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Essentials of Negotiation

ISBN: 9780073102764 | 0073102768
Edition: 4th
Format: Paperback
Publisher: McGraw-Hill Australia
Pub. Date: 6/26/2006

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SummaryTable of Contents
ESSENTIALS OF NEGOTIATION, 4e is a short paperback derivative from the main text, NEGOTIATION, 5e. It explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and inter-group conflict and its resolution. Fourteen of the 20 chapters from the main text have been included (about half have been shortened by about 1/3) for this volume. Chapters are shortened by removing more 'academic' material and some of the boxes. This effectively leaves the message and theories of negotiation intact.
... MORE
about the authoriv
prefacev
The Nature of Negotiation
1(26)
A Few Words about Our Style and Approach
3(1)
Joe and Sue Carter
4(2)
Characteristics of a Negotiation Situation
6(3)
Interdependence
9(2)
Types of Interdependence Affect Outcomes
9(1)
Alternatives Shape Interdependence
10(1)
Mutual Adjustment
11(3)
Mutual Adjustment and Concession Making
12(1)
Two Dilemmas in Mutual Adjustment
12(2)
Value Claiming and Value Creation
14(2)
Conflict
16(5)
Definitions
17(1)
Levels of Conflict
17(1)
Functions and Dysfunctions of Conflict
17(2)
Factors That Make Conflict Easy or Difficult to Manage
19(2)
Effective Conflict Management
21(2)
Summary
23(2)
Overview of the Chapters in This Book
25(1)
Endnotes
26(1)
Strategy and Tactics of Distributive Bargaining
27(31)
The Distributive Bargaining Situation
28(5)
The Role of Alternatives to a Negotiated Agreement
31(1)
Settlement Point
32(1)
Bargaining Mix
32(1)
Fundamental Strategies
33(3)
Discovering the Other Party's Resistance Point
33(1)
Influencing the Other Party's Resistance Point
34(2)
Tactical Tasks
36(5)
Assessing the Other Party's Target, Resistance Point, and Costs of Terminating Negotiations
36(1)
Manage the Other Party's Impressions
37(2)
Modify the Other Party's Perceptions
39(1)
Manipulate the Actual Costs of Delay or Termination
40(1)
Positions Taken during Negotiation
41(5)
Opening Offers
41(1)
Opening Stance
42(1)
Initial Concessions
42(1)
Role of Concessions
43(2)
Pattern of Concession Making
45(1)
Final Offers
46(1)
Closing the Deal
46(1)
Hardball Tactics
47(8)
Dealing with Typical Hardball Tactics
48(1)
Typical Hardball Tactics
49(6)
Chapter Summary
55(1)
Endnotes
55(3)
Strategy and Tactics of Integrative Negotiation
58(27)
Introduction
58(1)
What Makes Integrative Negotiation Different?
58(1)
An Overview of the Integrative Negotiation Process
59(2)
Creating a Free Flow of Information
59(1)
Attempting to Understand the Other Negotiator's Real Needs and Objectives
60(1)
Emphasizing the Commonalities between the Parties and Minimizing the Differences
60(1)
Searching for Solutions That Meet the Needs and Objectives of Both Sides
61(1)
Key Steps in the Integrative Negotiation Process
61(15)
Identify and Define the Problem
62(2)
Understand the Problem Fully---Identify Interests and Needs
64(3)
Generate Alternative Solutions
67(6)
Evaluate and Select Alternatives
73(3)
Factors That Facilitate Successful Integrative Negotiation
76(6)
Some Common Objective or Goal
77(1)
Faith in One's Problem-Solving Ability
77(1)
A Belief in the Validity of One's Own Position and the Other's Perspective
78(1)
The Motivation and Commitment to Work Together
78(1)
Trust
79(1)
Clear and Accurate Communication
80(1)
An Understanding of the Dynamics of Integrative Negotiation
81(1)
Summary
81(1)
Chapter Summary
82(1)
Endnotes
83(2)
Negotiation: Strategy and Planning
85(26)
Goals---The Focus That Drives a Negotiation Strategy
86(1)
Direct Effects of Goals on Choice of Strategy
86(1)
Indirect Effects of Goals on Choice of Strategy
87(1)
Strategy---the Overall Plan to Achieve One's Goals
87(6)
Strategy versus Tactics
88(1)
Unilateral versus Bilateral Approaches to Strategy
88(1)
The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies
88(5)
Understanding the Flow of Negotiations: Stages and Phases
93(1)
Getting Ready to Implement the Strategy: The Planning Process
94(15)
Defining the Issues
96(1)
Assembling the Issues and Defining the Bargain Mix
97(1)
Defining Interests
98(1)
Knowing Limits and Alternatives
99(1)
Setting Targets and Openings
99(2)
Assessing Constituents and the Social Context of the Negotiation
101(3)
Analyzing the Other Party
104(3)
Presenting Issues to the Other Party
107(1)
What Protocol Needs to Be Followed in This Negotiation?
108(1)
Chapter Summary
109(1)
Endnotes
110(1)
Perception, Cognition, and Communication
111(24)
Perception
111(3)
Perception Defined
111(1)
Perceptual Distortion
112(2)
Framing
114(7)
Types of Frames
115(1)
How Frames Work in Negotiation
116(2)
Another Approach to Frames: Interests, Rights, and Power
118(1)
The Frame of an Issue Changes as the Negotiation Evolves
119(2)
Summary
121(1)
Cognitive Biases in Negotiation
121(6)
Irrational Escalation of Commitment
122(1)
Mythical Fixed-Pie Beliefs
122(1)
Anchoring and Adjustment
123(1)
Issue Framing and Risk
123(1)
Availability of Information
124(1)
