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| Preface | |
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| Competitive Versus Collaborative Decision Making | |
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| What Is Negotiation? | |
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| What Negotiation Is Not | |
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| Types of Negotiation | |
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| Investigating Your Interests | |
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| What Differences Does It Make to Distinguish Between Interests and Positions? | |
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| How Do You Deal with Positional Bargainers? | |
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| Is Money Really the Interest? | |
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| Primary (Fundamental) and Secondary (Derivative) Interests | |
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| Looking Beyond Our Personal Interests | |
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| The Three C's of Interests | |
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| When Interests Conflict | |
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| Manager's Checklist for Chapter 1 | |
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| BATNA--Choosing Whether to Walk Away | |
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| Making Choices | |
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| Balance of Power | |
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| Understanding Our BATNA Offers Choices | |
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| What Is Our Walking-in BATNA? | |
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| Does BATNA Ever Change? | |
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| BATNA Is Not the Bottom Line | |
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| Elements of BATNAs | |
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| Strengthening and Weakening BATNAs | |
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| Assumptions | |
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| Manager's Checklist for Chapter 2 | |
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| Are We Ready? Inoculation Protects the Parties | |
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| Substantive Inoculation: Knowing the Subject | |
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| In Negotiation, the Past Has No Future | |
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| Selling the Product to the Salesperson | |
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| Goals of Inoculation | |
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| Inoculation as a Tool for Improving Your BATNA | |
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| What Information Do We Need About Ourselves? | |
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| What Information Do We Need About Other Parties? | |
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| Preparing for Negotiation on Your Own | |
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| Active Listening | |
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| Inoculation Includes Process as Well as Substance | |
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| Internal and External Inoculation | |
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| The Bottom Line | |
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| When Inoculation Is Impossible | |
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| Manager's Checklist for Chapter 3 | |
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| Preparation Part One: Stakeholders, Constituents, and Interests | |
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| Shooting from the Hip | |
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| Unplanned Negotiations | |
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| Surprises | |
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| What Does Preparation Mean? | |
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| Looking Inside Yourself | |
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| Understanding the Subject Matter | |
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| Internal Negotiation | |
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| Preparing Other Parties | |
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| Juggling Conflicting Agendas | |
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| Strengthening and Weakening BATNAs | |
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| Reasons to Prepare for Negotiation | |
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| Manager's Checklist for Chapter 4 | |
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| Preparation Part Two: Developing a Strategy Using Interest Mapping | |
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| Making Assumptions | |
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| Interested Parties | |
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| Stakeholders | |
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| Create Your Interest Map | |
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| Record Your Assumptions About Stakeholders' Interests | |
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| Don't Go It Alone | |
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| Low-Cost Solutions | |
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| How to Use Interest Maps | |
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| Using Your Interest Map in Negotiation | |
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| Be Prepared for Hot Buttons | |
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| Donut Hole Interest Maps | |
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| After the Negotiation | |
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| Be Prepared! | |
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| Manager's Checklist for Chapter 5 | |
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| Communication: Key to Effective Negotiating | |
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| Preparation Put to Use | |
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| Communicating to Influence | |
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| Active Listening | |
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| Communicating with Difficult People | |
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| Reframing | |
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| What Is Your Point? | |
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| Communicating Information | |
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| Manager's Checklist for Chapter 6 | |
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| Emotions: Dealing with Ourselves and Others | |
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| Do Emotions Belong in Negotiation? | |
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| Recognizing and Prioritizing Emotions | |
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| Surprise | |
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| Are You Negotiating to Solve a Problem or Have a Fight? | |
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| Confidence-Building Measures | |
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| Only One Person Can Get Angry at a Time | |
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| Reacting to Emotional Outbursts | |
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| De-escalation | |
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| Healing Relationships | |
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| Dealing with Difficult People | |
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| Bullies | |
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| Expressing Emotions Is Not Bad Negotiating | |
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| Manager's Checklist for Chapter 7 | |
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| Dealing with Annoyance and Leveling the Playing Field | |
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| Myths | |
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| Psychological Games | |
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| Giving or Taking Offense | |
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| Controlling the Board | |
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| Physical Set-Up | |
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| Building Confidence in Your Counterpart | |
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| I Understand You, But That Doesn't Mean I Agree with You | |
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| Expectations | |
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| Early Wins Can Be Traded Away Later | |
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| Level Playing Field | |
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| Manager's Checklist for Chapter 8 | |
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| Globalism Starts at Home: Cross-Cultural Issues | |
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| Nationality Is Not the Only Difference | |
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| Internal Negotiation | |
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| Bringing Tribes Together | |
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| You Can't Tell a Book by Its Cover | |
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| Negotiation Choreography | |
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| When Yes Means No | |
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| Offense as a Cultural Barrier | |
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| Overcoming Cultural Obstacles | |
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| Can I Depend on Them? | |
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| Don't Get Hung Up on Style | |
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| Manager's Checklist for Chapter 9 | |
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| Creativity and Bargaining Chips | |
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| Single-Issue Negotiating | |
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| Multi-Issue Negotiations | |
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| The Value Creation Curve | |
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| Value Versus Price | |
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| Don't Dictate Value | |
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| Separating People from the Problem | |
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| Healing Relationships | |
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| Check the Appeal of Creative Elements--One by One | |
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| Don't Hog the Credit | |
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| Confirming Mutual Understanding | |
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| Open Your Mind and Expand the Possibilities | |
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| Manager's Checklist for Chapter 10 | |
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| The Negotiation Process | |
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| Agenda Setting | |
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| Building Confidence and Comfort | |
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| Utilizing Your Interest Map | |
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| Bargaining | |
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| Building Long-Term Commitment | |
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| Objective Criteria | |
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| ZOPA | |
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| Expectations and Concessions | |
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| Compromise | |
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| Collaboration | |
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| Multitasking | |
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| It's Not Over Until It's Over | |
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| Not Rocket Science | |
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| Manager's Checklist for Chapter 11 | |
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| The Seven Pillars of Negotiational Wisdom | |
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| Paying Attention to Priorities | |
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| Relationship | |
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| Interests | |
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| BATNA | |
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| Creativity | |
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| Fairness | |
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| Commitment | |
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| Communication | |
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| Foundation of the Seven Pillars | |
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| Manager's Checklist for Chapter 12 | |
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| Index | |