Essentials of Negotiation - Contents - 6e

·  Copyright

·  Dedication

·  About the Authors

·  Preface

·  Contents in Brief

·  Contents

·  Chapter 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

·  Overview of the Chapters in This Book

·  Endnotes

·  Chapter 2: Strategy and Tactics of Distributive Bargaining

·  The Distributive Bargaining Situation

·  The Role of Alternatives to a Negotiated Agreement

·  Settlement Point

·  Discovering the Other Party's Resistance Point

·  Influencing the Other Party's Resistance Point

·  Tactical Tasks

·  Assess 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

·  Closing the Deal

·  Provide Alternatives

·  Assume the Close

·  Split the Difference

·  Exploding Offers

·  Sweeteners

·  Hardball Tactics

·  Dealing with Typical Hardball Tactics

·  Typical Hardball Tactics

·  Chapter Summary

·  Endnotes

·  Chapter 3: Strategy and Tactics of Integrative Negotiation

·  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

·  Step 1: Identify and Define the Problem

·  Step 2: Surface Interests and Needs

·  Step 3: Generate Alternative Solutions

·  Step 4: 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

·  Chapter Summary

·  Endnotes

·  Chapter 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 versus Tactics

·  Accommodation, Competition, and Collaboration

·  Getting Ready to Implement the Strategy: The Planning Process

·  1. Defining the Negotiating Goal

·  2. Defining the Major Issue Related to Achieving the Goal

·  3. Assembling the Issues, Ranking TheirImportance, and Defining the Bargaining Mix

·  4. Defining the Interests

·  5. Knowing Your Alternatives (BATNAs)

·  6. Knowing Your Limits, Including a Resistance Point

·  7. Analyzing and Understanding the Other Party's Goals, Issues, and Resistance Points

·  8. Setting One's Own Targets and Opening Bids

·  9. Assessing the Social Context of Negotiation

·  10. Presenting the Issues to the Other Party: Substance and Process

·  Chapter Summary

·  Endnotes

·  Chapter 5: 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

·  Endnotes

·  Chapter 6: 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

·  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

·  Endnotes

·  Chapter 7: 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

·  Endnotes

·  Chapter 8: 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 (Structural Power)

·  Power Based on Relationships

·  Contextual Sources of Power

·  Dealing with Others Who Have More Power

·  Chapter Summary

·  Endnotes

·  Chapter 9: Relationships in Negotiation

·  Challenging How Relationships in Negotiation Have Been Studied

·  Negotiations in Communal Sharing Relationships

·  Key Elements in Managing Negotiations within Relationships

·  Reputation

·  Trust

·  Justice

·  Relationships among Reputation, Trust, and Justice

·  Repairing a Relationship

·  Chapter Summary

·  Endnotes

·  Chapter 10: Multiple Parties, Groups, and Teams in Negotiation

·  The Nature of Multiparty Negotiations

·  Differences between Two-Party Negotiations and Multiparty Negotiations

·  What Dynamics Can Make a Multiparty Negotiation Effective?

·  Managing Multiparty Negotiations

·  The Prenegotiation Stage

·  The Formal Negotiation Stage—Managing the Process and Outcome

·  The Agreement Stage

·  Chapter Summary

·  Endnotes

·  Chapter 11: International and Cross-Cultural Negotiation

·  What Makes International Negotiation Different?

·  Environmental Context

·  Immediate Context

·  Conceptualizing Culture and Negotiation

·  Culture as Learned Behavior

·  Culture as Shared Values

·  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

·  The Influence of Culture on Negotiation: Research Perspectives

·  Effects of Culture on Negotiation Outcomes

·  Effects of Culture on Negotiation Process and Information Exchange

·  Effects of Culture on Negotiator Cognition

·  Effects of Culture on Negotiator Ethics and Tactics

·  Culturally Responsive Negotiation Strategies

·  Weiss's Culturally Responsive Strategies

·  Low Familiarity

·  Moderate Familiarity

·  High Familiarity

·  Chapter Summary

·  Endnotes

·  Chapter 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 Enough to Go with the Flow

·  Sticking with Your Strategy versus Opportunistically Pursuing New Options

·  Being Too Honest and Open versus Being Too Closed and Opaque

·  Being Too Trusting versus Being Too Distrusting

·  6. Remember the Intangibles

·  7. Actively Manage Coalitions—Those Against You, For You, and Unknown

·  8. Savor and Protect Your Reputation

·  9. Remember That Rationality and Fairness Are Relative

·  10. Continue to Learn from Your Experience

·  Endnotes

·  Bibliography

·  Index