逆势谈判，
完整知识体系。
Win Less Get More
The Complete System.
从最底层逻辑，到 8P / 5C 操盘系统、36 计 / 36 忌 实战清单，再到课程阶梯、工具组合、团队组建、心法修炼 — 一页全览。 From the first principle to the 8P / 5C operating system, the 36 Tactics / 36 Taboos battlefield checklists, the development path, the toolkit, team formation, and mindset cultivation — all in one place.
十二个模块，层层递进。 Twelve modules, layered tightly.
从最底层的内核（Give to Get）出发，到三要素 · 8P · 5C · 360 魔盘的操作工具，再到 36 计 36 忌的实战清单，最终落到铁三角、课程阶梯、心法 — 这是极北光对"逆势谈判"完整体系的拆解。 Starting from the deepest core (Give to Get), through the operational tools — Core-3 Elements · 8P · 5C · 360° Panel — down to the 36 Tactics and 36 Taboos battlefield checklists, and finally into the Iron Triangle, course ladder, and inner mindsets. This is the complete NORAAURA dissection of Win Less Get More.
内核：取舍
The Principle
Give to Get — 谈判的本质是取舍，不是赢。Give to Get — the essence is trade-offs, not winning.
进入Open三要素
Core-3 Elements
信息交互 · 价值交换 · 决策机制。Information Exchange · Value Trade · Decision Making.
进入Open8P 八段锦
8P Negotiation Trigrams
谈判全过程的八个阶段：Plan → Practice。The eight stages of a full negotiation.
进入Open5C 筹划模型
5C Planning Model
Core · Constraints · Concessions · Conditions · Claim — 上桌前的 X 光机。The X-ray you take before the table.
进入Open360 谈判魔盘
360° Panel
把整个体系集成在一张盘上的可视化系统。The whole system on one rotating dashboard.
进入Open三十六计
36 Tactics
三十六个被反复验证的可执行动作。Thirty-six battle-tested moves.
进入Open三十六忌
36 Taboos
三十六根高压线 — 看见它，绕开它。Thirty-six pressure-cooker traps.
进入Open次级工具
Supporting Tools
G-PROS · KISS · Power Balance · DISC · ARCI · KANO · 5P · 3O · OODA。G-PROS · KISS · Power Balance · DISC · ARCI · KANO · 5P · 3O · OODA.
进入Open谈判铁三角
Iron Triangle
架构师 · 攻坚官 · 僚机 — 谈判从不是单兵作战。Architect · Closer · Wingman — never solo.
进入Open课程阶梯
Course Ladder
NFS → NEW → ANW → MNP — 从基础认知到组织赋能。NFS → NEW → ANW → MNP — from awareness to enablement.
进入Open核心判断句
Core Mantras
30 句压舱石 — 飘了就回到这里。30 anchor sentences for when you drift.
进入Open道法术器
The Four Layers
四层结构总图 — 从 WHY 到落地工具。Four-layer structure — from WHY to the tools.
进入Open第一性原理是取舍，不是赢。 The first principle is trade-off, not winning.
"双赢"（win-win）是商学院的口号，桌上的真问题不是"如何让双方都赢"，而是"如何让双方都愿意签字、并真正去执行"。整个体系的最底层不是「赢」，不是「说服」，也不是「拿到更多」，而是 取舍 (Trade-off)。 "Win-win" is a B-school slogan. The real question at the table isn't "how do we both win" — it's "how do we both agree to sign, and actually execute." The deepest layer of the whole system isn't winning, persuading, or getting more — it is trade-off.
Give to Get
少赢多得Win Less, Get More.
放下"我必须赢"的执念，专注于"我想拿到什么"。当你不再需要赢，你反而开始真正能拿到东西 — 因为对方也卸下了防御。这就是 Give to Get 的内核：用对方便宜的东西换我方贵的东西。 Drop the "I must win" obsession; focus on "what do I want to take home." The moment you no longer need to win, you actually start taking things home — because the other side drops the defense too. That's the core of Give to Get: trade what's cheap to them for what's valuable to you.
