Essentials of Negotiation

Tittle
Contents
1 The Nature of Negotiation
	A Few Words about Our Style and Approach
	Joe and Sue Carter
	Characteristics of a Negotiation Situation
	Interdependence
		Types of Interdependence Affect Outcomes
		Alternatives Shape Interdependence
	Mutual Adjustment
		Mutual Adjustment and Concession Making
		Two Dilemmas in Mutual Adjustment
	Value Claiming and Value Creation
	Conflict
		Definitions
		Levels of Conflict
		Functions and Dysfunctions of Conflict
		Factors That Make Conflict Easy or Difficult to Manage
	Effective Conflict Management
2 Strategy and Tactics of Distributive Bargaining
	The Distributive Bargaining Situation
		The Role of Alternatives to a Negotiated Agreement
		Settlement Point
		Bargaining Mix
		Fundamental Strategies
		Discovering the Other Party’s Resistance Point
		Influencing the Other Party’s Resistance Point
	Tactical Tasks
		Assessing the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations
		Manage the Other Party’s Impressions
		Modify the Other Party’s Perceptions
		Manipulate the Actual Costs of Delay or Termination
	Positions Taken during Negotiation
		Opening Offers
		Opening Stance
		Initial Concessions
		Role of Concessions
		Pattern of Concession Making
		Final Offers
	Commitment
		Tactical Considerations in Using Commitments
		Establishing a Commitment
		Preventing the Other Party from Committing Prematurely
		Finding Ways to Abandon a Committed Position
	Closing the Deal
	Hardball Tactics
		Dealing with Typical Hardball Tactics
		Typical Hardball Tactics
	Chapter Summary
3 Strategy and Tactics of Integrative Negotiation
	Introduction
		What Makes Integrative Negotiation Different?
	An Overview of the Integrative Negotiation Process
		Creating a Free Flow of Information
		Attempting to Understand the Other Negotiator’s Real Needs and Objectives
		Emphasizing the Commonalities between the Parties and Minimizing the Differences
		Searching for Solutions That Meet the Needs and Objectives of Both Sides
	Key Steps in the Integrative Negotiation Process
		Identify and Define the Problem
		Understand the Problem Fully—Identify Interests and Needs
		Generate Alternative Solutions
		Section Summary
		Evaluate and Select Alternatives
	Factors That Facilitate Successful Integrative Negotiation
		Some Common Objective or Goal
		Faith in One’s Problem-Solving Ability
		A Belief in the Validity of One’s Own Position and the Other’s Perspective
		The Motivation and Commitment to Work Together
		Trust
		Clear and Accurate Communication
		An Understanding of the Dynamics of Integrative Negotiation
		Section Summary
	Chapter Summary
4 Negotiation: Strategy and Planning
	Goals—The Focus That Drives a Negotiation Strategy
		Direct Effects of Goals on Choice of Strategy
		Indirect Effects of Goals on Choice of Strategy
	Strategy—The Overall Plan to Achieve One’s Goals Consistancy
		Strategy versus Tactics
		Unilateral versus Bilateral Approaches to Strategy
		The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies
	Understanding the Flow of Negotiations: Stages and Phases Consistancy
	Getting Ready to Implement the Strategy: The Planning Process
		1. Defining the Issues
			2. Assembling the Issues and Defining the Bargaining Mix
			3. Defining Interests
			4. Knowing Limits
			5. Knowing Alternatives
			6. Setting Targets and Asking Prices
			7. Assessing Constituents and the Social Context of the Negotiation
			8. Analyzing the Other Party
			9. Presenting Issues to the Other Party
		10. What Protocol Needs to Be Followed in This Negotiation?
	Chapter Summary
5 Perception, Cognition, and Emotion
	Perception
		Perception Defined
		Perceptual Distortion
	Framing
		Types of Frames
		How Frames Work in Negotiation
		Another Approach to Frames: Interests, Rights, and Power
		The Frame of an Issue Changes as the Negotiation Evolves
		Section Summary
	Cognitive Biases in Negotiation
		1. Irrational Escalation of Commitment
		2. Mythical Fixed-Pie Beliefs
		3. Anchoring and Adjustment
		4. Issue Framing and Risk
		5. Availability of Information
		6. The Winner’s Curse
			7. Overconfidence
			8. The Law of Small Numbers
			9. Self-Serving Biases
		10. Endowment Effect
		11. Ignoring Others’ Cognitions
		12. Reactive Devaluation
	Managing Misperceptions and Cognitive Biases in Negotiation
	Mood, Emotion, and Negotiation
	Chapter Summary
6 Communication
	What Is Communicated during Negotiation?
