Npr. pregovarač je odlučio da ni pod kojim okolnostima neće potrošiti više od 300.000 rsd za vozilo.	For example, the negotiator decided that he would under no circumstances spend more than RSD 300,000 to buy a car.	0.446667
Ovo je njegova tačka otpora.	This is his resistance point.	0.3
Prednost tačke otpora, naročito unapred postavljene, je da omogućava pregovaraču da ne bude uvučen u posao kojim će kasnije biti nezadovoljan.	The advantage of the resistance point, especially the one set in advance, is that it enables the negotiator to resist being drawn into the business he will later be unhappy about.	0.52389
Treća tačka je postojanje najbolje alternative (BATNA).	The third point is the presence of the best alterna tive (BATNA).	1.40769
Razlika između nje i tačke otpora je ta da je najbolja alternativa dogovor kome se pribegava ako ishod tekućih pregovora nije postignut, a tačka otpora je tačka na kojoj ispadamo iz pregovora.	The difference between this one and the resistance point is that the best alternative means an agreement resorted to in case the outcome of the current negotiations has not been reached, whwreas the resistance point is the one at which we abandon the negotiations.	0.837561
Najbolje alternative nude rešenje koje možemo da tražimo ako se tekući pregovori ne odvijaju dobro.	The best alternatives offer a solution we may insist on if the negotiations do not advance the way we planned.	1.04333
Jedna veoma uspešna strategija je da se neguje odgovarajuća najbolja alternativa i da se insistira da naš protivnik mora da se ili složi ili da ponudi bolju opciju od naše kako bi zaključili posao.	A very successful strategy is to cherish an appropriate best alternative and to insist that the other party either consent or offer a more viable option in order that we conclude a deal.	0.974915
Ako znamo za druga dobra kola koja sigurno možemo da kupimo za 270.000 rsd, moramo da insistiramo na tome da naš protivnik je voljan da proda svoja za manje od 270.000 rsd ili ćemo se odlučiti za našu najbolju alternativu.	If we know that we can purschase a second best car at RSD 270,000, we have to insist that the other party sell their car at a price lower than RSD 270,000, or we will decide in favour of our best alternative.	1.14055
Poslednja predodređena tačka je početna ponuda, koja je pregovaračeva početna pozicija: prva ponuda ili zahtev.	The last defined point is the initial offer, which is the negotiators initial position: the first offer or claim.	0.653125
Počevši sa ponudom a zatim praveći ustupke, pregovarač očekuje da se kreće od početne tačke do cilja.	Starting with an offer and gradually making cessions, the negotiator expects to move from the starting point towards the goal.	0.588652
Ovo je najteža tačka za definisanje, jer ona zavisi manje od onoga što mi želimo ili možemo da platimo a više od okolnosti u kojima pregovaramo.	This point is most difficult to define, since it depends on the circumstances in which we negotiate, rather than on what we want or are able to pay.	0.845719
U tabeli 1 pretpostavimo da se pregovarač odlučio za početnu ponudu od 200.000 rsd.	In Table 1 we assume that the negotiator decided upon the starting amount of RSD 200,000.	2.89595
Tabela 1 Definicija opsega cenkanja kupčeva perspektiva (u 000) Pocetna ponuda 200 rsd Ciljna tacka 250 rsd Najbolja alternativa 270 rsd Tacka otpora 300 rsd Ove četiri tačke obrazuju pregovaračev opseg cenkanja.	Table 1 Bargain scope definition the buyers standpoint (in 000) Initial offer Target point Best alternative Resistance point RSD 200 RSD 250 RSD 270 RSD 300 These four points make the negotiators bargain range.	2.1047
Posmatrajući ovaj opseg u mogućnosti smo da razgovaramo o suštini konkurentskog pregovaranja (tabela 1).	In terms of this range, we are in a position to discuss the essence of the competitions negotiating (Table 1).	0.890217
Opseg cenkanja kreće se od početne ponude, gde pregovarač počinje sa prvom ponudom, do tačke otpora, preko koje pregovarač neće ići.	The bargain range spreads from the initial offer, where the negotiator starts with the initial offer, to the resistance point, beyond which the negotiator will not go.	0.657025
U većini pregovora, započinjemo pregovore poznavajući samo naše tačke.	In most negotiations we start negotiating knowing only our own points.	0.565574
Možda čak ne znamo početnu ponudu našeg protivnika.	We may even be ignorant of the other partys initial offer.	0.3
Na primer, ako je na kolima istaknuta cena, to je prodavčeva početna ponuda; ali ako na nalepnici piše Na prodaju ili ako se nadmećemo za kola na neviđeno, nemamo nikakvu drugu informaciju sem našeg planiranja.	If, for example, the price of the car is shown on the car, it is the sellers initial offer; however, if an on sale advert is displayed, or if we bid without seeing it beforehand, we do not have any other information except our plan.	0.623497