向内看
Look inward
什么是必须拿到的核心诉求？什么是绝不能突破的限制因素？哪些东西可以让？让出去之后要换什么？哪些资源不能在非战略机会上消耗？ What must I get (the Core)? What can't I cross (the Constraints)? What can I give? What do I get in return? What resources can't I burn on non-strategic opportunities?
向外看
Look outward
对方真正要什么？不能接受什么？限制来自哪里：预算、授权、流程、风险、面子、时间，还是内部政治？什么对对方价值高、对我方成本低？ What do they actually want? What can't they accept? Where do their limits come from: budget, authority, process, risk, face, time, or internal politics? What's high-value to them and low-cost to me?
读懂取舍结构
Read the trade-off structure
高手不是更会压迫对方，而是更会看懂双方的取舍结构，并找到"双方都觉得值得"的交换点。 A master doesn't out-press the other side — a master reads the trade-off structure on both sides and finds the exchange point both sides feel is worth it.
任何谈判都跑不出三个轴。 Every negotiation runs on three axes.
信息交互 · 价值交换 · 决策机制 — 三要素是「取舍」运行的机制。看清自己卡在哪一段，比"换个话术"重要 100 倍。 The three elements are how trade-off actually runs. Knowing which axis you're stuck on matters 100× more than swapping a script.
信息交互
Information Exchange
解决"我如何知道该取什么、舍什么"。可信、可验证的信息流动 — 每一次发问都在拿一块拼图。Solves how I know what to take and what to give. A reliable, verifiable flow of information — every question collects a puzzle piece.
价值交换
Value Trade
解决"我如何用舍换取更重要的取"。不是零和的输赢，而是用我方成本低、对方价值高的东西，换对方成本低、我方价值高的东西。Solves how I trade what I give for what I value more. Not zero-sum — trading what's cheap to me and valuable to them for what's cheap to them and valuable to me.
决策机制
Decision Making
解决"谁能决定、如何决定、何时决定、按什么标准决定"。telco / B2B 项目最常翻船的一段。Solves who decides, how they decide, when, and by what criteria. The stage where B2B deals most often capsize.
谈判全过程的八个阶段。 Eight stages, one full negotiation.
8P 是谈判全过程的导航图 — 不是要求所有谈判机械走完八步，而是帮你判断当前在哪个阶段、下一步该做什么、什么时候踩油门、什么时候踩刹车、什么时候休会回到筹划。 8P is the navigation map for a full negotiation — not a checklist you must march through, but a way to know where you are, what to do next, when to accelerate, when to brake, and when to recess back to Plan.
点击任一卦象，跳转到对应阶段Click any trigram to jump to that stage
上桌前，把黑箱拆开。 Before the table, open the black box.
From conflicts to consensus.
5C 是 8P 里 Plan 阶段的核心工具，但真正的高手在任何阶段都会回到 5C 做诊断、复盘。它是「随时调用」的 X 光机。 5C is the core tool for the Plan stage of 8P — but real masters return to 5C at any stage for diagnosis and debrief. It's the X-ray you can call up anytime.
5C Planner — 在线筹划工作台5C Planner — Online Planning Workbench
把你这场谈判的 Core / Constraints / Concessions / Conditions / Claim 一格一格填进去，自动生成筹划文档。Fill in Core / Constraints / Concessions / Conditions / Claim for your live deal — auto-generates a planning brief.
把整个体系集成在一张盘上。 The whole system, on one rotating dashboard.
不是线性工具箱，而是一个可以不断回看、旋转、诊断、修正的系统。谈判中不要只记散招，而要根据当前阶段调用动作，并同时拦截错误反应。 Not a linear toolbox — a rotating, diagnostic, correctable system. In real negotiation, don't memorize isolated moves; call the right action for the current stage while intercepting the instinctive error.
