Rent 9780131407381 | The Mind and Heart of the Negotiator

Summary Table of Contents

Leigh L. Thompson is the J.L. and Helen Kellogg Distinguished Professor of Management and Organizations in the Kellogg Graduate School of Management at Northwestern University.

Based on the latest research findings, this book provides an integrated, big-picture view of what to do and what to avoid at the bargaining table, It combines a strong applied flavor with straightforward and lively writing, presents a unified, comprehensive overview of the insights, strategies, and practices inherent in successful negotiatio... MORE

Preface

xix

PART I: ESSENTIALS OF NEGOTIATION

(90)

Negotiation: The Mind and the Heart

(12)

... MORE

Negotiation: Definition and Scope

(1)

Negotiation as a Core Management Competency

(2)

Dynamic Nature of Business

(1)

Interdependence

(1)

Competition

(1)

Information Age

(1)

Globalization

(1)

Most People Are Ineffective Negotiators

(1)

Negotiation Sandtraps

(1)

Why People Are Ineffective Negotiators

(2)

Faulty Feedback

(1)

Satisficing

(1)

Self-Reinforcing Incompetence

(1)

Debunking Negotiation Myths

(2)

Myth 1: Negotiations Are Fixed-Sum

(1)

Myth 2: You Need to Be Either Tough or Soft

(1)

Myth 3: Good Negotiators Are Born

(1)

Myth 4: Experience Is a Great Teacher

(1)

Myth 5: Good Negotiators Take Risks

(1)

Myth 6: Good Negotiators Rely on Intuition

(1)

Learning Objectives

(1)

The Mind and Heart

(2)

Preparation: What to Do Before Negotiation

(27)

Self-Assessment

(14)

What Do I Want?

(1)

What Is My Alternative to Reaching Agreement in This Situation?

(2)

Determine Your Reservation Point

(2)

Be Aware of Focal Points

(1)

Beware of Sunk Costs

(1)

Do Not Confuse Your Target Point with Your Reservation Point

(1)

Identify the Issues in the Negotiation

(1)

Identify the Alternatives for Each Issue

(1)

Identify Equivalent Packages of Offers

(1)

Assess Your Risk Propensity

(4)

Endowment Effects

(1)

Am I Going to Regret This?

(1)

Violations of the Sure Thing Principle

(1)

Do I Have an Appropriate Level of Confidence?

(1)

Sizing Up the Other Party

(1)

Who Are the Other Parties?

(1)

Are the Parties Monolithic?

(1)

Issue Mix

(1)

Others' Interests and Position

(1)

Other Negotiators' BATNAs

(1)

Situation Assessment

(9)

Is the Negotiation One Shot, Long Term, or Repetitive?

(1)

Do the Negotiations Involve Scarce Resources, Ideologies, or Both?

(1)

Is the Negotiation One of Necessity or Opportunity?

(1)

Is the Negotiation an Exchange or Dispute Situation?

(1)

Are Linkage Effects Present?

(1)

Is Agreement Required?

(1)

Is It Legal to Negotiate?

(1)

Is Ratification Required?

(1)

Are Time Constraints or Other Time-Related Costs Involved?

(2)

Are Contracts Official or Unofficial?

(1)

Where Do the Negotiations Take Place?

(1)

Are Negotiations Public or Private?

(1)

Is Third-Party Intervention a Possibility?

(1)

What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)?

(1)

Do Negotiations Involve More Than One Offer?

(1)

Do Negotiators Communicate Explicitly or Tacitly?

(1)

Is a Power Differential a Factor Between Parties?

(1)

Is Precedent Important?

