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Negotiation

by: Lewicki, Roy; Saunders, David; Barry, Bruce

Negotiation

by: Lewicki, Roy; Saunders, David; Barry, Bruce

ISBN 13:
9780072973075
ISBN 10:
0072973072
Edition: 5th
Format: Paperback
Copyright: 04/26/2005
Publisher: McGraw-Hill/Irwin
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Summary

Negotiation is a critical skill needed for effective management. Negotiation 5/e explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and intergroup conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates.

Part 1: Negotiation Fundamentals

The Nature of Negotiation

(31)

A Few Words about Our Style and Approach

(1)

Joe and Sue Carter

(2)

Characteristics of a Negotiation Situation

(2)

Interdependence

(4)

Types of Interdependence Affect Outcomes

(1)

Alternatives Shape Interdependence

(1)

Mutual Adjustment

(3)

Mutual Adjustment and Concession Making

(1)

Two Dilemmas in Mutual Adjustment

(1)

Value Claiming and Value Creation

(3)

Conflict

(4)

Definitions

(1)

Levels of Conflict

(1)

Functions and Dysfunctions of Conflict

(1)

Factors That Make Conflict Easy or Difficult to Manage

(2)

Effective Conflict Management

(2)

Overview of the Chapters in This Book

(6)

Chapter Summary

(2)

Strategy and Tactics of Distributive Bargaining

(39)

The Distributive Bargaining Situation

(8)

The Role of Alternatives to a Negotiated Agreement

(1)

Settlement Point

(1)

Bargaining Mix

(1)

Fundamental Strategies

(1)

Discovering the Other Party's Resistance Point

(1)

Influencing the Other Party's Resistance Point

(2)

Tactical Tasks

(7)

Assessing the Other Party's Target, Resistance Point, and Costs of Terminating Negotiations

(2)

Manage the Other Party's Impressions

(2)

Modify the Other Party's Perceptions

(1)

Manipulate the Actual Costs of Delay or Termination

(2)

Positions Taken during Negotiation

(6)

Opening Offers

(1)

Opening Stance

(1)

Initial Concessions

(1)

Role of Concessions

(2)

Pattern of Concession Making

(1)

Final Offers

(1)

Commitment

(5)

Tactical Considerations in Using Commitments

(2)

Establishing a Commitment

(1)

Preventing the Other Party from Committing Prematurely

(1)

Finding Ways to Abandon a Committed Position

(1)

Closing the Deal

(1)

Hardball Tactics

(9)

Dealing with Typical Hardball Tactics

(1)

Typical Hardball Tactics

(7)

Distributive Bargaining Skills Applicable to Integrative Negotiations

(1)

Chapter Summary

(2)

Strategy and Tactics of Integrative Negotiation

(31)

Introduction

(1)

What Makes Integrative Negotiation Different?

(1)

An Overview of the Integrative Negotiation Process

(3)

Creating a Free Flow of Information

(1)

Attempting to Understand the Other Negotiator's Real Needs and Objectives

(1)

Emphasizing the Commonalities between the Parties and Minimizing the Differences

(1)

Searching for Solutions That Meet the Needs and Objectives of Both Sides

(1)

Key Steps in the Integrative Negotiation Process

(18)

Identify and Define the Problem

(2)

Understand the Problem Fully---Identify Interests and Needs

(4)

Generate Alternative Solutions

(7)

Evaluate and Select Alternatives

(4)

Factors That Facilitate Successful Integrative Negotiation

(5)

Some Common Objective or Goal

(1)

Faith in One's Problem-Solving Ability

(1)

A Belief in the Validity of One's Own Position and the Other's Perspective

(1)

The Motivation and Commitment to Work Together

(1)

Trust

(1)

Clear and Accurate Communication

(1)

An Understanding of the Dynamics of Integrative Negotiation

(1)

Summary

(1)

Why Integrative Negotiation Is Difficult to Achieve

(2)

The History of the Relation between the Parties

(1)

A Belief That an Issue Can Only Be Resolved Distributively

(2)

The Mixed-Motive Nature of Most Negotiating Situations

100

(1)

Chapter Summary

100

(2)

Negotiation: Strategy and Planning

102

(30)

Goals---The Focus That Drives a Negotiation Strategy

103

(2)

Direct Effects of Goals on Choice of Strategy

103

(1)

Indirect Effects of Goals on Choice of Strategy

104

(1)

Strategy---The Overall Plan to Achieve One's Goals

105

(5)

Strategy versus Tactics

105

(1)

Unilateral versus Bilateral Applications to Strategy

105

(1)

The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies

106

(4)

Understanding the Flow of Negotiation: Stages and Phases

110

(3)

Getting Ready to Implement the Strategy: The Planning Process

113

(18)

Defining the Issues

115

(2)

Assembling the Issues and Defining the Bargaining Mix

117

(1)

Defining Interests

118

(1)

Knowing Limits and Alternatives

119

(1)

Setting Targets and Openings

120

(1)

Assessing Constituents and the Social Context of the Negotiation

121

(3)

Analyzing the Other Party

124

(4)

Presenting Issues to the Other Party

128

(1)

What Protocol Needs to Be Followed in This Negotiation?