阶段调用示例Stage-by-stage examples
| 8P 阶段8P Stage | 可优先调用的计Tactics to deploy | 要重点防的忌Taboos to block |
|---|---|---|
| Plan | 集思广益 · 水无常形 · 大道至简Crowdsource · Stay Fluid · Keep It Simple | 忌假设 · 忌不做准备 · 忌随机应变Don't Assume · Don't Show Up Unprepared · Don't Wing It |
| Preamble | 开门见山 · 先入为主 · 降低预期Lay Cards Down · Anchor First · Manage Expectations | 忌不明确 · 忌复杂 · 忌讲原则Don't Be Vague · Don't Overcomplicate · Don't Argue Principles |
| Probe | 沉默是金 · 鹦鹉学舌 · 刨根问底Silence Is Gold · Mirror Their Words · Dig for the Why | 忌闭嘴不问 · 忌充耳不闻 · 忌猜疑Don't Stop Asking · Don't Ignore Their Concerns · Don't Get Paranoid |
| Propose | 一针见血 · 不偏不倚 · 先入为主Cut to the Number · One Number Not a Range · Anchor First | 忌不切实际 · 忌辩解 · 忌一厢情愿Don't Be Unrealistic · Don't Explain Yourself · Don't Indulge Wishful Thinking |
| Package | 借力打力 · 化整为零 · 有零有整Use Their Force · Break the Whole · Use Odd Numbers | 忌钻牛角尖 · 忌公平 · 忌讲道理Don't Get Stuck on Trifles · Don't Chase Fairness · Don't Argue Logic |
| Proceed | 以退为进 · 小步慢跑 · 逐步收敛Retreat to Advance · Small Steps · Taper | 忌慷慨 · 忌一味退让 · 忌寸土不让Don't Give Without Trade · Don't Cave in Sequence · Don't Refuse Every Inch |
| Protocol | 步步为营 · 借坡下驴 · 三思而行Bank What You've Won · Hand Them a Ladder · Never Agree Too Fast | 忌贪婪 · 忌急于求成 · 忌坐地起价Don't Be Greedy · Don't Rush to Close · Don't Move the Goalposts |
| Practice | 重整旗鼓 · 水无常形 · 三心二意Regroup and Reset · Stay Fluid · 5 Mindsets | 忌翻旧账 · 忌不诚信 · 忌循规蹈矩Don't Relitigate · Don't Be Dishonest · Don't Cling to Old Playbook |
实战清单 — 做什么 + 不要做什么。 The battlefield checklist — what to do + what not to do.
同一枚硬币的正反两面。36 计教你"做什么"，36 忌告诉你"千万别做什么"。每一条都来自真实谈判桌上的反复打磨。 Two sides of the same coin. The 36 Tactics teach what to do; the 36 Taboos warn what not to do. Every entry comes from polish on real negotiation tables.
三十六计
36 Tactics
三十六个可执行动作 — 从"留有余地"到"硬话软说" — 当你处于谈判劣势时拿来就用。 Thirty-six executable moves — from "Test the Door" to "Soft Words for Hard Lines" — ready to use when you walk in from the weaker seat.
看完整三十六计See all 36 Tactics三十六忌
36 Taboos
三十六根高压线 — 从"忌假设"到"忌随机应变" — 在压力之下最易触碰的失血点。 Thirty-six pressure-cooker traps — from "Don't Assume" to "Don't Wing It" — bleed-points you must see to avoid.
看完整三十六忌See all 36 Taboos
在不同场景下调用的
工具与模型。
A toolbox of
models and frameworks.