(1)

Conclusion

(2)

Distributive Negotiation: Slicing the Pie

(29)

The Bargaining Zone and the Negotiation Dance

(3)

Bargaining Surplus

(1)

Negotiator's Surplus

(1)

Pie-Slicing Strategies

(8)

Strategy 1: Assess Your BATNA and Improve It

(1)

Strategy 2: Determine Your Reservation Point, But Do Not Reveal It

(1)

Strategy 3: Research the Other Party's BATNA and Estimate Their Reservation Point

(1)

Strategy 4: Set High Aspirations (Be Realistic, But Optimistic)

(2)

Strategy 5: Make the First Offer (If You Are Prepared)

(1)

Strategy 6: Immediately Reanchor if the Other Party Opens First

(1)

Strategy 7: Plan Your Concessions

(1)

Strategy 8: Use an Objective-Appearing Rationale to Support Your Offers

(1)

Strategy 9: Appeal to Norms of Fairness

(1)

Strategy 10: Do Not Fall for the ``Even Split'' Ploy

(1)

The Most Commonly Asked Questions

(3)

Should I Reveal My Reservation Point?

(1)

Should I Lie About My Reservation Point?

(1)

Should I Try to Manipulate the Other Party's Reservation Point?

(1)

Should I Make a ``Final Offer'' or Commit to a Position?

(1)

Saving Face

(1)

The Power of Fairness

(12)

Multiple Methods of Fair Division

(1)

Situation-Specific Rules of Fairness

(1)

Social Comparison

(2)

The Equity Principle

(1)

Restoring Equity

(2)

Procedural Justice

(1)

Fairness in Relationships

(1)

Egocentrism

(4)

Wise Pie Slicing

(1)

Consistency

(1)

Simplicity

(1)

Effectiveness

(1)

Justifiability

(1)

Consensus

(1)

Generalizability

(1)

Satisfaction

(1)

Conclusion

(1)

Win-Win Negotiation: Expanding the Pie

(22)

What Is Win-Win Negotiation Anyway?

(1)

Telltale Signs of Win-Win Potential

(1)

Does the Negotiation Contain More Than One Issue?

(1)

Can Other Issues Be Brought In?

(1)

Can Side Deals Be Made?

(1)

Do Parties Have Different Preferences Across Negotiation Issues?

(1)

A Pyramid Model

(2)

Most Common Pie-Expanding Errors

(1)

False Conflict

(1)

Fixed-Pie Perception

(1)

Strategies That Do Not Really Work

(1)

Commitment to Reaching a Win-Win Deal

(1)

Compromise

(1)

Focusing on a Long-Term Relationship

(1)

Adopting a Cooperative Orientation

(1)

Taking Extra Time to Negotiate

(1)

Strategies That Work

(11)

Build Trust and Share Information

(1)

Ask Diagnostic Questions

(3)

Provide Information

(1)

Unbundle the Issues

(1)

Make Package Deals, Not Single-Issue Offers

(1)

Make Multiple Offers Simultaneously

(2)

Structure Contingency Contracts by Capitalizing on Differences

(3)

Presettlement Settlements (PreSS)

(1)

Search for Postsettlement Settlements

(1)

A Strategic Framework for Reaching Integrative Agreements

(2)

Resource Assessment

(1)

Assessment of Differences

(1)

Offers and Trade-Offs

(1)

Acceptance/Rejection Decision

(1)

Prolonging Negotiation and Renegotiation

(1)

Do Not Forget About Claiming

(1)

Conclusion

(2)

PART II: ADVANCED NEGOTIATION SKILLS

(115)

Developing a Negotiating Style

(32)

Tough Versus Soft Negotiators

(1)

Motivation-Approach-Emotion

(1)

Motivations

(7)

Assessing Your Motivational Style

(3)

Strategic Issues Concerning Motivational Style

(4)

Approach

100

(13)

Assessing Your Approach

102

(4)

Strategic Issues Concerning Approaches

106

(7)

Emotions

113

(8)

Assessing Your Emotional Style

114

(5)

Strategic Advice for Dealing with Emotions at the Table

119

(2)

Conclusion

121

(2)

Establishing Trust and Building a Relationship

123

(28)

The People Side of Win-Win

123

(2)

Trust as the Bedrock of Negotiation

125

(14)

Three Types of Trust in Relationships

125

(3)

Building Trust: Rational and Deliberate Mechanisms

128

(3)

Building Trust: Psychological Strategies

131

(5)

What Leads to Mistrust?