Stoga, što više informacija dobijemo o početnoj ponudi, ciljnoj tački i tački otpora druge strane to ćemo inteligentnije isplanirati naš sopstveni opseg.	Therefore, the more information we collect on the initial offer, on the target point and on the other partys resistant point, the more intelligently we will plan our own range.	0.935031
Takođe, jasno je da treba da planiramo naše sopstvene ciljne tačke i tačke otpora unapred, kako bismo bili sigurni u naše planiranje, i kako bismo razumeli da ćemo možda morati da menjamo ove procene kada dođemo do informacija o drugima. ~~~ Dobijanje informacija o protivnikovoj početnoj ponudi, ciljnim tačkama i tačkama otpora su osnovni deo strategijskog razvoja. ~~~ Na primer, kada se određuje po četna ponuda, iskustvo nam govori da treba napraviti početnu ponudu koja ostavlja prostora pregovaraču za ustupke a ipak pruža dogovor koji je jednak, ako ne i bolji, nečijoj ciljnoj tački.	Similarly, it is obvious that we should plan our own target points and the resistance points in advance, so that we could be confident of our planning and understand that we might have to change these estimations when we obtain information on the others. an initial offer should be made that leaves the negotiator space to make cessions, at the same time offering an agreement that is equal, if not better, to someones target point.	0.0599121
Tako bi jedan kupac želeo da potroši 250.000 rsd za polovan automobil, i voljan je potroši i do 300.000 rsd za odgovarajući, ali svakako se neće buniti ako kupi za 280.000 rsd!	Thus one buyer would spend RSD 250,000 for a second-hand car, but is willing to pay up to RSD 300,000 for an appropriate car, and he will certainly not grudge to pay RSD 280,000!	0.653362
Da bi to učinio, kupac treba da zna koliko malo može da ponudi a da ne uvredi prodavca.	In order to do this, the buyer has to know how little he can offer and not offend the seller.	0.60757
Na žalost, nema pravila u praksi za to; ona se značajno razlikuju od pregovora do pregovora i od industrije do industrije.	Unfortunately, the practice does not offer a rule to this; rules differ largely from one negotiation to another and from one industry to another.	0.657662
Ako postoji aktivno tržište za bilo koju vrstu robe i usluga (kao što su automobili ili početne plate za zaposlenje) tržište je verovatno definisalo opšte prihvatljiv početni opseg.	If there is an active market for any kind of goods or services (such as cars or starting salaries for the employees), the market has probably defined a generally acceptable initial range.	0.805776
Važno je za pregovarača da zna opseg pre početka pregovora, ako je to moguće.	It is important that the negotiator is familiar with the negotiation range, if possible.	0.469565
Značajno narušavanje opsega može prouzrokovati glavne probleme: izrazito visoka ili niska početna ponuda izazvaće gubitak kredibiliteta.	A significant disturbance of range may cause major problems: a dramatically high or low initial offer will cause the loss of credibility.	0.6273
Da bi se saznalo više o uobičajeno prihvaćenom opsegu na bilo kom tržištu, treba pitati ljude koji su pregovarali o sličnim stvarima, čitati članke na tu temu ili potražiti savet stručnjaka.	In order to learn more on the generally accepted range at any market, we should ask people who have already negotiated similar matter, read articles on the topic or ask an experts advice.	0.552404
Strategija saradnje.	Collaboration strategy.	0.255
Strategija koju treba slediti kada su i suštinski ishod i ishod odnosa važni jeste ona koja se tiče pouzdane saradnje (dobijem-dobiješ).	The strategy to follow when both the basic and the relationship outcomes are important is the one dealing with a consistent collaboration (I win you win).	0.686777
Pregovarač želi da postigne dobar suštinski ishod a takođe da obezbedi i da odnos zadrži otvorenu komunikaciju, poverenje i volju strana da istraju u tekućim pregovorima.	The negotiator wishes to achieve a favourable basic outcome, as well as ensure that the relationship retains open communication, the trust and the willingness of the parties to stay through the negotiations.	0.583991
Strane se često odnose prema pregovaračkim situacijama kao prema problemima koje treba rešiti pre nego kao prema konfrontacionim raspravama.	The parties often view the negotiation situations as the problems to be solved, rather than the confrontation arguments.	0.868117
Da bi se uspešno postigao rezultat a da se istovremeno održi odnos, strane moraju često da žrtvuju nešto od suštinskih pitanja kako bi uspešno očuvali i zaštitili odnos.	In order to succeed in achieving the result and simultaneously retain the relationship, the parties will often have to sacrifiy some of the core issues, in order to protect and retain the relationship.	0.885163