129

(2)

Chapter Summary

131

(1)

Part 2: Negotiation Subprocesses

Perception, Cognition, and Emotion

132

(30)

Perception

132

(3)

Perception Defined

132

(1)

Perceptual Distortion

133

(2)

Framing

135

(9)

Types of Frames

137

(1)

How Frames Work in Negotiation

137

(2)

Another Approach to Frames: Interests, Rights, and Power

139

(2)

The Frame of an Issue Changes as the Negotiation Evolves

141

(2)

Summary

143

(1)

Cognitive Biases in Negotiation

144

(8)

Irrational Escalation of Commitment

144

(1)

Mythical Fixed-Pie Beliefs

144

(1)

Anchoring and Adjustment

145

(1)

Issue Framing and Risk

146

(1)

Availability of Information

147

(1)

The Winner's Curse

148

(1)

Overconfidence

148

(1)

The Law of Small Numbers

149

(1)

Self-Serving Biases

150

(1)

Endowment Effect

151

(1)

Ignoring Others' Cognitions

152

(1)

Reactive Devaluation

152

(1)

Managing Misperceptions and Cognitive Biases in Negotiation

152

(3)

Reframing

155

(1)

Mood, Emotion, and Negotiation

155

(5)

Chapter Summary

160

(2)

Communication

162

(21)

Basic Models of Communication

162

(3)

Distortion in Communication

163

(2)

What Is Communicated during Negotiation?

165

(4)

Offers, Counteroffers, and Motives

166

(1)

Information about Alternatives

166

(1)

Information about Outcomes

167

(1)

Social Accounts

167

(1)

Communication about Process

167

(1)

Is More Information Always Better?

168

(1)

How People Communicate in Negotiation

169

(6)

Use of Language

169

(2)

Use of Nonverbal Communication

171

(1)

Selection of a Communication Channel

172

(3)

How to Improve Communication in Negotiation

175

(5)

The Use of Questions

176

(1)

Listening

176

(4)

Role Reversal

180

(1)

Special Communication Considerations at the Close of Negotiations

180

(2)

Avoiding Fatal Mistakes

181

(1)

Achieving Closure

181

(1)

Chapter Summary

182

(1)

Finding and Using Negotiation Power

183

(21)

Why Is Power Important to Negotiators?

183

(1)

A Definition of Power

184

(3)

Sources of Power---How People Acquire Power

187

(14)

Informational Sources of Power

188

(3)

Power Based on Personality and Individual Differences

191

(1)

Power Based on Position in an Organization

192

(4)

Power Based on Relationships

196

(4)

Contextual Sources of Power

200

(1)

Dealing with Others Who Have More Power

201

(1)

Chapter Summary

202

(2)

Influence

204

(30)

Two Routes to Influence: An Organizing Model

204

(1)

The Central Route to Influence: The Message and Its Delivery

205

(8)

Message Content

205

(3)

Message Structure

208

(1)

Persuasive Style: How to Pitch the Message

209

(3)

Section Summary

212

(1)

Peripheral Routes to Influence

213

(16)

Aspects of Messages That Foster Peripheral Influence

213

(2)

Source Characteristics That Foster Peripheral Influence

215

(7)

Aspects of Context That Foster Peripheral Influence

222

(6)

Section Summary

228

(1)

The Role of Receivers---Targets of Influence

229

(4)

Exploring or Ignoring the Other's Position

229

(1)

Resisting the Other's Influence

230

(3)

Chapter Summary

233

(1)

Ethics in Negotiation

234

(41)

A Sampling of Ethical Quandaries

234

(2)

What Do We Mean by ``Ethics'' and Why Do They Matter in Negotiation?

236

(2)

Ethics Defined

236

(1)

Applying Ethical Reasoning to Negotiation

237

(1)

Ethics versus Prudence versus Practicality versus Legality

237

(1)

Four Approaches to Ethical Reasoning

238

(8)

End-Result Ethics

241

(1)

Duty Ethics

241

(3)

Social Contract Ethics

244

(1)

Personalistic Ethics

244

(2)

What Questions of Ethical Conduct Arise in Negotiation?

