Efnisyfirlit

• Table of Contents and Preface
  • Cover Page
  • Title Page
    • Negotiation
  • Copyright Page
  • Dedication
  • About the Author
  • Preface
    • Features and Content Changes
    • Chapter-by-Chapter Changes
    • Support Materials
  • Acknowledgments
  • Connect
  • Contents in Brief
  • Contents
    • Chapter 1
    • Chapter 2
    • Chapter 3
    • Chapter 4
    • Chapter 5
    • Chapter 6
    • Chapter 7
    • Chapter 8
    • Chapter 9
    • Chapter 10
    • Chapter 11
    • Chapter 12
    • Chapter 13
    • Chapter 14
    • Chapter 15
    • Chapter 16
    • Chapter 17
    • Chapter 18
    • Chapter 19
    • Chapter 20
• Chapter 1: The Nature of Negotiation
  • Introduction
  • A Few Words about Our Style and Approach
  • Joe and Sue Carter
  • Characteristics of a Negotiation Situation
  • Interdependence
    • Types of Interdependence Affect Outcomes
    • Alternatives Shape Interdependence
  • Mutual Adjustment
    • Mutual Adjustment and Concession Making
    • Two Dilemmas in Mutual Adjustment
  • Value Claiming and Value Creation
  • Conflict
    • Definitions
    • Levels of Conflict
    • Functions and Dysfunctions of Conflict
    • Factors That Make Conflict Easy or Difficult to Manage
  • Effective Conflict Management
  • Overview of the Chapters in This Book
  • Chapter Summary
  • Endnotes
• Chapter 2: Strategy and Tactics of Distributive Bargaining
  • Introduction
  • The Distributive Bargaining Situation
    • The Role of Alternatives to a Negotiated Agreement
    • Settlement Point
    • Bargaining Mix
    • Discovering the Other Party’s Resistance Point
    • Influencing the Other Party’s Resistance Point
  • Tactical Tasks
    • Assess the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations
    • Manage the Other Party’s Impressions of Your Target, Resistance Point, and Cost of Terminating Negotiations
    • Modify the Other Party’s Perceptions of Their Target, Resistance Point, and Cost of Terminating Negotiations
    • Manipulate the Actual Costs of Delaying or Terminating Negotiations
  • Positions Taken during Negotiation
    • Opening Offers
    • Opening Stance
    • Initial Concessions
    • Role of Concessions
    • Pattern of Concession Making
    • Final Offers
  • Commitment
    • Tactical Considerations in Using Commitments
    • Preventing the Other Party from Committing Prematurely
    • Finding Ways to Abandon a Committed Position
  • Closing the Deal
    • Provide Alternatives
    • Assume the Close
    • Split the Difference
    • Exploding Offers
    • Sweeteners
  • Assessing the Quality of the Agreement
  • Hardball Tactics
    • Dealing with Typical Hardball Tactics
    • Typical Hardball Tactics
  • Distributive Bargaining Skills Applicable to Integrative Negotiations
  • Chapter Summary
  • Endnotes
• Chapter 3: Strategy and Tactics of Integrative Negotiation
  • Introduction
  • 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 Things in Common between the Parties and Minimizing the Differences
    • Searching for Solutions That Meet the Needs and Objectives of Both Sides
  • Key Steps in the Integrative Negotiation Process
    • Step 1: Identify and Define the Problem
    • Step 2: Surface Interests and Needs
    • Step 3: Generate Alternative Solutions
    • Step 4: Evaluate and Select Alternatives
  • Assessing the Quality of the Agreement
  • Factors That Facilitate Successful Integrative Negotiation
    • Some Common Objective or Goal
    • Faith in One’s 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
  • Why Integrative Negotiation Is Difficult to Achieve
    • The History of the Relationship between the Parties
    • A Belief That an Issue Can Only Be Resolved Distributively
    • The Mixed-Motive Nature of Most Negotiating Situations
    • Short-Time Perspectives
  • Distributive Bargaining versus Integrative Negotiation
  • Chapter Summary
  • Endnotes
• Chapter 4: Negotiation: Strategy and Planning
  • Introduction
  • Goals—The Focus That Drives a Negotiation Strategy
    • 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 versus Tactics
    • The Other Party’s Likely Strategy
    • The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies
  • Understanding the Flow of Negotiations: Phases
  • Getting Ready to Implement the Strategy: The Planning Process
    • 1. Defining the Negotiating Goal
    • 2. Defining the Major Issue Related to Achieving the Goal
    • 3. Assembling the Issues, Ranking Their Importance, and Defining the Bargaining Mix
    • 4. Defining the Interests
    • 5. Knowing Your Alternatives (BATNAs)
    • 6. Knowing Your Limits, Including a Resistance Point
    • 7. Analyzing and Understanding the Other Party’s Goals, Issues, and Resistance Points
    • 8. Setting One’s Own Targets and Opening Bids
    • 9. Assessing the Social Context of Negotiation
    • 10. Presenting the Issues to the Other Party: Substance and Process
    • Planning the Process and Structuring the Context by which Information Is Presented
    • In Conclusion: Some Cautionary Notes about Planning
  • Chapter Summary
  • Endnote
• Chapter 5: Ethics in Negotiation
  • Introduction
  • A Sampling of Ethical Quandaries
  • What Do We Mean by “Ethics,” and Why Do They Matter in Negotiation?