Prema Fisheru i Uryju iza suprotnih pozicija leže ne samo konfliktni, već i zajednički i podudarni interesi.	According to Fisher and Ury, behind the opposing positions lie not only the conflict, but also mutual and coinciding interests.	0.759375
Mi težimo da pretpostavimo da zato što je pozicija pregovarača druge strane suprotna našoj, njihovi interesi moraju takođe biti suprotni.	We tend to assume that, since the other partys negotiators position is opposite to ours, their interests must also be opposite.	0.684127
U mnogim situacijama, međutim, ispitivanje ishodišnog pitanja će otkriti postojanje mnogo više interesa koji su zajednički ili podudarni nego onih koji su suprotni Š5Ë.	In a large number of situations, however, the investigation into the outcome issue will reveal the existence of many more interests that are mutual or that coincide than the opposite ones Š5Ë.	0.998431
Metod, koji su ovi autori Š5Ë nazvali principijelni pregovor, može se sumirati u sledeće ključne tačke: ~~~ 1.	The method, which these authors Š5Ë termed principle based negotiation may be summarised into the following key points: 1.	0.164349
Ljudi odvajanje ljudi od problema, 2.	People separating people from the problems; 2.	1.08442
	Interests focusing on interests, rather than to a position; Getting information on the other partys initial offer, his target points and the resistence points make the basic part of strategic development.	-0.3
Interesi usredsređenje na interese, ne poziciju, 3.	For example, when the initial offer is determined, experience tells us that such 3.	0.521809
Izbori stvaranje različitih opcija pre odlučiva nja šta raditi i 4.	Choices creating different options before decid ing on what to do and 4.	0.8
Kriterijumi nastojati da rezultati budu zasno vani na objektivnim merilima.	Criteria make sure that the results be founded on objective measurements.	0.285938
Pristup principijelnog pregovaranja je sličan onom opisanom od Menkel-Meadow Š6Ë u kome ona suprotstavlja prednosti izvedene iz pristupa rešavanja problema ograničenjima uključenim u pregovaračke strategije zasnovane na takmičenju, gde maksimizovanje dobitka pojedinca, na račun drugog, je vrhovni princip, za šta ova autorka tvrdi da je zasnovano na pogrešnim pretpostavkama.	The principle based negotiation approach is similar to that described by Menkel-Meadow Š6Ë in which she opposes the advantages derived from the problem solving approaches to the limitations included into the negotiating strategies based on competition, where the supreme principle is maximizing of individual profit on account of somebody others, which are claimed by this author to be based on wrong hypotheses.	0.707647
Tako pregovori koji naglašavaju saradnju, mogu da se svedu na dva osnovna pristupa procesu saradnje pristupi koji vide pregovore kao rešavanje zajedničkog problema i model principijenog pregovora koji su osmislili Fisher i Ury.	Thus negotiations that stress collaboration may be reduced to two basic approaches to the collaboration process the approaches that view negotiations as a solution to a mutual problem and the model of principle based negotiation, designed by Fisher and Ury.	1.06397
Glavni koncepti uspešnih principijelnih pregovora i rešavanja problema su sledeći: (1) svaka strana bi trebalo da se posveti razumevanju stvarnih potreba i ciljeva druge strane, (2) svaka strana treba da se obaveže na slobodan protok informacija, (3) svaka strana mora da se obaveže da dođe do najboljeg rešenja problema, koje zadovoljava potrebe obe strane.	The main concepts of successful principle based negotiations and problem solving are the following: (1) one party should try to understand the real problems of the other party; (2) either party should grant free flow of information; (3) one party should devote themselves to finding the best solution to the problem, the one that satisfies the needs of both the parties involved.	0.785158
Imajući u vidu da su se obe strane obavezale da slede navedene obaveze, na osnovu modela koji su osmislili Fisher i Ury Š5Ë, ključne tačke u sarađivačkoj strategiji detaljnije ističemo: ~~~ Odvajanje ljudi od problema.	Having in mind that both parties agreed to fulfill the obligations they consented to, and on the basis of the model devised by Fisher and Ury Š5Ë, we highlight the following key points in collaboration strategy: Separating people from problems.	0.32621
Kada strane koje pregovaraju imaju suprotne ciljeve ili su u sukobu, one su veoma sklone da stvari gledaju iskrivljeno.	When the goals of the negotiating parties stand opposite to each other or then they are in conflict, the parties tend to see things distorted.	0.4
Naše ideje, potrebe i očekivanja postaju ispravne, a one druge strane pogrešne.	Our ideas, needs and expectations are considered right, those posed by the other party are wrong.	0.484936
