Effective Negotiation

Half-title......Page 3
Title......Page 5
Copyright......Page 6
Contents......Page 7
Acknowledgements......Page 9
1 An introduction to negotiation......Page 11
What is negotiation?......Page 13
Some initial practical implications......Page 14
The DNA of negotiation......Page 15
Do I make a difference?......Page 18
Dealing with others’ differences......Page 22
Reciprocity......Page 24
Converting conflict into cooperation: the power of \'tit for tat’......Page 25
The GRIT strategy......Page 30
Trust......Page 31
Types of trust......Page 32
Situation-specific trust......Page 33
Making sense of power in negotiation......Page 35
The power of knowing when not to negotiate......Page 37
An example: the power of alternatives......Page 38
Exchanging information about what?......Page 39
Cautious information exchange......Page 40
Ethics, information exchange and the bottom line......Page 42
Ethics and the agreement......Page 44
Being ethical......Page 45
What, exactly, do we mean by a \'win-win’ negotiation?......Page 46
Conclusions......Page 47
3 Being strategic......Page 49
The issue choices open to a negotiator......Page 50
Making the right choice......Page 51
Relationships......Page 52
What factors should be taken into account?......Page 54
The importance of issue to self......Page 55
Concern for other\'s outcome......Page 56
Expectation of other\'s strategy......Page 57
Time pressure......Page 59
Quality of alternatives......Page 60
Practical implications......Page 61
Having clear considered goals......Page 63
Making a considered analysis before you decide......Page 64
Considering changing the context......Page 65
Reviewing your course of action......Page 66
Conclusions......Page 67
4 The process of negotiation......Page 68
Competitiveness and cooperation......Page 69
Competitiveness and cooperation – either/or both?......Page 70
A closer look at phrases and phases......Page 73
Coding analysis of interactions......Page 74
Some practical implications......Page 76
What does the detailed interaction research tell us about phases?......Page 77
Two parties with differences…......Page 80
…which they need to resolve…......Page 81
… by trying to reach agreement......Page 83
A model to follow or go with the flow?......Page 84
5 Managing a negotiation......Page 85
The imagery of negotiation......Page 86
Competitive scripts......Page 87
Alternative scripts......Page 88
Negotiation as a train journey......Page 89
Keep check of the process......Page 91
Make use of deadlocks and manage them effectively......Page 93
Taking adjournments......Page 94
Be a mediator within the negotiation......Page 95
6 Dealing with differences......Page 99
The issue dimension......Page 101
The pragmatics of interest-based bargaining......Page 103
Managing information exchange......Page 107
Presenting information: how to contend well......Page 108
Gleaning information......Page 109
Pragmatic information exchange – an example......Page 110
The outcome......Page 111
7 Exploring options......Page 114
The issue dimension......Page 116
Creating an open environment......Page 118
Joint problem solving......Page 119
Unilateral problem solving......Page 120
Handling suggestions......Page 121
Handling the process......Page 123
The outcome......Page 125
Exchanging offers......Page 128
The issue dimension......Page 130
The more cooperative end-game through clear-cut compromise......Page 131
The more cooperative end-game through clear-cut compromise......Page 132
Making offers......Page 134
The more competitive end-game through contending (or conceding)......Page 135
Managing concessions......Page 136
The outcome......Page 137
The structure of constituency negotiations......Page 142
The public nature of constituency negotiations......Page 145
What does this complex structure do to the DNA of negotiation?......Page 147
The role of the negotiation representative......Page 148
The effect of constituency on the process......Page 150
\'Separation’ in constituency negotiations......Page 151
The practical implications for the representative......Page 153
Ensure everyone is working to the same script......Page 154
Maintain communication......Page 155
Managing the process......Page 156
10 Cross-cultural negotiations......Page 158
How do cultures differ?......Page 159
Dimensions of cultural difference......Page 160
High and low context communication......Page 163
Decision making, power and the management of conflict......Page 164
Different meanings of time and their effect on negotiation......Page 166
Making some sense of this cultural complexity......Page 167
Managing a cross-cultural negotiation......Page 170
The issues dimension......Page 171
The rock and roll approach to negotiation......Page 173
Negotiation as a banquet......Page 174
Exchanging information......Page 175
The task of exploration, indicating flexibility......Page 176
The task of exchange, managing concessions......Page 177
Some practical implications......Page 178
Non-West and West – is there a single global script?......Page 180
Conclusions......Page 181
Appendix 1: A preparation checklist......Page 183
Appendix 2: A negotiation review checklist......Page 184
Appendix 3: Self-reflection tools......Page 185
Appendix 4: The Strategy Framework......Page 188
Managing the negotiation......Page 189
Needing to cooperate because they need to settle......Page 190
Managing the negotiation......Page 191
Managing the negotiation......Page 192
A route to agreement......Page 193
The tough stance negotiator......Page 195
The cooperative inviting negotiator......Page 196
Bluffing and lying......Page 197
The guilt ploy......Page 198
Dealing with threats......Page 199
Handling interruptions......Page 200
Handling tension......Page 201
Appendix 7: Managing workplace negotiations......Page 203
Treat enterprise negotiations as normal......Page 204
Step one: the structure of the negotiation......Page 206
Step two: the process of negotiation......Page 207
Developing a new negotiation script......Page 208
Step three: the actions of individual negotiators......Page 210
Step four: the outcomes of the negotiation......Page 211
Deal prospecting: when does a negotiation start?......Page 212
Preparing the negotiating team......Page 214
Be clear on the strategic intent......Page 215
Developing an opening position......Page 216
Competitiveness is inevitable......Page 217
The importance of commitment......Page 218
The behavioural dimension......Page 220
Step 1: what do we know about Australian culture?......Page 221
The behavioural dimension......Page 222
Step 3: what in particular should I be aware of and try to do?......Page 223
References......Page 224
Index......Page 239