Negotiation Fundamentals | |
The Nature of Negotiation | p. 3 |
Joe and Sue Carter | |
Introduction | |
Characteristics of a Negotiation or Bargaining Situation | |
Interdependence | |
Mutual Adjustment | |
Interdependence and Perceptions | |
Conflict | |
Definitions. Levels of Conflict | |
Functions and Dysfunctions of Conflict | |
Factors That Make Conflict Difficult to Manage | |
Conflict Management | |
Approaches by the Parties Themselves | |
Approaches by Other Parties | |
Summary | |
Overview of the Chapters in This Book | |
Negotiation: Framing, Strategizing, and Planning | p. 29 |
Framing the Problem--the Process of Defining What's Important | |
Why Frames Are Critical to Understanding Strategy | |
Major Approaches to Understanding Frames | |
Frames as a Process of Issue Development | |
Goals--the Objectives That Drive a Negotiation Strategy | |
Simultaneous Development of Goals and Frames | |
Direct Effects of Goals on Choice of Strategy | |
Indirect Effects of Goals on Choice of Strategy | |
Strategy--the Overall Plan to Achieve One's Goals | |
Strategy, Tactics, or Planning? | |
Strategic Options--Vehicles for Achieving Goals | |
Understanding the Flow of Negotiations: Stages and Phases | |
Phase Models of Negotiation | |
Getting Ready to Implement the Strategy: The Planning Process | |
Understanding the Need for Planning | |
Defining the Issues | |
Assembling Issues and Defining the Bargaining Mix | |
Defining Your Interests | |
Consulting with Others | |
Assessing the Other's Priorities | |
Knowing Your Limits | |
Setting Targets | |
Developing Supporting Arguments--Research | |
Analyzing the Other Party | |
Summary on the Planning Process | |
Chapter Summary | |
Strategy and Tactics of Distributive Bargaining | p. 70 |
The Distributive Bargaining Situation | |
The Role of Alternatives to a Negotiated Agreement | |
Settlement Point | |
Bargaining Mix | |
Fundamental Strategies | |
Discovering the Other Party's Resistance Point | |
Influencing the Other Party's Resistance Point | |
Tactical Tasks | |
Assess Outcome Values and the Costs of Termination | |
Manage the Other Party's Impressions | |
Modify the Other Party's Perceptions | |
Manipulate the Actual Costs of Delay or Termination | |
Positions Taken during Negotiation | |
Opening Offer | |
Opening Stance | |
Initial Concessions | |
Role of Concessions | |
Pattern of Concession Making | |
Final Offer | |
Commitment | |
Tactical Considerations in Using Commitments | |
Establishing a Commitment | |
Preventing the Other Party from Committing Prematurely | |
Finding Ways to Abandon a Committed Position | |
Closing the Deal | |
Hardball Tactics | |
Dealing with Typical Hardball Tactics | |
Typical Hardball Tactics | |
Summary | |
Strategy and Tactics of Integrative Negotiation | p. 107 |
Introduction | |
What Makes Integrative Negotiation Different? | |
An Overview of the Integrative Negotiation Process | |
Creating a Free Flow of Information | |
Attempting to Understand the Other Negotiator's Real Needs and Objectives | |
Emphasizing the Commonalities between the Parties and Minimizing the Differences | |
Searching for Solutions That Meet the Goals and Objectives of Both Sides | |
Key Steps in the Integrative Negotiation Process | |
Identify and Define the Problem | |
Understand the Problem Fully--Identify Interests and Needs | |
Generate Alternative Solutions | |
Evaluation and Selection of Alternatives | |
Factors That Facilitate Successful Integrative Negotiation | |
Some Common Objective or Goal | |
Faith in One's Own Problem-Solving Ability | |
A Belief in the Validity of One's Own Position and the Other's Perspective | |
The Motivation and Commitment to Work Together | |
Trust. Clear and Accurate Communication | |
An Understanding of the Dynamics of Integrative Negotiation | |
Summary | |
Why Integrative Negotiation Is Difficult to Achieve | |
The History of the Relationship between the Parties | |