Štaviše, sopstvene simpatije i antipatije prema ljudima uopštavamo prema našem viđenju valjanosti njihovih ciljeva i stremljenja.	Moreover, we generalize our positive or negative attitudes towards people according to how we view their goals and activities.	0.269725
Uspešni sarađivački pregovori zahtevaju da budemo u stanju da odvojimo ličnost od procesa, kako bismo valjano komunicirali sa drugom stranom i postigli odgovarajuću podelu očekivanja i gledišta.	Successful collaborative negotiations require that we should be capable of separating personalities from processes, so as to communicate correctly with the other party and thus achieve an adequate share of expectations and attitudes.	0.57711
Fisher i Ury Š5Ë kažu da treba da budemo fini prema ljudima ali čvrsti prema problemu da se prema ljudima odnosimo sa poštovanjem ali da zauzmemo strog pristup u rešavanju problema i obezbedimo da svačiji ciljevi i nastojanja budu zastupljeni i objedinjeni.	Fisher and Ury Š5Ë maintain that we should be polite to people, but strict to problems treat people with respect, but to be strict in our approach to problem solving and ensure that everybodys goals and endeavours be included and united.	0.621143
Usredsređenje se na potrebe i interese, ne na pozicije.	Focusing upon needs and interests, rather than upon positions.	0.263265
Razlika između pozicije i interesa je najbolje izražena kao razlika između šta želimo i zašto to želimo.	The difference between the position and interest is best expressed as the difference between what we want and why we want it.	0.771875
U svojim početnim izjavama, pregovarači definišu svoje pozicije: izjava o zahtevima, pozicijama i ciljnoj tački sporazuma.	In their initial statements the negotiators define their positions: statement on claims, positions and the target points of the agreement.	1.33739
Obično je ova zajednička izjava pozicija ta koja predstojeće pregovore čini da po svojoj prirodi izgledaju sukobljeno, ili u najboljem slučaju da strane ne mogu da postignu ništa više od kompromisa.	This mutual statement usually makes the negotiations look conflicting, or, at best, that the parties cannot achieve more than just a compromise.	0.435063
Međutim, prelazeći na interese, strane mogu da otkriju da njihove prikrivene potrebe, vrednosti i interesi nisu zapravo u većem sukobu i da je moguće pronaći zajednički prihvatljivo rešenje.	However, when it comes to the interests, the parties may find that their hidden needs, values and interests are not really in serious conflict and that it is possible to find a mutually acceptable solution.	0.710284
Interesi se mogu otkri ti postavljanjem pitanja drugoj strani o njihovoj poziciji, da saznate zašto žele ono što kažu da žele.	Interests can be identified by asking the other party about their position; you learn why they want what they say they want.	0.54965
Potrebno je i sebi postaviti ova ista pitanja ako nameravate da podelite ove interese sa drugima.	You should also put the same questions to yourselves if you want to share these interests with the others.	0.454784
Smišljanje različitih opcija za zajednički dobitak.	Creating different options for mutual gain.	0.643956
Pregovarači bi trebalo da stvore zajedničku izjavu koja predstavlja njihove interese, jer će ta izjava biti problem koji treba da se reši.	The negotiators should create a mutual statement showing their interests, since this statement will be a problem to be solved.	0.546825
Sledeći korak je da se navedu mogući alternativni načini za rešavanje problema i izlaganje nekih ili svih interesa.	The next step is to find possible alternative way to solve problems or state some or all interests.	0.227711
Postoje brojni načini smišljanja opcija.	The ways to create options are numerous.	0.265714
Iznenadna ideja je tehnika koja se koristi kada treba da se reši problem a pregovaračke strane se razlikuju u željenom rešenju; strane se podstiču da navedu alternativa rešenja, bez rasprave, ocenjivanja i prosuđivanja kvaliteta bilo koje od njih.	A sudden idea is a technique used when a problem should be solved and the parties differ in their views to a desired solution; the parties are encouraged to offer alternative solutions, without discussing, evaluating or appreciating the quality of any of them.	0.837085
Razvlačenje pite se koristi kada je pregovor oko podele ograničenih resursa; ovde se smišlja kako da se obezbedi više resursa tako da, ako strane moraju da podele resurse, podela bude izvršena da obezbedi više od 50 procenata za svaku stranu.	Streching a pie is used when the negotiation deals with the allocation of limited resources; here we are concerned with how to provide a larger quantity of resources so that, in case the parties have to share them, they be divided in such a way that either party gets more than 50 percent.	1.35756