246

(7)

Ethically Ambiguous Tactics: It's (Mostly) All about the Truth

246

(2)

Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use

248

(3)

Deception by Omission versus Commission

251

(1)

The Decision to Use Ethically Ambiguous Tactics: A Model

251

(2)

Why Use Deceptive Tactics? Motives and Consequences

253

(6)

The Power Motive

253

(1)

Other Motives to Behave Unethically

253

(2)

The Consequences of Unethical Conduct

255

(1)

Explanations and Justifications

256

(3)

What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics?

259

(11)

Demographic Factors

261

(2)

Personality Differences

263

(1)

Moral Development and Personal Values

264

(1)

Contextual Influences on Unethical Conduct

265

(5)

How Can Negotiators Deal with the Other Party's Use of Deception?

270

(3)

Chapter Summary

273

(2)

Part 3: Negotiation Contexts

Relationships in Negotiation

275

(25)

The Adequacy of Established Theory and Research for Understanding Negotiation within Relationships

275

(5)

Forms of Relationships

280

(5)

Four Fundamental Relationship Forms

281

(2)

Dimensions of Relationships

283

(1)

Negotiations in Communal Relationships

284

(1)

Section Summary

285

(1)

Key Elements in Managing Negotiations within Relationships

285

(13)

Reputation

286

(1)

Trust

287

(6)

Justice

293

(3)

Relationships among Reputation, Trust, and Justice

296

(1)

Repairing a Relationship

297

(1)

Chapter Summary

298

(2)

Agents, Constituencies, Audiences

300

(29)

The Number of Parties in a Negotiation

300

(1)

How Agents, Constituents, and Audiences Change Negotiations

301

(12)

Audiences: Team Members, Constituents, Bystanders, and Others

302

(10)

Tactical Implications of Social Structure Dynamics: The Negotiator's Dilemma

312

(1)

Constituencies and Audiences

313

(12)

When to Use an Agent

325

(2)

Managing Agents

327

(1)

Chapter Summary

327

(2)

Coalitions

329

(20)

A Situation with More Than Two Parties

329

(2)

What Is a Coalition?

331

(1)

Types of Coalitions

332

(1)

How and Why Coalitions Form and Develop

332

(9)

When Do Coalitions Form?

332

(5)

How Do Coalitions Develop?

337

(4)

Standards for Coalition Decision Making

341

(6)

Power and Leverage in Coalitions

342

(2)

How to Build Coalitions: Some Practical Advice

344

(3)

Chapter Summary

347

(2)

Multiple Parties and Teams

349

(26)

The Nature of Multiparty Negotiations

349

(9)

Differences between Two-Party Negotiations and Multiparty Negotiations

350

(5)

What Is an Effective Group?

355

(3)

Managing Multiparty Negotiations

358

(14)

The Prenegotiation Stage

358

(2)

The Formal Negotiation Stage---Managing the Group Process and Outcome

360

(9)

The Agreement Phase

369

(3)

Interteam Negotiations

372

(2)

Chapter Summary

374

(1)

Part 4: Individual Differences

Individual Differences I: Gender and Negotiation

375

(12)

Defining Sex and Gender

375

(1)

Research on Gender Differences in Negotiation

376

(2)

Male and Female Negotiators: Theoretical Perspectives

376

(2)

Empirical Findings on Gender Differences in Negotiation

378

(7)

Overcoming the Disadvantage of Gender Differences

384

(1)

Chapter Summary

385

(2)

Individual Differences II: Personality and Abilities

387

(18)

Early Research on Individual Differences and Negotiation

387

(2)

Personality and Negotiation

389

(9)

Conflict Management Style

389

(2)

Social Value Orientation

391

(1)

Interpersonal Trust

392

(1)

Self-Efficacy and Locus of Control

393

(1)

Self-Monitoring

394

(1)

Machiavellianism

395

(1)

Face Threat Sensitivity

396

(1)

The ``Big Five'' Personality Factors

396

(1)

Section Summary

396

(2)

Abilities in Negotiation

398

(4)

Cognitive Ability

398

(1)

Emotional Intelligence

399

(1)

Perspective-Taking Ability

400

(2)

The Behavioral Approach to Differences among Negotiators

402

(1)

Chapter Summary

403

(2)

Part 5: Negotiation across Cultures

International and Cross-Cultural Negotiation

405

(32)

What Makes International Negotiation Different?

407

(6)

Environmental Context

407

(3)

Immediate Context

410

(2)

How Do We Explain International Negotiation Outcomes?