136

(1)

Repairing Broken Trust

137

(2)

Reputation

139

(2)

Relationships in Negotiation

141

(8)

Negotiating with Friends

142

(3)

Negotiating with Businesspeople

145

(2)

When in Business with Friends and Family

147

(2)

Bottom Line on Relationships

149

(1)

Conclusion

149

(2)

Power, Persuasion, and Ethics

151

(23)

Your BATNA Is Your Most Important Source of Power in Negotiation

152

(1)

Tapping into Your Power

153

(6)

Information

153

(1)

Status

154

(2)

Social Networks

156

(1)

Physical Appearance

157

(1)

The Effects of Power on Those with Less Power

158

(1)

The Effects of Power on Those Who Hold Power

158

(1)

Persuasion Tactics

159

(7)

Two Routes to Persuasion

159

(1)

Central Route Persuasion Tactics

160

(3)

Peripheral Route Persuasion Tactics

163

(3)

Ethical Negotiation

166

(7)

Lying

166

(2)

Other Questionable Negotiation Strategies

168

(1)

Sins of Omission and Commission

169

(2)

Costs of Lying

171

(1)

Under What Conditions Do People Engage in Deception?

171

(1)

Psychological Bias and Unethical Behavior

171

(2)

Conclusion

173

(1)

Creativity and Problem Solving in Negotiations

174

(32)

Creativity in Negotiation

174

(1)

Test Your Own Creativity

175

(1)

What Is Your Mental Model of Negotiation?

175

(4)

Haggling

175

(3)

Cost-Benefit Analysis

178

(1)

Game Playing

179

(1)

Partnership

179

(1)

Problem Solving

179

(1)

Creative Negotiation Agreements

179

(6)

Fractionating Problems into Solvable Parts

180

(1)

Finding Differences: Issue Alignment and Realignment

180

(1)

Expanding the Pie

180

(1)

Bridging

181

(1)

Cost Cutting

181

(1)

Nonspecific Compensation

181

(1)

Structuring Contingencies

182

(3)

Threats to Effective Problem Solving and Creativity

185

(8)

The Inert Knowledge Problem

185

(3)

Availability Heuristic

188

(1)

Representativeness

188

(1)

Anchoring and Adjustment

189

(1)

Unwarranted Causation

190

(1)

Belief Perseverance

190

(1)

Illusory Correlation

190

(1)

Just World

191

(1)

Hindsight Bias

191

(1)

Functional Fixedness

192

(1)

Set Effect

192

(1)

Selective Attention

192

(1)

Overconfidence

193

(1)

The Limits of Short-Term Memory

193

(1)

Creative Negotiation Strategies

193

(9)

Multiple Roads Lead to Rome (and an Expert Understanding)

194

(1)

Feedback

194

(1)

Creativity Templates

195

(1)

Incubation

196

(1)

Rational Problem-Solving Model

197

(1)

Fluency, Flexibility, and Originality

197

(1)

Brainstorming

198

(1)

Convergent Versus Divergent Thinking

198

(2)

Deductive Reasoning

200

(1)

Inductive Reasoning

200

(2)

Flow

202

(1)

Conclusion

202

(4)

PART III: APPLICATIONS AND SPECIAL SCENARIOS

206

(114)

Multiple Parties, Coalitions, and Teams

206

(36)

Analyzing Multiparty Negotiations

207

(1)

Multiparty Negotiations

208

(9)

Key Challenges of Multiparty Negotiations

209

(5)

Key Strategies for Multiparty Negotiations

214

(3)

Coalitions

217

(5)

Key Challenges of Coalitions

217

(4)

Strategies for Maximizing Coalitional Effectiveness

221

(1)

Principal-Agent Negotiations

222

(5)

Disadvantages of Agents

223

(2)

Strategies for Working Effectively with Agents

225

(2)

Constituent Relationships

227

(3)

Challenges for Constituent Relationships

228

(1)