Nespecifična kompenzacija je postupak kojim se nastoji da jedna strana dobije nešto što nije nužno deo pregovaračkog paketa ali je dovoljno da izloži potrebe i interese i dozvoli drugoj strani da postigne svoje.	A non-specific compensation is a procedure where one party gets something that is not necessarily part of negotiation package, but is enough to state the needs and interests and allow the other party to achieve theirs.	0.914386
Insistirati na korišćenju objektivnog merila.	Insisting on applying objective criteria.	0.252632
Bitan element u sarađivačkoj strategiji je da se napravi dobar izbor opcija tražeći načine da se smanji obim opcija.	A very important element in collaborative strategy is to create a good selection of options, finding ways to reduce the range of the options.	0.706731
Strane mogu da smanje spisak opcija koristeći utvrđeni sistem bodovanja, pri čemu se većina opcija eliminiše i ostaju najbolje.	The parties may reduce the list of options using a defined scoring system, by which a majority of options are eliminated and only the best remain.	0.581739
Ove opcije treba ocenjivati na osnovu nekog oblika objektivnog merila koje će klasifikovati koja rešenja su najvišeg kvaliteta, koja su najviše odgovarajuća obema stranama i td.	These options should be evaluated on the basis of a type of objective criteria to classify which solutions are of best quality, which of them will suit both parties, etc.	0.266197
Ako strane mogu da se dogovore koja merila treba da se koriste za ocenjivanje rešenja, one su vrlo blizu sporazuma.	If the parties can reach an agreement on which criteria should be used, they are close to closing an agreement.	0.569585
Ako se očekuje da izbor alternativa bude veoma problematičan, tim pre se može zagovarati razvijanje i uklapanje merila za procenu rešenja pre nego što se raspravljaju i procenjuju sama opciona rešenja.	If the choice of alternatives is expected to be very problematic, the more reason there is to opt for developing and applying criteria for solutions evaluation before the very optional solutions are discussed and evaluated.	0.467275
U ovoj vrsti pregovaranja strane treba da nastoje da sastave jasan sporazum što zahteva precizno zapisivanje rešenja i plana njegove primene.	In this type of negotiations the parties should make effort to draw a clear agreement, which calls for precisely recording the solutions and their implementation plan.	0.663123
Obično se dešava da kada strane pokušaju da sačine nacrt preciznog jezika i plana skriveni nesporazumi i nejasnoće izađu na površinu.	It usually happens that when the parties try to make a draw in a precise language and plan, the hidden disagreements and ambiguities surface.	0.431322
Na ovom stupnju pregovora praktično je koristiti postupak jednog teksta gde jedan pregovarač pokušava da zabeleži precizni jezik i tekst sporazuma.	In this phase of negotiations it may prove practical to use a unique text procedure where one negotiator records the precise language and the text of the agreement.	0.695455
Onda ovaj sporazum strane razmenjuju dok se ne slože oko jezika, rokova, uslova itd.	The draft of the agreement is then exchanged between the parties until they have agreed upon the language, the deadlines, the terms, etc.	0.123288
Sličan rezultat može se postići ako strane vode pregovarački proces u prostoriji koja ima tablu ili računarski ekran.	A similar result can be achieved if the parties negotiate in a room that is equipped with a board or a computer screen.	0.907089
Proces zapisivanja njihovog tekućeg rada počinje da iznosi na površinu moguće nejasnoće, sve ih razjašnjava i smanjuje verovatnoću da će se problemi pojaviti kako strane izvršavaju sporazum.	The process of recording their work brings to surface possible ambiguities; thus the ambiguities are being cleared and the probability of problems arising as parties proceede in fulfilling the agreement will be reduced.	0.490148
Etika pregovarača U kompetitivnom i moralno neperfektnom svetu poslovni ljudi su suočeni sa ozbiljnim etičkim izazovima.	5. ~~~ Negotiators ethics In a competitive and ethically imperfect world business people face serious ethic challenges.	0.172348
Prema Crantonu i Deesu Š7Ë makvijelistički jaz između onoga šta se radi i šta (idealno) treba da bude urađeno realan je u poslovnom pregovaranju.	According to Cramton and Dees Š7Ë, a Macchiavellian gap between what is being done and what (ideally) should be done is a reality in business negotiations.	0.533077
Svakako makvijelistički odgovor čini stvari lošim, ali čisto moralistički (ili filozofski odgovor) će verovatno biti neefektivan.	A Macchiavellian answer surely makes thins worse, however, a purely moralistic (or philosophical) one will probably be ineffective.	0.99023
Potrebno je istraživati različite načine za sužavanje pomenutog jaza i nastojati povećati poverenje i otvorenost.	It is necessary to search for various ways of narrowing this gap and building trust and openness.	0.403354
Ocenjivanje pregovaračke strategije mora da uključi etiku.	Evaluating negotiating strategy must include ethics.	0.684821