除了 5C 和 8P，RDNP 还集成了多个辅助工具 — 谈判对话能量阶梯、G-PROS 问题解决模型、KISS 复盘、权力平衡矩阵、DISC 性格行为模型、ARCI 团队分工、3O 风火轮、KANO 模型、5P 领导力、大脑三重模型、OODA/5D 教学模式 — 在不同场景下调用。 Beyond 5C and 8P, RDNP integrates a dozen supporting frameworks — Negotiation Dialogue Continuum, G-PROS, KISS Debrief, Power Balance Matrix, DISC, ARCI, 3O Wheel, KANO Model, 5P Leadership, Triune Brain, OODA / 5D — each called up in its right context.
权力平衡矩阵 · 谈判位置六分区Power Balance Matrix · Six Zones
以双方收益 / 损失为轴划分谈判位置 — 3 × 3 = 9 个格子，归类为 6 个区。核心问题：该在哪里谈？该如何准备？ Map every negotiation by the gain/loss axes — a 3 × 3 grid folding into 6 zones. Core questions: where should we negotiate, and how should we prepare?
G-PROS 问题解决模型G-PROS Problem-Solving Model
把谈判看成一个解决问题的过程：Goal · Problem · Resources · Options · Solution。拆解问题的能力决定了你的谈判力。 See negotiation as problem-solving: Goal · Problem · Resources · Options · Solution. Your ability to dissect the problem determines your negotiation power.
Goal
不被局部冲突和情绪带偏。Don't get dragged off by local conflicts or emotion.
Problem
中立描述问题，避免过早进入方案。Describe the problem neutrally; don't jump to a solution.
Resources
问题背后的需求、限制、假设，以及可调度资源。The needs, limits, and assumptions behind the problem, plus available resources.
Options
发挥创意，引入变量，形成表外条款。Get creative; introduce variables to form off-table terms.
Solution
形成可验证的具体提案。Land on a concrete, testable proposal.
谈判对话能量阶梯Negotiation Dialogue Continuum
不同沟通方式存在不同的能量级，层层递进。实战建议：多用「概括 + 提问 + 建议」组合；少用「说服 + 单向陈述」。 Different communication modes carry different energy levels. Use Summarize + Question + Propose combinations; minimize Persuade + monologue.
Persuade
利益冲突中说服往往无效，且容易引发对抗。In real conflicts of interest, persuasion is useless and triggers pushback.
Listen
沉默会让对方感觉到压力，常胜于乱说话。Silence creates pressure on them. Often better than speaking.
Summarize
复述对方：确认理解、让对方被听见、争取思考时间。Mirroring confirms understanding, makes them feel heard, buys thinking time.
Question
提问可变被动为主动。Questions flip passive into active.
Propose
坐上驾驶位，手握方向盘。Take the wheel. Drive.
谈判不是单兵作战。 Negotiation is never a solo act.
桌上三个角色：主谈 · 辅谈 · 观察员。组织级三个角色：架构师 · 攻坚官 · 僚机。辅助不越位，补位不缺位。 Three roles at the table: Lead · Co-lead · Observer. Three roles at the organization: Architect · Closer · Wingman. Assist without overstepping; cover without absence.
桌上三角色At the Table
Lead Negotiator
主导谈判、提出建议、披露信息、作出让步、保护领导。Drives the negotiation, proposes solutions, discloses information, makes concessions, protects leadership.
Summarizer
总结澄清、收集信息、指出重点、重新聚焦、争取时间。Summarizes and clarifies, collects information, highlights key points, refocuses, buys time.
Observer
观察对手、保持安静、分析过程、理解原因。观察员是「谈判的大脑」。Watches the counterpart, stays silent, analyzes the process, understands the why. The observer is the brain of the negotiation.
组织级三角色（MNP 进阶）At the Organization (MNP Advanced)
Architect
组织内谈判系统构建者 + 终极把关者。设计 Playbook、流程、风险机制；把控重大谈判全流程。The organization's negotiation system builder and final gatekeeper. Designs playbook, process, risk mechanism; oversees major negotiations end to end.