    • Ethics Defined
    • Applying Ethical Reasoning to Negotiation
    • Ethics versus Prudence versus Practicality versus Legality
  • Four Approaches to Ethical Reasoning
    • End-Result Ethics
    • Duty Ethics
    • Social Contract Ethics
    • Personalistic Ethics
  • What Questions of Ethical Conduct Arise in Negotiation?
    • Ethically Ambiguous Tactics: It’s (Mostly) All about the Truth
    • Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use
    • Deception by Omission versus Commission
    • The Decision to Use Ethically Ambiguous Tactics: A Model
  • Why Use Deceptive Tactics? Motives and Consequences
    • The Power Motive
    • Other Motives to Behave Unethically
    • The Consequences of Unethical Conduct
    • Explanations and Justifications
  • What Factors Shape a Negotiator’s Predisposition to Use Unethical Tactics?
    • Demographic Factors
    • Personality Differences
    • Moral Development and Personal Values
    • Contextual Influences on Unethical Conduct
  • How Can Negotiators Deal with the Other Party’s Use of Deception?
  • Chapter Summary
  • Endnotes
• Chapter 6: Perception, Cognition, and Emotion
  • Introduction
  • Perception
    • Perception Defined
    • Perceptual Distortion
  • Framing
    • Types of Frames
    • How Frames Work in Negotiation
    • Another Approach to Frames: Interests, Rights, and Power
    • The Frame of an Issue Changes as the Negotiation Evolves
  • Cognitive Biases in Negotiation
    • 1. Irrational Escalation of Commitment
    • 2. Mythical Fixed-Pie Beliefs
    • 3. Anchoring and Adjustment
    • 4. Issue Framing and Risk
    • 5. Availability of Information
    • 6. The Winner’s Curse
    • 7. Overconfidence
    • 8. The Law of Small Numbers
    • 9. Self-Serving Biases
    • 10. Endowment Effect
    • 11. Ignoring Others’ Cognitions
    • 12. Reactive Devaluation
  • Managing Misperceptions and Cognitive Biases in Negotiation
  • Mood, Emotion, and Negotiation
  • Chapter Summary
  • Endnotes
• Chapter 7: Communication
  • Introduction
  • Basic Models of Communication
    • Distortion in Communication
  • What Is Communicated during Negotiation?
    • 1. Offers, Counteroffers, and Motives
    • 2. Information about Alternatives
    • 3. Information about Outcomes
    • 4. Social Accounts
    • 5. Communication about Process
    • Are Negotiators Consistent or Adaptive?
    • Does It Matter What Is Said Early in the Negotiation?
    • Is More Information Always Better?
  • How People Communicate in Negotiation
    • Characteristics of Language
    • Use of Nonverbal Communication
    • Selection of a Communication Channel
  • How to Improve Communication in Negotiation
    • The Use of Questions
    • Listening
    • Role Reversal
  • Chapter Summary
  • Endnotes
• Chapter 8: Finding and Using Negotiation Power
  • Introduction
  • Why Is Power Important to Negotiators?