		1. Offers, Counteroffers, and Motives
		2. Information about Alternatives
		3. Information about Outcomes
		4. Social Accounts
		5. Communication about Process
		Are Negotiators Consistent or Adaptive?
		Does It Matter What Is Said Early in the Negotiation?
		Is More Information Always Better?
	How People Communicate in Negotiation
		Characteristics of Language
		Use of Nonverbal Communication
		Selection of a Communication Channel
	How to Improve Communication in Negotiation
		The Use of Questions
		Listening
		Role Reversal
	Special Communication Considerations at the Close of Negotiations
		Avoiding Fatal Mistakes
		Achieving Closure
	Chapter Summary
7 Finding and Using Negotiation Power
	Why Is Power Important to Negotiators?
	A Definition of Power
	Sources of Power—How People Acquire Power
		Informational Sources of Power
		Power Based on Personality and Individual Differences
		Power Based on Position in an Organization
		Power Based on Relationships
		Contextual Sources of Power
	Dealing with Others Who Have More Power
	Chapter Summary
8 Ethics in Negotiation
	A Sampling of Ethical Quandaries
	What Do We Mean by “Ethics,” and Why Do They Matter in Negotiation?
		Ethics Defined
		Applying Ethical Reasoning to Negotiation
		Ethics versus Prudence versus Practicality versus Legality
	What Questions of Ethical Conduct Arise in Negotiation?
		Ethically Ambiguous Tactics: It’s (Mostly) All about the Truth
		Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use
		Deception by Omission versus Commission
		The Decision to Use Ethically Ambiguous Tactics: A Model
	Why Use Deceptive Tactics? Motives and Consequences
		The Power Motive
		Other Motives to Behave Unethically
		The Consequences of Unethical Conduct
		Explanations and Justifications
	How Can Negotiators Deal with the Other Party’s Use of Deception?
	Chapter Summary
9 Relationships in Negotiation
	The Adequacy of Established Approaches to Research for Understanding Negotiation within Relationships
		Negotiations in Communal Relationships
	Key Elements in Managing Negotiations within Relationships
		Reputation
		Trust
		Justice
		Relationships among Reputation, Trust, and Justice
		Repairing a Relationship
	Chapter Summary
10 Multiple Parties and Teams
	The Nature of Multiparty Negotiations
		Differences between Two-Party Negotiations and Multiparty Negotiations
		Summary
		What Is an Effective Group?
	Managing Multiparty Negotiations
		The Prenegotiation Stage
		The Formal Negotiation Stage—Managing the Group Process and Outcome
		The Agreement Stage
	Chapter Summary
11 International and Cross-Cultural Negotiation
	International Negotiation: Art and Science
	What Makes International Negotiation Different?
		Environmental Context
		Immediate Context
		Section Summary
	Conceptualizing Culture and Negotiation
		Culture as Learned Behavior
		Culture as Shared Values
		Section Summary
		Culture as Dialectic
		Culture in Context
	The Influence of Culture on Negotiation: Managerial Perspectives
		Definition of Negotiation
		Negotiation Opportunity
		Selection of Negotiators
		Protocol
		Communication
		Time Sensitivity
		Risk Propensity
		Groups versus Individuals
		Nature of Agreements
		Emotionalism
	Culturally Responsive Negotiation Strategies
		Low Familiarity
		Moderate Familiarity
		High Familiarity
	Chapter Summary
12 Best Practices in Negotiations
	1. Be Prepared
	2. Diagnose the Fundamental Structure of the Negotiation
	3. Identify and Work the BATNA
	4. Be Willing to Walk Away
	5. Master the Key Paradoxes of Negotiation
		Claiming Value versus Creating Value
		Sticking by Your Principles versus Being Resilient to the Flow
		Sticking with the Strategy versus Opportunistic Pursuit of New Options
		Honest and Open versus Closed and Opaque
		Trust versus Distrust
	6. Remember the Intangibles
	7. Actively Manage Coalitions
	8. Savor and Protect Your Reputation
	9. Remember That Rationality and Fairness Are Relative
		10. Continue to Learn from Your Experience
Bibliography
Index