Taskmaster
能啃硬骨头的一线核心战力。主导中高难度谈判、带教团队、关键时刻判断。The frontline closer who handles the hardest deals. Leads mid-to-high difficulty negotiations, mentors the team, calls the critical moments.
Wingman
主官的战术辅助、信息枢纽、节奏控制器。实时捕捉信号、用总结/复述/澄清缓和节奏。Tactical support, information hub, tempo controller. Catches signals in real-time, uses summary/mirror/clarification to manage pace.
四级阶梯，逐级递进。 Four levels, layered tightly.
从基础认知（NFS）到核心技能（NEW），从系统训战（ANW）到组织沉淀（MNP）— 四级阶梯，逐层递进。 From foundational awareness (NFS) to core skills (NEW), from systematic war-gaming (ANW) to organizational distillation (MNP) — four levels, layered tightly.
三十句压舱石。 Thirty anchor sentences.
这些句子是整个体系的「压舱石」，谈判中飘了就回到这里。 These are the anchor stones of the whole system. If you drift in the middle of a negotiation, come back here.
谈判的内核是取舍，不是赢。Negotiation is about trade-offs, not winning.
没有准备，就没有专业谈判。No preparation, no professional negotiation.
高手和普通人最大的区别，是高手一定会系统准备。The biggest gap between masters and amateurs is systematic preparation.
谈判不是阻止对方拿到他想要的，而是利用差异做交易。Negotiation isn't about blocking what they want — it's about trading on differences.
赢得对手，而非赢得谈判。Win the counterpart, not the negotiation.
5C 不只是筹划工具，也是诊断和复盘工具。5C isn't just a planning tool — it's diagnosis and debrief too.
8P 不是流程束缚，而是谈判导航。8P isn't a constraint — it's navigation.
36 计是动作库，36 忌是防错网。36 Tactics are the moves library; 36 Taboos are the error net.
说服解决不了实质利益冲突，谈判要靠交换。Persuasion can't solve real conflicts of interest. Negotiation moves through exchange.
让步不是问题，免费让步才是问题。Concessions aren't the problem; free concessions are.
推进谈判的唯一油门是提出方案。The only accelerator is putting a proposal on the table.
先提条件，再做让步。Conditions first, concession second.
给对方需求定价。Price the other side's asks.
让步要小步慢跑、逐步收敛。Concede in small steps; taper toward your floor.
没有问题，就是最大的问题。No objection is the biggest objection.
提案后不要解释过头 — 越解释，越露破绽。Don't over-explain after a proposal — the more you explain, the more you bleed.
表外条款是升维的入口。Off-table terms are the entry to dimension-raising.
重大谈判前的表外条款不是列 3 条，而是列几十条。Before a major negotiation, don't list 3 off-table terms — list dozens.
找对方要东西时从对方成本看；给对方东西时从对方价值看。When asking, count their cost. When giving, count their value.
要的不给、给不要的；不要给的、要不给的 — 是本能，但是错误。Withhold what they want, give what they don't, refuse what they need — instinct, but wrong.
提具体数字调动对方理性脑；提抽象原则调动对方情绪脑。Specific numbers activate the rational brain; abstract principles trigger the emotional brain.
利好分批释放，利空一次出尽。Release good news in pieces. Release bad news all at once.
情绪管理 = 期望管理。Emotion management is expectation management.
不论对错、不谈过往、少讲道理、多提方案。Don't argue right and wrong, don't relitigate the past, talk less principle, propose more.
永远认可对方，但永远不需要被对方认可。Always validate them; never need their validation.
协议不是终点，执行和复盘才让谈判闭环。The signature isn't the finish line. Execution and debrief close the loop.
不要在最后一分钱上把对方逼成未来的麻烦。Don't squeeze the last penny — it turns the other side into tomorrow's problem.
不求最优，但求改善。Don't chase optimal; chase improvement.
谈判能力最终要从个人经验沉淀为组织资产。Negotiation capability eventually flows from individual experience into organizational assets.
