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Essentials of Negotiation

by: Lewicki, Roy J.; Barry, Bruce; Saunders, David M.

Essentials of Negotiation

by: Lewicki, Roy J.; Barry, Bruce; Saunders, David M.

ISBN 13:
9780073102764
ISBN 10:
0073102768
Edition: 4th
Format: Paperback
Copyright: 06/26/2006
Publisher: McGraw-Hill Australia
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Summary

ESSENTIALS OF NEGOTIATION, 4eis 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.

about the author

preface

The Nature of Negotiation

(26)

A Few Words about Our Style and Approach

(1)

Joe and Sue Carter

(2)

Characteristics of a Negotiation Situation

(3)

Interdependence

(2)

Types of Interdependence Affect Outcomes

(1)

Alternatives Shape Interdependence

(1)

Mutual Adjustment

(3)

Mutual Adjustment and Concession Making

(1)

Two Dilemmas in Mutual Adjustment

(2)

Value Claiming and Value Creation

(2)

Conflict

(5)

Definitions

(1)

Levels of Conflict

(1)

Functions and Dysfunctions of Conflict

(2)

Factors That Make Conflict Easy or Difficult to Manage

(2)

Effective Conflict Management

(2)

Summary

(2)

Overview of the Chapters in This Book

(1)

Endnotes

(1)

Strategy and Tactics of Distributive Bargaining

(31)

The Distributive Bargaining Situation

(5)

The Role of Alternatives to a Negotiated Agreement

(1)

Settlement Point

(1)

Bargaining Mix

(1)

Fundamental Strategies

(3)

Discovering the Other Party's Resistance Point

(1)

Influencing the Other Party's Resistance Point

(2)

Tactical Tasks

(5)

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

(1)

Manage the Other Party's Impressions

(2)

Modify the Other Party's Perceptions

(1)

Manipulate the Actual Costs of Delay or Termination

(1)

Positions Taken during Negotiation

(5)

Opening Offers

(1)

Opening Stance

(1)

Initial Concessions

(1)

Role of Concessions

(2)

Pattern of Concession Making

(1)

Final Offers

(1)

Closing the Deal

(1)

Hardball Tactics

(8)

Dealing with Typical Hardball Tactics

(1)

Typical Hardball Tactics

(6)

Chapter Summary

(1)

Endnotes

(3)

Strategy and Tactics of Integrative Negotiation

(27)

Introduction

(1)

What Makes Integrative Negotiation Different?

(1)

An Overview of the Integrative Negotiation Process

(2)

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

(15)

Identify and Define the Problem

(2)

Understand the Problem Fully---Identify Interests and Needs

(3)

Generate Alternative Solutions

(6)

Evaluate and Select Alternatives

(3)

Factors That Facilitate Successful Integrative Negotiation

(6)

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)

Chapter Summary

(1)

Endnotes

(2)

Negotiation: Strategy and Planning

(26)

Goals---The Focus That Drives a Negotiation Strategy

(1)

Direct Effects of Goals on Choice of Strategy

(1)

Indirect Effects of Goals on Choice of Strategy

(1)

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

(6)

Strategy versus Tactics

(1)

Unilateral versus Bilateral Approaches to Strategy

(1)

The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies

(5)

Understanding the Flow of Negotiations: Stages and Phases

(1)

Getting Ready to Implement the Strategy: The Planning Process

(15)

Defining the Issues

(1)

Assembling the Issues and Defining the Bargain Mix

(1)

Defining Interests

(1)

Knowing Limits and Alternatives

(1)

Setting Targets and Openings

(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)

Bibliography

265

(21)

Index

286

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Essentials of Negotiation

Essentials of Negotiation

9780073102764

0073102768

Summary

Table of Contents

Supplemental Materials

Write a Review

Amazon no longer offers textbook rentals. We do!

Essentials of Negotiation

Essentials of Negotiation

9780073102764

0073102768

Summary

Table of Contents

Supplemental Materials

Write a Review

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