The Belief That an Issue Can Only Be Resolved Distributively | |
The Mixed-Motive Nature of Most Negotiating Situations | |
Summary | |
Negotiation Subprocesses | |
Communication, Perception, and Cognitive Biases | p. 141 |
Communication in Negotiation | |
What Is Communicated during Negotiation? | |
How People Communicate in Negotiation | |
Phase Models of Communication in Negotiation | |
Perception and Negotiation | |
The Role of Perception | |
Perceptual Distortion in Negotiation | |
Framing | |
Perceptual Error: A Summary | |
Cognitive Biases in Negotiation | |
Irrational Escalation of Commitment | |
Mythical Fixed-Pie Beliefs | |
Anchoring and Adjustment | |
Framing | |
Availability of Information | |
The Winner's Curse | |
Overconfidence | |
The Law of Small Numbers | |
Self-serving Biases | |
Ignoring Others' Cognitions | |
Reactive Devaluation | |
Managing Misperceptions and Cognitive Biases in Negotiation | |
Reframing | |
How to Improve Communication in Negotiation | |
The Use of Questions. Listening | |
Role Reversal | |
Mood, Emotion, and Negotiation | |
Special Communication Considerations at the Close of Negotiations | |
Avoiding Fatal Mistakes | |
Achieving Closure | |
Summary | |
Finding and Using Negotiation Leverage | p. 175 |
Leverage as Advantage: Why Is Power Important to Negotiators? | |
A Definition of Power | |
Sources of Power--How People Acquire Power | |
Information and Expertise | |
Control over Resources | |
Power Derived from Location in an Organizational Structure | |
Managing Information Power: The Persuasion Process | |
Characteristics of Messages | |
Message Content. Message Structure | |
Persuasive Style: How to Pitch the Message | |
Characteristics of Sources | |
Source Credibility | |
Personal Attractiveness | |
Summary | |
Characteristics of Receivers | |
Attending to the Other | |
Exploring or Ignoring the Other's Position | |
Resisting the Other's Influence | |
Section Summary | |
Context Factors | |
Reciprocity. Commitment | |
Social Proof | |
Use of Reward and Punishment | |
Location in a Structure | |
Scarcity | |
Chapter Summary | |
Ethics in Negotiation | p. 219 |
Why Do Negotiators Need to Know about Ethics? | |
What Are Ethics and Why Do They Apply to Negotiation? | |
What Are the Major Ethical Concerns That Apply to Negotiation? | |
End-Result Ethics | |
Rule Ethics | |
Social Contract Ethics | |
Personalistic Ethics | |
What Major Types of Ethical and Unethical Conduct Are Likely to Occur in Negotiation? | |
The Range of Available Influence Tactics | |
Types of Tactics Viewed as Ethically Problematic | |
Typologies of Deceptive Tactics | |
Intentions and Motives to Use Deceptive Tactics | |
The Motivation to Behave Unethically | |
The Consequences of Unethical Conduct | |
Explanations and Justifications | |
What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics? | |
Demographic Factors | |
Situational Influences on Unethical Conduct | |
Personality Differences and Moral Development | |
How Can Negotiators Deal with the Other Party's Use of Deception? | |
Chapter Summary | |
Negotiation Contexts | |
The Social Context of Negotiation | p. 267 |
The Number of Parties in a Negotiation | |
Negotiating within a Relationship between the Parties | |
The Adequacy of Past Theory and Research for Understanding Negotiation within Relationships | |
Forms of Relationships | |
Negotiations in Communal Relationships | |
Key Elements in Managing Negotiations within Relationships | |
Trust | |
Emotions | |
Justice | |
Summary | |
The Agency Relationship: The Impact of the Larger Social Context on Negotiator Behavior | |
Audiences: Team Members | |
Constituents, Bystanders, and Audiences | |
Tactical Implications of Social Structure Dynamics: The Negotiator's Dilemma | |
Building Relationships with Other Parties: Opponents and Constituents | |
Section Summary | |
Chapter Summary | |
Multiparty Negotiations: Coalitions and Groups | p. 315 |
Negotiations with More Than Two Negotiators | |
