| |
| |
| Introduction | |
| |
| |
| |
| Types of Negotiation: Many Paths to a Deal | |
| |
| |
| Distributive Negotiation | |
| |
| |
| Integrative Negotiation | |
| |
| |
| Multiple Phases and Multiple Parties | |
| |
| |
| Summing Up | |
| |
| |
| |
| Four Key Concepts: Your Starting Points | |
| |
| |
| Know Your BATNA | |
| |
| |
| Reservation Price | |
| |
| |
| ZOPA | |
| |
| |
| Value Creation Through Trades | |
| |
| |
| Summing Up | |
| |
| |
| |
| Preparation: Nine Steps to a Deal | |
| |
| |
| |
| Consider What a Good Outcome Would Be for You and the Other Side | |
| |
| |
| |
| Identify Potential Value Creation Opportunities | |
| |
| |
| |
| Identify Your BATNA and Reservation Price, and Do the Same for the Other Side | |
| |
| |
| |
| Shore Up Your BATNA | |
| |
| |
| |
| Anticipate the Authority Issue | |
| |
| |
| |
| Learn All You Can About the Other Side's People and Culture, Their Goals, and How They've Framed the Issue | |
| |
| |
| |
| Prepare for Flexibility in the Process--Don't Lock Yourself into a Rigid Sequence | |
| |
| |
| |
| Gather External Standards and Criteria Relevant to Fairness | |
| |
| |
| |
| Alter the Process in Your Favor | |
| |
| |
| Summing Up | |
| |
| |
| |
| Table Tactics: How to Play the Game Well | |
| |
| |
| Getting the Other Side to the Table | |
| |
| |
| Making a Good Start | |
| |
| |
| Tactics for Win-Lose Negotiations | |
| |
| |
| Tactics for Integrative Negotiations | |
| |
| |
| General Tactics: Framing and Continual Evaluation | |
| |
| |
| Summing Up | |
| |
| |
| |
| Frequently Asked Tactical Questions: Answers You Need | |
| |
| |
| FAQs About Price | |
| |
| |
| FAQs About Process | |
| |
| |
| FAQs About People Problems | |
| |
| |
| |
| Barriers to Agreement: How to Recognize and Overcome Them | |
| |
| |
| Die-Hard Bargainers | |
| |
| |
| Lack of Trust | |
| |
| |
| Informational Vacuums and the Negotiator's Dilemma | |
| |
| |
| Structural Impediments | |
| |
| |
| Spoilers | |
| |
| |
| Differences in Gender and Culture | |
| |
| |
| Difficulties in Communication | |
| |
| |
| The Power of Dialogue | |
| |
| |
| Summing Up | |
| |
| |
| |
| Mental Errors: How to Recognize and Avoid Them | |
| |
| |
| Escalation | |
| |
| |
| Partisan Perceptions | |
| |
| |
| Irrational Expectations | |
| |
| |
| Overconfidence | |
| |
| |
| Unchecked Emotions | |
| |
| |
| Summing Up | |
| |
| |
| |
| When Relationships Matter: A Different Notion of Winning | |
| |
| |
| Why Relationships Matter | |
| |
| |
| How Perceptions of Relationship Value Affect Negotiations | |
| |
| |
| Doing It Right | |
| |
| |
| Summing Up | |
| |
| |
| |
| Negotiating for Others: Whose Interests Come First? | |
| |
| |
| Independent Agents | |
| |
| |
| Non-Independent Agents | |
| |
| |
| Agency Issues | |
| |
| |
| Summing Up | |
| |
| |
| |
| Negotiation Skills: Building Organizational Competence | |
| |
| |
| Continuous Improvement | |
| |
| |
| Negotiating as an Organizational Capability | |
| |
| |
| What Makes an Effective Negotiator? | |
| |
| |
| Summing Up | |
| |
| |
| |
| Useful Implementation Tools | |
| |
| |
| Notes | |
| |
| |
| Glossary | |
| |
| |
| For Further Reading | |
| |
| |
| Index | |
| |
| |
| About the Subject Adviser | |
| |
| |
| About the Writer | |