U tom smislu možemo postaviti relevantna pitanja: zašto se javlja neetičko ponašanje, koju vrstu neetičkog ponašanja pregovarač može da doživi i zašto etički standard treba da bude deo procesa?	Here we can ask some relevant questions: what causes unethical behaviour, which type of unethical behaviour may a negotiator encounter and why the ethic standard should be part of the process.	0.874233
Zašto se javlja neetičko ponašanje.	What causes unethical behaviour.	0.25
Ima verovatno mnogo razloga za neetičko ponašanje.	Causes of unethical behaviour are probably numerous.	0.3
Uz rizik pojednostavljivanja, najčešći činioci koji motivišu neetičko ponašanje su sledeći: ~~~ Konkurencija.	Risking to oversimplify the matters, we list the most frequent factors motivating unethical bahaviour: Competition.	-0.00441176
Sama priroda takmičenja tera ljude na ponašanja koja će ih dovesti do konkurentske ivice, čak i kada se ta ivica kreće izvan granica pravila.	The very nature of competition forces people to act in a way that will take them to the competitive edge, even when this edge is beyond the boundaries of the rules.	0.753387
Pravila prikladnog i neprikladnog ponašanja treba da budu uspostavljena i jasna svim stranama, takođe treba da budu eksplicitno odobrena od svih strana tj. da se svi slažu da igraju po tim pravilima.	The rules of adequate and inadequate behaviour should be established and clear to the parties and be approved of by the parties, i.e., the negotiatiors agree to play by those rules.	0.541776
Pregovori su posebno osetljivi na nejasnoće jer se uopšte očekuje da će se pregovarači upustiti u izvesno legitimno nepoštenje u svojim pokušajima da zadovolje svoje interese.	The negotiations are especially sensitive to ambiguities, once the negotiators are generally expected to be legitimately unethical in their affort to satisfy their interests.	0.648158
Tako se očekuje npr. da pregovarači s vremena na vreme blefiraju svoje namere ili da ne kažu celu istinu iznevši svoju krajnju tačku.	Thus it is expected that, e.g., from time to time the negotiatiors bluff their intentions or avoid telling the whole truth when stating their end point.	0.646795
Za nove pregovarače, težak deo je određivanje razdelne linije između legitimnog i nelegitimnog nepoštenja!	A tough part for new negotiators is drawing a separation line between legitimate and illegitimate dishonesty!	0.487368
Zadovoljenje ega i pohlepa.	Satisfying ones ego and greed.	0.276
U okruženju gde su strane motivisane ka samozadovoljenju, služeći potrebama sopstvenog ega, i izgedajući dobro važnoj publici (izgledajući uspešno, moćno, bogato i sl.), etički standardi često mogu biti narušeni.	In an environment in which the parties are motivated to satisfy their own interests, feed their own ego and show their good image to important public (looking successful, powerful, wealthy, etc.), ethical standards may often be upset.	0.595408
Iskrivljujemo pravila da bismo išli napred, poričemo da smo nešto pogrešno uradili, zataškavamo greške, odbijamo da preuzmemo odgovornost ili da ih ispravimo.	We distort the rules to go ahead, we deny having acted incorrectly, we hide our errors, refuse to take responsibility for them or correct them.	0.50087
Više nas brine društveno odobravanje i priznanje nego pravila koja smo narušili da bismo dotle stigli.	We are concerned with social approval and recognition rather than with the rules we violated in order to reach the position we are at.	0.936652
Iako sociolozi tvrde da je ja generacija prošla, njeni tragovi ostaju u našoj potrazi zadovoljenja ega a na štetu pravila.	Although sociologists claim that the me-generation is gone, their traces are present in our struggle to satisfy our ego, regardless of the rules.	0.395194
Uspostavljanje pravde.	Restoring justice.	0.233333
Pregovarač može da veruje da se prema njemu nepravedno odnosilo i da mu je potrebno da se osveti.	A negotiator may believe that he was misused and that he has to resort to revenge.	0.410294
Tom logikom, drugi je već stekao nepoštenu konkurentsku i taktičku prednost, i naš pregovarač treba da preduzme drastične mere da bi povratio nešto moći i kontrole.	By this logic, the other party has already gained some competitive and tactical advantage, and our negotiator has to take drastic steps to regain some power and control.	0.733955
Laganje u varanje u pregovoru su često motivisani izjavom da je druga strana već to radila; iako logika nalaže da dve pogrešne stvari ne daju jednu ispravnu, emocionalno zadovoljenje proizašlo iz čina osvete često pobeđuje.	Lying and cheating in negotiations are often motivated by the claim that the other party has already done the same; although logics says that two wrong things do not amount to one right, emotional satisfaction resulting from the act of revenge often prevails.	0.85303
