Efnisyfirlit

• Praise
• Title Page
• Copyright Page
• Table of Contents
• Introduction
• Part One - Overview
  • Chapter One - Negotiate in Three Dimensions
    • Negotiating in One Dimension
    • The 3-D Negotiation Alternative
    • The 3-D Focus on Deal Design
    • The 3-D Focus on Setup
    • Financing Staples: Getting the Scope and Sequence Right
    • Creating and Claiming Value
    • Not One Dimension, but Three Dimensions
  • Chapter Two - Do a 3-D Audit of Barriers to Agreement
    • LockStore: The 3-D Audit That Should Have Happened
    • Assessing Setup Barriers
    • Mapping All the Parties and Their No-Deal Options
    • Assessing No-Deal Options
    • Checking the Sequence and Process Choices
    • Assessing Deal-Design Barriers
    • Assessing Tactical and Interpersonal Barriers
    • Two Cross-Cutting Barriers to Be on Guard Against
    • Getting from Here to There
  • Chapter Three - Craft a 3-D Strategy to Overcome the Barriers
    • 3-D Strategy: The Basics
    • Set Up the Right Negotiation
    • Design Value-Creating Deals
    • Stress Problem-Solving Tactics
    • Putting It Together: Acquiring a Division
    • A Few Concluding Thoughts
• Part Two - Set Up the Right Negotiation
  • Chapter Four - Get All the Parties Right
    • Sketching the All-Party Map: The Seven Key Questions
    • Have You Included the Highest-Value Players?
    • Have You Mapped All the Potentially Influential Players?
    • Have You Included Those Involved in the Decision-Making and Governance Processes?
    • Have You Mapped Influential Parties with the Wrong Incentives?
    • Have You Anticipated Negotiations with Those Who Must Approve the Deal?
    • Have You Considered Those Who Must Implement the Deal?
    • Are There Too Many Parties?
    • From Parties to Interests
  • Chapter Five - Get All the Interests Right
    • The Prime Directive: Make Mapping Interests a Central Priority, Early and Often
    • Two More Directives: Big Mistakes to Avoid
    • Four Practices That Help You Get Interests Right
    • Staying Out of Psychological Traps
    • Remedies
  • Chapter Six - Get the No-Deal Options Right
    • Determine If a Zone of Possible Agreement Exists
    • Make Sure They Believe You Can Walk Away
    • Protect Your No-Deal Options
    • Under Very Special Circumstances, Consider Strategically Worsening Your No-Deal Option
    • Analyze Each Side’s Best No-Deal Option to Determine the Potential Role for Negotiation
    • The Power of No-Deal Options—and Your Understanding of Them
  • Chapter Seven - Get the Sequence and Basic Process Choices Right
    • Get the Sequence Right
    • Get the Basic Process Choices Right
    • Good Basic Process Choices Make for Good Negotiations
• Part Three - Design Value-Creating Deals
  • Chapter Eight - Move “Northeast”
    • “Moving Northeast” to Create Value
    • Deal-Design Principle #1: Dovetail Differences to Create Value
    • Deal-Design Principle #2: Maximize the Total Net Pie
    • Some Words for the Skeptics
    • The “Negotiator’s Dilemma”: Productively Managing the Creating/Claiming Tension
  • Chapter Nine - Dovetail Differences
    • Dovetailing Differences in Forecasts (or Beliefs About the Future)
    • Dovetailing Differences in Attitudes Toward Risk
    • Dovetailing Differences in Attitudes Toward Time
    • Dovetailing Differences in Other Arenas
    • Bringing It All Together: The Example of Structured Settlements
    • Imagine a World . . .
  • Chapter Ten - Make Lasting Deals
    • Change Happens—and That’s Often a Good Thing
    • Design Your Agreements to Accommodate Predictable Change
    • “Multiplex” Agreements to Protect Against Likely Vulnerabilities
    • Make “Insecure Contracts” Secure
  • Chapter Eleven - Negotiate the Spirit of the Deal
    • The Underlying Social Contract
    • The Ongoing Social Contract
    • The Social Contract: The Risk Factors
    • Dovetailing the Social and Economic Contracts
    • Common Misperceptions About the Social Contract
• Part Four - Stress Problem-Solving Tactics
  • Chapter Twelve - Shape Perceptions to Claim Value
    • How to Prepare for a Price Deal
    • Learn About the True ZOPA
    • Focus on the Opportunity, Rather Than the Downside
    • Set an Ambitious Target Price
    • Should You Make the First Offer and, If So, at What Price?
    • The Anchoring Effect
    • Recognize and Use Key Steps of the Negotiation Dance
    • Meta-Anchoring: Framing the Whole Negotiation
    • Back to Creating and Claiming Value
  • Chapter Thirteen - Solve Joint Problems to Create and Claim Value
    • Ask, Listen, and Learn
    • Divulge Information Strategically
    • Foster an Appealing and Productive Negotiation Process
    • Adopt a Persuasive Style
    • Can You Write Their Victory Speech?
• Part Five - 3-D Strategies in Practice
  • Chapter Fourteen - Map Backward to Craft a 3-D Strategy
    • Back to 1912: The Roosevelt Campaign and Moffett Studios
    • Six Lessons/Reminders from the Moffett Studios Saga
    • “Begin wich the End”: Backward Mapping to Develop a 3-D Strategy
  • Chapter Fifteen - Think Strategically, Act Opportunistically
    • AOL, Microsoft, and Netscape: Negotiating the Browser Wars
    • Kennecott in Chile: Negotiating Expropriation
    • Concord Pulp and Paper: An Unfolding 3-D Negotiation
    • Concluding Thoughts
    • The 3-D Negotiator: Creative Setup Architect, Insightful Deal Designer, Persuasive Tactician
• Authors’ Note
• Notes
• Index
• About the Authors

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