Negotiating Coalitions | |
Types of Coalitions | |
Understanding How and Why Coalitions Form | |
Research on Coalitions | |
Coalition Inputs. Standards for Coalition Decision Making | |
Where Is the Strength in Coalitions? | |
Other Types of Coalition Situations | |
How Coalitions Form | |
Power Revisited: Power in Coalitions | |
How to Build Coalitions: Some Practical Advice | |
Multiparty Negotiations | |
Differences between Two-Party Negotiations and Multiparty Negotiations | |
Managing Multiparty Negotiations | |
The Prenegotiation Phase | |
The Formal Negotiation Stage--Managing the Group Process and Outcome | |
The Agreement Phase | |
Chapter Summary | |
Individual Differences | p. 353 |
Early Research on Personality and Negotiation | |
Differences in Negotiation Style and Approach | |
Creating Definitive Research Tests of the Relationship between Personality Predispositions and Negotiation Outcomes | |
Efforts to Reconceptualize the Inconclusive Nature of Previous Findings | |
Later Research on Personality and Negotiation | |
Conflict Management Style | |
Machiavellianism. Interpersonal Trust | |
Perspective-taking Ability | |
Self-Efficacy | |
Self-Monitoring | |
An Omnibus Approach | |
Sex, Gender, and Negotiation: New Approaches | |
Theoretical Approaches to Understanding Male and Female Negotiators | |
Empirical Approaches to Understanding Male and Female Negotiators | |
The Behavioral Approach | |
Closing Comments | |
Chapter Summary | |
Global Negotiation | p. 379 |
The American Negotiating Style | |
Not Everyone Negotiates Like Americans! | |
What Makes Cross-Border Negotiations Different? | |
Environmental Context | |
Immediate Context | |
How Do We Explain Global Negotiation Outcomes? | |
Hofstede's Dimensions of Culture | |
Power Distance | |
Individualism/Collectivism | |
Masculinity/Femininity | |
Uncertainty Avoidance | |
Conceptualizing Culture and Negotiation | |
Culture as Learned Behavior | |
Culture as Shared Values | |
Culture as Dialectic | |
Culture in Context | |
How Do Cultural Differences Influence Negotiations? | |
Culturally Responsive Negotiation Strategies | |
Low Familiarity | |
Moderate Familiarity | |
High Familiarity | |
Chapter Summary | |
Negotiation Remedies | |
Managing Difficult Negotiations: Individual Approaches | p. 409 |
Introduction | |
Impasse's Antecedents: Entrenchment and Intractability | |
What Causes Contentious Negotiation Behavior? | |
Getting Mad, Getting Even | |
Social Comparisons and Contrasts | |
General Remedies | |
Reducing Tension and Synchronizing De-escalation | |
Improving the Accuracy of Communication | |
Controlling Issues | |
Establishing Commonalities | |
Making Preferred Options More Desirable to the Other Party | |
Section Summary | |
Unintended Impasses: Collaborative Shortfalls | |
The Remedial Power of Integrative Processes | |
Faulty Group Process | |
Time Constraints and Deadlines | |
Generation of Creative Alternatives | |
Mismatched Models: Intentional and Otherwise | |
Responding to the Other Side's Dirty Tricks | |
Responding When the Other Side Has More Power | |
The Special Problem of Handling Ultimatums | |
Responding When the Other Side Is Being Difficult | |
Coping with Different Negotiators: A Summary | |
Chapter Summary | |
Managing Difficult Negotiations: Third-Party Approaches | p. 445 |
Adding Third Parties to the Two-Party Negotiation Process | |
Benefits and Liabilities of Third-Party Intervention | |
When Is Third-Party Involvement Appropriate? | |
Which Type of Intervention Is Appropriate? | |
Formal Intervention Methods | |
Arbitration | |
Mediation | |
The Downside of Arbitration and Mediation | |
Process Consultation | |
Informal Intervention Methods | |
Which Approach Is More Effective? | |
Dispute Resolution Systems: When the Organization Is the Third Party | |
Summary | |
Bibliography | p. 478 |
Index | p. 517 |
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