谈判是无限游戏。Negotiation is an infinite game.
从内核到落地工具，四层结构。 From principle to tools, four layers.
- 内核：取舍The Principle
- 谈判是冲突管理方式之一Negotiation is a mode of conflict management
- 不是赢得争辩，而是通过取舍和交换解决问题Not winning the debate; solving via trade and exchange
- Win Less, Get More
- 三心二意：平常心、同理心、好奇心、创意、禅意5 Mindsets: Equanimity, Empathy, Curiosity, Creativity, Zen
- 三要素：信息交互 · 价值交换 · 决策机制Core-3 Elements: Information Exchange · Value Trade · Decision Making
- 8P 八段锦8P Negotiation Trigrams
- 5C 系统筹划模型5C Planning Model
- 360 谈判魔盘360° Negotiation Panel
- 权力平衡矩阵Power Balance Matrix
- G-PROS 问题解决模型G-PROS Problem-Solving Model
- 开场白Opening statement
- 开放问题Open questions
- 复述与总结Mirror & summarize
- SMART 提案SMART proposals
- 重新包装Repackaging
- 条件式让步Conditional concession
- 先提条件再做让步Conditions before concession
- COST 关门技巧COST closing technique
- 三十六计 · 三十六忌36 Tactics · 36 Taboos
- 商务谈判筹划工具Business Negotiation Planning Tool
- 5C 筹划表5C Worksheet
- 8P 阶段 Checklist8P Stage Checklist
- 表外条款清单Off-table Terms Inventory
- 视频复盘Video Debrief
- 谈判 PlaybookNegotiation Playbook
- 谈判 SOPNegotiation SOP
- 谈判铁三角（角色 / 流程）Iron Triangle (roles & process)
- 个人发展计划Individual Development Plan
三心二意 · 四有新人。 5 Mindsets · Four Characteristics.
"双赢"思维容易让人想赢怕输，反而阻碍双赢。好的谈判者忘掉输赢，专注目标，同时也关注对方目标。 "Win-win" thinking tempts people into "make sure I win first" — which actually blocks real win-win. Good negotiators drop the winning script, focus on their own goals while attending to the other side's.
三心二意 · 五个 Mindset5 Mindsets · The Negotiator's Inner Game
Equanimity
忘掉输赢，专注目标。Forget winning and losing. Focus on the goal.
Empathy
跨过桌子想对方的问题。Cross the table mentally — think about their problem.
Curiosity
不做假设，持续提问；空杯心态。Don't assume. Keep asking. Empty cup.
Creativity
引入变量，重构问题。Introduce variables. Reframe the problem.
Zen
承认没有最好的方案，随时准备回到谈判桌。Accept there's no perfect plan. Be ready to come back to the table.
谈判"四有新人"Four Characteristics of a Great Negotiator
Have a Vision
清晰知道自己要什么（Core）；用妥协空间保护核心诉求；还知道有什么额外的可争取（Conditions）。Know what you want (Core); use Concessions to protect it; know what extra to fight for (Conditions).
Have a Floor
清晰的 Constraints；不会因极限施压或胜负心突破底线。Clear Constraints; don't breach them under pressure or for the win.
Have a Question
知道比争辩更好的是提出有价值的问题；尤其在劣势时，好问题可转移压力。Know that a valuable question beats an argument. Especially in weak positions, good questions shift pressure.
Have a Proposal
无论桌上"风平浪静"还是"狂风暴雨"，提出方案是冲出重围最有效的办法。Calm or storm — putting a proposal on the table is the most effective way to break through.
谈判时到底"谈什么"What to Actually Talk About
对错 · 过往 · 道理 · 原则 · 公平 Right and wrong · The past · Logic · Principles · Fairness
事实 · 方案 · 条件 · 取舍 · 未来 Facts · Proposals · Conditions · Trade-offs · The future
认可对方 · 永远不需要被对方认可 Validate the other side · Never need their validation