412

(1)

Conceptualizing Culture and Negotiation

413

(6)

Culture as Learned Behavior

413

(1)

Culture as Shared Values

414

(4)

Culture as Dialectic

418

(1)

Culture in Context

419

(1)

The Influence of Culture on Negotiation: Managerial Perspectives

419

(5)

Definition of Negotiation

420

(1)

Negotiation Opportunity

420

(1)

Selection of Negotiators

420

(1)

Protocol

420

(1)

Communication

421

(1)

Time Sensitivity

422

(1)

Risk Propensity

422

(1)

Groups versus Individuals

423

(1)

Nature of Agreements

423

(1)

Emotionalism

423

(1)

The Influence of Culture on Negotiation: Research Perspectives

424

(6)

Negotiation Outcomes

424

(2)

Negotiation Process

426

(2)

Effects of Culture on Negotiator Cognition

428

(1)

Effect of Culture on Negotiator Ethics and Tactics

429

(1)

Effect of Culture on Conflict Resolution

429

(1)

Culturally Responsive Negotiation Strategies

430

(5)

Low Familiarity

433

(1)

Moderate Familiarity

434

(1)

High Familiarity

434

(1)

Chapter Summary

435

(2)

Part 6: Resolving Differences

Managing Negotiation Impasses

437

(29)

Introduction

437

(1)

The Nature of ``Difficult-to-Resolve'' Negotiations and Why They Occur

437

(10)

The Nature of Impasse

438

(1)

What Causes Impasses and Intractable Negotiations?

438

(1)

Characteristics of the Parties

439

(4)

Characteristics of the Issues

443

(1)

Characteristics of the Environment

443

(1)

Characteristics of the Negotiation Setting

444

(1)

Characteristics of the Conflict Resolution Processes

445

(1)

Section Summary

446

(1)

Fundamental Mistakes That Cause Impasses

447

(1)

How to Resolve Impasses

448

(16)

Agreement on the Rules and Procedures

449

(1)

Reducing Tension and Synchronizing De-escalation

450

(2)

Improving the Accuracy of Communication

452

(3)

Controlling Issues

455

(3)

Establishing Common Ground

458

(4)

Enhancing the Desirability of Options to the Other Party

462

(2)

Section Summary

464

(1)

Chapter Summary

464

(2)

Managing Negotiation Mismatches

466

(16)

Introduction

466

(1)

Managing the Shadow Negotiation and Social Contract

467

(3)

Power Moves

468

(1)

Process Moves

468

(1)

Appreciative Moves

468

(1)

Section Summary

468

(2)

Responding to the Other Side's Hard Distributive Tactics

470

(1)

Call Them on It

470

(1)

Ignore Them

470

(1)

Respond in Kind

470

(1)

Offer to Change to More Productive Methods

470

(1)

Section Summary

471

(1)

Responding When the Other Side Has More Power

471

(2)

The Special Problem of Handling Ultimatums

473

(1)

Responding When the Other Side Is Being Difficult

474

(6)

Ury's Breakthrough Approach

475

(2)

Section Summary

477

(1)

Responding to Difficult People

478

(1)

Having Conversations with Difficult People

478

(2)

Chapter Summary

480

(2)

Managing Difficult Negotiations: Third-Party Approaches

482

(35)

Adding Third Parties to the Two-Party Negotiation Process

482

(5)

Benefits and Liabilities of Third-Party Intervention

483

(1)

When Is Third-Party Involvement Appropriate?

484

(1)

Which Type of Intervention Is Appropriate?

484

(3)

Types of Third-Party Intervention

487

(1)

Formal Intervention Methods

488

(16)

Arbitration

488

(3)

Mediation

491

(9)

Process Consultation

500

(3)

Combining Formal Intervention Methods

503

(1)

Informal Intervention Methods

504

(7)

Which Approach Is More Effective?

506

(5)

Alternative Dispute Resolution Systems: When the Organization Is the Third Party

511

(4)

Chapter Summary

515

(2)

Part 7: Summary

Best Practices in Negotiations

517

(10)

Be Prepared

517

(1)

Diagnose the Fundamental Structure of the Negotiation

518

(1)

Identify and Work the BATNA

519

(1)

Be Willing to Walk Away

519

(1)

Master the Key Paradoxes of Negotiation

520

(2)

Claiming Value versus Creating Value

520

(1)

Sticking by Your Principles versus Being Resilient to the Flow

520

(1)

Sticking with the Strategy versus Opportunistic Pursuit of New Options

521

(1)

Honest and Open versus Closed and Opaque

521

(1)

Trust versus Distrust

522

(1)

Remember the Intangibles

522

(2)

Actively Manage Coalitions

524

(1)

Savor and Protect Your Reputation

524

(1)

Remember That Rationality and Fairness Are Relative

525

(1)

Continue to Learn from Your Experience

525

(2)

Bibliography

527

(47)

Name Index

574

(10)

Subject Index

584

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Negotiation

Negotiation

9780072973075

0072973072

Summary

Table of Contents

Supplemental Materials

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Amazon no longer offers textbook rentals. We do!

Negotiation

Negotiation

9780072973075

0072973072

Summary

Table of Contents

Supplemental Materials

Write a Review

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