Kratkoročni izgledi.	Short-term prospects.	0.3
Najčešća kritika mnogih pregovarača je ta da dele kratkovidi, kratkoročni fokus u svojim delovanjima.	What negotiators criticize most frequently is that in their activities they share a shortsighted, short-termed focus.	0.471277
Cilj da se bude uspešan u kratkom roku vodi ih ka tome da zanemare dugoročne odnose.	The goal to be successful in a short time period results in their tending to neglect long-term relationships.	0.565441
Konkurentska ponašanja su prikladnija za kratkoročne, pojedinačne pregovore, ali ako se koriste u dugoročnim odnosima, narušiće i uništiti ove odnose.	Competitive behaviours are more appropriate to short-term, individual negotiations, however, if used in long-term relations, they threaten to upset and destroy them.	0.429908
Kratkovidni, kratkoročni fokus mnogih pregovarača često ih vodi u takmičarske i čak neetičke taktike da bi obezbedili trenutnu prednost.	A short-sighted, short-term focus many negotiators use often makes them resort to competitive or even unethical tactics in order to ensure an instant advantage.	0.7188
Uobičajene vrste neetičkog ponašanja.	Usual types of unethical behaviour.	0.24375
Navodimo nekoliko vrsti neetičkog ponašanja koje se mogu javiti u pregovaranju: ~~~ Selektivno otkrivanje i preterivanje.	Here we list a number of unethical behaviours that may be encountered in negotiations: Selective disclosing and exaggerating.	0.248611
Isticanje jed ne strane slučaja i zanemarivanje druge.	Giving emphasis to one side of the case while neglecting the other.	0.25102
Pogrešno prikazivanje.	Incorrect presentation.	0.3
Pregovarač je namerno nepošten u vezi sa željenim sporazumom, ili tačkom otpora.	The negotiator is deliberately dishonest in relation to a desired agreement or resistance point.	0.490229
Krivotvorenje.	Forgery.	0.1
Davanje netačnih informacija.	Giving false information.	0.2375
Obmana.	Misleading.	0.15
Prethodna ponašanja su slična obmani u tome da se stvara logika koja navodi drugog pregovarača da donese zaključke koji nisu istiniti.	The previous behaviours are similar to misleading in that a logics is created that makes the other negotiator draw wrong conclusions.	0.695933
U svojim izraženijim oblicima, obmana može da se pretvori u prevaru kada pregovarači potvrđuju činjenice, događaje i rad koji su, jednostavno rečeno, lažni.	In its stronger forms, misleading may turn into fraud, when negotiators confirm the facts, the events or the work which are, simply, false.	0.611441
Nanošenje direktnog i namernog zla.	Deliberate and direct evil doing.	0.27
Ovo je najoštrije narušavanje etike, može da uključuje teške prestupe kao što su: špijuniranje suparnika i krađa dokumenata, njihovo blaćenje u očima drugih širenjem laži ili ometanje njihovog rada da ih sprečimo u uspešnom nadmetanju.	This is the worst distortion of ethics and may include serious offence, such as: spying on the other party, stealing their documentation, besmirching them by lying about them or obstructing their work in order to prevent them to compete successfully.	0.627673
Primena etičkih načela u pregovoru.	Implementing ethical principles in negotiation.	0.711765
Pregovarači moraju da razumeju sopstvene etičke standarde i ograničenja.	The negotiators have to understand their own ethic standards and limitations.	0.3
Sledeći faktori moraju da uđu u etičko rezonovanje: ~~~ Pregovarač mora da shvati da navedeni i drugi činioci neetičkog ponašanja mogu da utiču na svakoga, čak i na najčasnije.	Ethical reasoning must include the following factors: The negotiator has to realize that other factors of unethical behaviour may affect everybody, even most honest people.	0.15924
Konkurencija, pohlepa, prilika da se stekne prednost, naročito kada zaboravimo da ono što radimo sada može da nas progoni u budućnosti, iskrivljuju naša stremljenja na mnogo načina.	Competition, greed, opportunity to gain advantage, especially when we forget that what we are doing now may punish us in the future, distort our efforts in various ways.	0.688711
Pregovarači moraju da definišu svoja ograničenja unapred.	Negotiators have to define their limitations in advance.	0.645
Oni moraju da razviju ličnu veru, skup načela koji razjašnjava šta će a šta neće raditi!	They must develop their own beliefs, a set of principles defining what they will and what they will not do!	0.623312
Ovaj lični kodeks je obično oblikovan ličnim standardima poštenja i integriteta, verskim i filo zofskim učenjem i često teškim posledicama sopstvenog ili tuđeg neetičkog ponašanja.	This personal code is generally shaped by personal standards of honesty and integrity, by religion and philosophy and often by painful consequences of their own or somebody others unethical conduct.	0.409995
Pregovarači moraju da prepoznaju da definisanje etičkih granica u sukobu i pregovorima nije apsolutno.	Negotiators have to realize that defining ethical boundaries in conflicts or in negotiations is not absolute.	0.690217