  • A Definition of Power
  • Sources of Power—How People Acquire Power
    • Informational Sources of Power
    • Power Based on Personality and Individual Differences
    • Power Based on Position in an Organization (Structural Power)
    • Power Based on Relationships
    • Social Capital
    • Contextual Sources of Power
  • The Consequences of Unequal Power
  • Dealing with Others Who Have More Power
  • Chapter Summary
  • Endnotes
• Chapter 9: Influence
  • Introduction
  • Two Routes to Influence: An Organizing Model
  • The Central Route to Influence: The Message and Its Delivery
    • Message Content
    • Message Structure
    • Persuasive Style: How to Pitch the Message
  • Peripheral Routes to Influence
    • Aspects of Messages That Foster Peripheral Influence
    • Source Characteristics That Foster Peripheral Influence
    • Aspects of Context That Foster Peripheral Influence
  • The Role of Receivers—Targets of Influence
    • Understanding the Other’s Perspective
    • Resisting the Other’s Influence
  • Chapter Summary
  • Endnotes
• Chapter 10: Relationships in Negotiation
  • Introduction
  • Why Past Research on Dyadic Negotiation Needs to Be Re-evaluated for Relationships
  • Forms of Relationships
    • Four Fundamental Relationship Forms
  • Key Elements in Managing Negotiations within Relationships
    • Reputation
    • Trust
    • Justice
    • Relationships among Reputation, Trust, and Justice
  • Repairing a Relationship
  • Chapter Summary
  • Endnotes
• Chapter 11: Agents, Constituencies, and Audiences
  • Introduction
  • The Number of Parties in a Negotiation
  • How Agents, Constituents, and Audiences Change Negotiations
    • Audiences: Team Members, Constituents, Bystanders, and Others
    • Tactical Implications of Social Structure Dynamics: The Negotiator’s Dilemma
  • Advice to Agents on Managing Constituencies and Audiences
    • Clarify the Role Expectations and Performance Contract
    • Clarify Authority to Make Agreements
    • Manage Constituency Visibility and Communication
    • Communicate Indirectly with Audiences and Constituents
    • Communicate Directly to the Other Party’s Constituency
    • Communicate Directly to Bystanders
    • Build Relationships with Audiences, Constituents, and Other Agents
  • When to Use an Agent
  • Managing Agents
  • Chapter Summary
  • Endnotes
• Chapter 12: Coalitions
  • Introduction
  • A Situation with More Than Two Parties
  • What Is a Coalition?
    • Types of Coalitions
  • How and Why Coalitions Form and Develop
    • When Do Coalitions Form?
    • How Do Coalitions Develop?
  • Standards for Coalition Decision Making
    • Power and Leverage in Coalitions
    • How to Build Coalitions: Some Practical Advice
  • Chapter Summary
  • Endnotes
• Chapter 13: Multiple Parties, Groups, and Teams in Negotiation
  • Introduction
  • The Nature of Multiparty Negotiations
    • Differences between Two-Party Negotiations and Various Forms of Multiparty Negotiations
    • What Group Dynamics Can Make a Multiparty Negotiation Effective?
  • Managing Multiparty Negotiations
    • The Prenegotiation Stage
    • The Formal Negotiation Stage—Managing the Group Process and Outcome
    • The Agreement Stage
  • Intergroup Negotiations
  • Chapter Summary
  • Endnotes
• Chapter 14: Individual Differences I: Gender and Negotiation
  • Introduction
  • Defining Sex and Gender
  • Research on Gender Differences in Negotiation
    • Theoretical Perspectives on Negotiator Gender
    • Empirical Findings on Gender Differences in Negotiation
  • Overcoming Gender Differences
    • Motivational Interventions
    • Cognitive Interventions
    • Situational Interventions
  • Do Gender Differences Really Exist?
  • Chapter Summary
  • Endnotes
• Chapter 15: Individual Differences II: Personality and Abilities
  • Introduction
  • Personality and Negotiation
    • Conflict Style
    • Social Value Orientation
    • Interpersonal Trust
    • Self-Efficacy and Locus of Control
    • Self-Monitoring
    • Machiavellianism
    • Face Threat Sensitivity
    • Epistemic Motivation
    • The “Big Five” Personality Factors
  • Abilities in Negotiation
    • Cognitive Ability
    • Emotional Intelligence
    • Perspective-Taking Ability
    • Cultural Ability
  • An Alternative Approach: Studying Experienced Negotiators
  • A Concluding Note
  • Chapter Summary
  • Endnotes
• Chapter 16: International and Cross-Cultural Negotiation
  • Introduction
  • International Negotiation: Art and Science
  • What Makes International Negotiation Different?