Strategies for Improving Constituent Relationships

229

(1)

Team Negotiation

230

(5)

Challenges That Face Negotiating Teams

231

(2)

Strategies for Improving Team Negotiations

233

(2)

Intergroup Negotiation

235

(5)

Challenges of Intergroup Negotiations

235

(2)

Strategies for Optimizing Intergroup Negotiations

237

(3)

Conclusion

240

(2)

Cross-Cultural Negotiation

242

(31)

Learning About Cultures

243

(2)

Defining Culture

244

(1)

Culture as an Iceberg

244

(1)

Cultural Values and Negotiation Norms

245

(14)

Individualism Versus Collectivism

245

(9)

Egalitarianism Versus Hierarchy

254

(3)

Direct Versus Indirect Communications

257

(2)

Key Challenges of Intercultural Negotiation

259

(8)

Expanding the Pie

259

(1)

Dividing the Pie

260

(1)

Sacred Values and Taboo Trade-Offs

260

(3)

Biased Punctuation of Conflict

263

(1)

Ethnocentrism

263

(2)

Affiliation Bias

265

(1)

Faulty Perceptions of Conciliation and Coercion

265

(1)

Naive Realism

266

(1)

Predictors of Success in Intercultural Interactions

267

(1)

Advice for Cross-Cultural Negotiations

267

(5)

Anticipate Differences in Strategy and Tactics That May Cause Misunderstandings

268

(1)

Analyze Cultural Differences to Identify Differences in Values That Expand the Pie

268

(1)

Recognize That the Other Party May Not Share Your View of What Constitutes Power

268

(1)

Avoid Attribution Errors

269

(1)

Find Out How to Show Respect in the Other Culture

269

(1)

Know Your Options for Change

270

(2)

Conclusion

272

(1)

Tacit Negotiations and Social Dilemmas

273

(30)

Business as a Social Dilemma

275

(1)

Decentralization

275

(1)

Strategic Alliances

275

(1)

Specialization

276

(1)

Competition

276

(1)

Common Myths About Interdependent Decision Making

276

(1)

Myth 1: ``It's a Game of Wits: I Can Outsmart Them''

276

(1)

Myth 2: ``It's a Game of Strength: Show 'em You're Tough''

277

(1)

Myth 3: ``It's a Game of Chance: Hope for the Best''

277

(1)

The Prisoner's Dilemma

277

(8)

Cooperation and Defection as Unilateral Choices

278

(1)

Rational Analysis

278

(7)

Social Dilemmas

285

(13)

The Tragedy of the Commons

287

(1)

Types of Social Dilemmas

288

(3)

How to Build Cooperation in Social Dilemmas

291

(6)

How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude

297

(1)

Escalation of Commitment

298

(4)

Avoiding the Escalation of Commitment in Negotiations

300

(2)

Conclusion

302

(1)

Negotiating via Information Technology

303

(17)

Place-Time Model of Social Interaction

304

(7)

Face-to-Face Communication

304

(3)

Same Time, Different Place

307

(1)

Different Time, Same Place

308

(1)

Different Place, Different Time

308

(3)

Information Technology and Its Effects on Social Behavior

311

(5)

Status and Power: The ``Weak Get Strong'' Effect

312

(2)

Social Networks

314

(1)

Risk Taking

315

(1)

Rapport and Social Norms

315

(1)

Paranoia

316

(1)

Strategies for Enhancing Technology-Mediated Negotiations

316

(2)

Initial Face-to-Face Experience

317

(1)

One-Day Videoconference/Teleconference

317

(1)

Schmoozing

318

(1)

Conclusion

318

(2)

Appendix 1 Are You a Rational Person? Check Yourself

320

(20)

Appendix 2 Nonverbal Communication and Lie Detection

340

(8)

Appendix 3 Third-Party Intervention

348

(6)

Appendix 4 Negotiating a Job Offer

354

(8)

Academic References

362

(34)

Popular Press References

396

(5)

Subject Index

401

(22)

Author Index

423

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