The Winner's Curse
124(1)
Overconfidence
124(1)
The Law of Small Numbers
125(1)
Self-Serving Biases
125(1)
Endowment Effect
126(1)
Ignoring Others' Cognitions
126(1)
Reactive Devaluation
126(1)
Managing Misperceptions and Cognitive Biases in Negotiation
127(1)
Reframing
128(1)
Mood, Emotion, and Negotiation
128(4)
Chapter Summary
132(1)
Endnotes
132(3)
Communication
135(14)
What Is Communicated during Negotiation?
135(2)
Offers, Counteroffers, and Motives
135(1)
Information about Alternatives
136(1)
Information about Outcomes
136(1)
Social Accounts
137(1)
Communication about Process
137(1)
Is More Information Always Better?
137(1)
How People Communicate in Negotiation
137(5)
Use of Language
138(1)
Use of Nonverbal Communication
138(8)
Selection of a Communication Channel
146
How to Improve Communication in Negotiation
142(4)
The Use of Questions
142(1)
Listening
142(3)
Role Reversal
145(1)
Special Communication Considerations at the Close of Negotiations
146(1)
Avoiding Fatal Mistakes
146(1)
Achieving Closure
146(1)
Chapter Summary
147(1)
Endnotes
147(2)
Finding and Using Negotiation Power
149(18)
Why Is Power Important to Negotiators?
149(1)
A Definition of Power
150(2)
Sources of Power---How People Acquire Power
152(12)
Informational Sources of Power
153(2)
Power Based on Personality and Individual Differences
155(2)
Power Based on Position in an Organization
157(3)
Power Based on Relationships
160(3)
Contextual Sources of Power
163(1)
Dealing with Others Who Have More Power
164(1)
Chapter Summary
165(1)
Endnotes
166(1)
Ethics in Negotiation
167(23)
A Sampling of Ethical Quandaries
167(2)
What Do We Mean by ``Ethics'' and Why Do They Matter in Negotiation?
169(4)
Ethics Defined
169(3)
Applying Ethical Reasoning to Negotiation
172(1)
Ethics versus Prudence versus Practicality versus Legality
172(1)
What Questions of Ethical Conduct Arise in Negotiation?
173(5)
Ethically Ambiguous Tactics: It's (Mostly) All about the Truth
173(2)
Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use
175(2)
Deception by Omission versus Commission
177(1)
The Decision to Use Ethically Ambiguous Tactics: A Model
178(1)
Why Use Deceptive Tactics? Motives and Consequences
178(7)
The Power Motive
178(2)
Other Motives to Behave Unethically
180(1)
The Consequences of Unethical Conduct
181(2)
Explanations and Justifications
183(2)
How Can Negotiators Deal with the Other Party's Use of Deception?
185(3)
Chapter Summary
188(1)
Endnotes
189(1)
Relationships in Negotiation
190(18)
The Adequacy of Established Theory and Research for Understanding Negotiation within Relationships
190(6)
Dimensions of Relationships
194(1)
Negotiations in Communal Relationships
195(1)
Key Elements in Managing Negotiations within Relationships
196(9)
Reputation
197(1)
Trust
198(3)
Justice
201(3)
Relationships among Reputation, Trust, and Justice
204(1)
Repairing a Relationship
204(1)
Chapter Summary
205(1)
Endnotes
205(3)
Multiple Parties and Teams
208(21)
The Nature of Multiparty Negotiations
208(8)
Differences between Two-Party Negotiations and Multiparty Negotiations
209(4)
What Is an Effective Group?
213(3)
Managing Multiparty Negotiations
216(11)
The Prenegotiation Stage
216(2)
The Formal Negotiation Stage---Managing the Group Process and Outcome
218(7)
The Agreement Phase
225(2)
Chapter Summary
227(1)
Endnotes
228(1)
International and Cross-Cultural Negotiation
229(27)
What Makes International Negotiation Different?
230(4)
Environmental Context
231(1)
Immediate Context
232(2)
Conceptualizing Culture and Negotiation
234(5)
Culture as Shared Values
235(3)
Culture as Dialectic
238(1)
The Influence of Culture on Negotiation: Managerial Perspectives
239(3)
Definition of Negotiation
239(1)
Negotiation Opportunity
239(1)
Selection of Negotiators
239(1)
Protocol
240(1)
Communication
240(1)
Time Sensitivity
241(1)
Risk Propensity
241(1)
Groups versus Individuals
241(1)
Nature of Agreements
242(1)
Emotionalism
242(1)
The Influence of Culture on Negotiation: Research Perspectives
242(5)
Negotiation Outcomes
243(1)
Negotiation Process
244(2)
Effects of Culture on Negotiation Cognition
246(1)
Effect of Culture on Negotiation Ethics and Tactics
246(1)
Culturally Responsive Negotiation Strategies
247(4)
Low Familiarity
249(1)
Moderate Familiarity
250(1)
High Familiarity
251(1)
Chapter Summary
251(1)
Endnotes
252(4)
Best Practices in Negotiations
256(9)
Be Prepared
256(1)
Diagnose the Fundamental Structure of the Negotiation
257(1)
Identify and Work the BATNA
258(1)
Be Willing to Walk Away
258(1)
Master the Key Paradoxes of Negotiation
259(2)
Claiming Value versus Creating Value
259(1)
Sticking by Your Principles versus Being Resilient to the Flow
259(1)
Sticking with the Strategy versus Opportunistic Pursuit of New Options
259(1)
Honest and Open versus Closed and Opaque
260(1)
Trust versus Distrust
260(1)
Remember the Intangibles
261(1)
Actively Manage Coalitions
262(1)
Savor and Protect Your Reputation
263(1)
Remember That Rationality and Fairness Are Relative
263(1)
Continue to Learn from Your Experience
264(1)
Bibliography265(21)
Index286

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