	As we said above, a certain amount of legitimate dishonesty is often considered appropri REFERENCE Š1Ë Gulliver P., Disputes and Negotiations: A CrossCultural Perspective, Academic Press, New York, Š2Ë Robinson W., Volkov V., Supporting the Negotiation Life Cycle, Communications of the ACM, 41(5), 95-102, 1998 Š3Ë Duening T. N., Sherrill W. W., Entrepreneurism, Atomic Dog, Cinncinati, 2006 Š4Ë Savage G.T., Blair J.D., Sorenson R.L., Consider both relationships and substance when negotiating strategically, Academy of Management Executive, 3, 37-47, 1989 Š5Ë Fisher R., Ury W., Patton B., Getting to Yes: Negotiating Agreement Without Giving in, Houghton Mifflin Books, 1991 Š6Ë Menkel-Meadow, C., Toward another view of legal negotiation: the structure of problem solving, UCLA Law Review, 31(4), 754-842, 1984 Š7Ë Cramton P. C., Dees G. J., Promoting honesty in negotiation: an exercise in practical ethics, Business Ethics Quarterly, Volume 3, Issue 4.	-0.3
Kao što je ranije rečeno, izvesna količina legitimnog nepoštenja se uglavnom smatra prikladnom u pregovorima.	1993 ate in negotiations.	-0.104348
Ne postoje opšte prihvaćeni kodeksi etike koji pomažu pregovaračima da definišu šta je prikladno (kao npr. etički kodeks za advokate ili neke druge profesije).	There are no generally adopted ethical codes to help negotiators define what is appropriate and what is not (such as those valid for lawyers or some other professions).	0.415775
Većina pregovarača čini se da se slaže da blago preterivanje i selektivno otkrivanje (naglašavanje pozitivnih osobina nad negativnim i ne saopštavanje krajnje tačke) su prihvaćeni u okviru etičkih granica pregovora ali drastičniji oblici kršenja etike, mogu biti neprimereni i manje prihvatljivi.	Most negotiators seem to agree that slight exaggeration and selective disclosure (stressing positive features over negative and not disclosing the end point) are acceptable and within ethical boundaries of negotiations, however, more serious violation of ethics may be inappropriate and less acceptable.	0.437154
Etički izazov u pregovorima je da ne otkrivate i odajete isuviše, ali i da ne ispadnete oni koji iskrivljuju istinu i pravila na način koji uništava tkivo poverenja i odnosa između strana.	It is an ethical challenge in negotiations not to disclose too much, but not to hide the truth and distort the rules in a way to destroy the trust and relationships between the parties either.	0.56518
Zaključci Ovaj rad je usredsređen na ključne aspekte pregovaranja u poslovnim odnosima.	Conclusion The paper focuses upon the key aspects of negotiations in business relations.	0.519081
Sledeće osnovne komponente moraju biti uzete u obzir pri planiranju i izvršenju bilo kojih pregovora: ~~~ Dobro shvatanje glavnih elemenata pregovara nja.	The following basic components must be taken into consideration when planning and executing any kind of negotiations: Understanding major elements of negotiating cor rectly.	0.0858333
Uloga ključnih faktora moći u pregovaranju.	Role of key power factors in negotiating.	0.686905
Značaj suštinskih ishoda i ishoda odnosa za obe strane.	Importance of basic outcomes as well as relation ship outcomes for both parties.	0.486
Etička načela i njihovu primenu u pregovoru.	Ethical principles and their implementation in ne gotiating.	0.579878
Navedene četiri kategorije imaće snažan uticaj na vrstu strategije koju će pregovaračke strane odabrati.	The above four categories will strongly affect the type of strategy the negotiating parties will select.	0.876667
Uspešni pregovarači shvataju kako ovi faktori doprinose čvrstim dogovorima i pokušavaju da upravljaju njima u datom strategijskom planiranju i izvođenju.	Successfull negotiators understand that these factors contribute to firm agreements and try to manage them in a given strategic planning and execution.	0.422246
LITERATURA Š1Ë Gulliver P., Disputes and Negotiations: ~~~ A Cross-Cultural Perspective, Academic Press, New York, 1979 Š2Ë Robinson W., Volkov V., Supporting the Negotiation Life Cycle, Communications of the ACM, 41(5), 95-102, 1998 Š3Ë Duening T. N., Sherrill W. W., Entrepreneurism, Atomic Dog, Cinncinati, 2006 Š4Ë Savage G.T., Blair J.D., Sorenson R.L., Consider both relationships and substance when negotiating strategically, Academy of Management Executive, 3, 37-47, 1989 Š5Ë Fisher R., Ury W., Patton B., Getting to Yes:		-0.3
Negotiating Agreement Without Giving in, Houghton Mifflin Books, 1991 Š6Ë Menkel-Meadow, C., Toward another view of legal negotiation: the structure of problem solving, UCLA Law Review, 31(4), 754-842, 1984 Š7Ë Cramton P. C., Dees G. J., Promoting honesty in negotiation: an exercise in practical ethics, Business Ethics Quarterly, Volume 3, Issue 4. 1993		-0.3
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