    • Environmental Context
    • Political and Legal Pluralism
    • International Economics
    • Foreign Governments and Bureaucracies
    • Instability
    • Ideology
    • Culture
    • External Stakeholders
    • Immediate Context
    • Relative Bargaining Power
    • Levels of Conflict
    • Relationship between Negotiators
    • Desired Outcomes
    • Immediate Stakeholders
  • Five Conceptualizations of Culture and Negotiation
    • Culture as Shared Values
    • Hofstede’s Model of Cultural Dimensions
    • Hall’s Model of Cultural Values
    • Section Summary
    • Cultural Syndromes and Logics
    • Cultural Tightness-Looseness
    • Culture as Learned Behavior
    • Culture in Context
  • The Influence of Culture on Negotiation: Managerial Perspectives
    • Definition of Negotiation
    • Negotiation Opportunity
    • Selection of Negotiators
    • Protocol
    • Communication
    • Time Sensitivity
    • Risk Propensity
    • Groups versus Individuals
    • Nature of Agreements
    • Emotionalism
  • The Influence of Culture on Negotiation: Research Perspectives
    • Effects of Culture on Negotiation Outcomes
    • Effects of Culture on Negotiation Process and Information Exchange
    • Effects of Culture on Negotiator Cognition
    • Effects of Culture on Negotiator Ethics and Tactics
    • Effects of Culture on Conflict Resolution
  • Culturally Responsive Negotiation Strategies
    • Weiss’s Culturally Responsive Strategies
    • Low Familiarity
    • Moderate Familiarity
    • High Familiarity
  • Chapter Summary
  • Endnotes
• Chapter 17: Managing Negotiation Impasses
  • Introduction
  • The Nature of Difficult-to-Resolve Negotiations and Why They Occur
    • The Nature of Impasse
    • What Causes Impasses and Intractable Negotiations?
    • Characteristics of the Issues
    • Characteristics of the Parties
    • Characteristics of the Negotiation Environment
    • Characteristics of the Negotiation Setting
  • Fundamental Mistakes That Cause Impasses
    • Preventing Impasses
  • How to Resolve Impasses
    • Agreement on the Rules and Procedures
    • Reducing Tension and Synchronizing De-escalation
    • Improving the Accuracy of Communication
    • Controlling Issues
    • Establishing Common Ground
    • Enhancing the Desirability of Options to the Other Party
  • Chapter Summary
  • Endnotes
• Chapter 18: Managing Difficult Negotiations
  • Introduction
  • Managing the Shadow Negotiation and Social Contract
    • Power Moves
    • Process Moves
    • Appreciative Moves
  • Responding to the Other Side’s Hard Distributive Tactics
    • Call Them on It
    • Ignore Them
    • Respond in Kind
    • Offer to Change to More Productive Methods
  • Responding to Irrationality
  • Responding When the Other Side Has More Power
  • The Special Problem of Handling Ultimatums
  • Responding to Anger
  • Responding When the Other Side Is Being Difficult
    • Ury’s Breakthrough Approach
    • Responding to Difficult People
    • Having Conversations with Difficult People
    • Preparation
    • Managing Difficult Conversations
  • Duplicitous Negotiations
  • Chapter Summary
  • Endnotes
• Chapter 19: Third-Party Approaches to Managing Difficult Negotiations
  • Introduction
  • 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?
  • Types of Third-Party Intervention
  • Formal Intervention Methods
    • Arbitration
    • Mediation
    • Process Consultation
    • Combining Formal Intervention Methods
  • Informal Intervention Methods
    • Which Approach Is More Effective?
  • Alternative Dispute Resolution Systems
  • Chapter Summary
  • Endnotes
• Chapter 20: Best Practices in Negotiations
  • Introduction
  • 1. Be Prepared
  • 2. Diagnose the Fundamental Structure of the Negotiation
  • 3. Identify and Work the BATNA
  • 4. Be Willing to Walk Away
  • 5. Master the Key Paradoxes of Negotiation
    • Claiming Value versus Creating Value
    • Sticking by Your Principles versus Being Resilient Enough to Go with the Flow
    • Sticking with Your Strategy versus Opportunistically Pursuing New Options
    • Being Too Honest and Open versus Being Too Closed and Opaque
    • Being Too Trusting versus Being Too Distrusting
  • 6. Remember the Intangibles
  • 7. Actively Manage Coalitions—Those against You, for You, and Unknown
  • 8. Savor and Protect Your Reputation
  • 9. Remember That Rationality and Fairness Are Relative
  • 10. Continue to Learn from Your Experience
• Bibliography
  • Bibliography
• Name Index
  • Name Index
• Subject Index
  • Subject Index
• Accessibility Content: Text Alternatives for Images
  • A Page Shows the Features of Mcgraw Hill Text Alternative (FM)
  • A Page Shows the Features of Mcgraw Hill Text Alternative (FM)
  • Figure 1.3 Text Alternative (Chapter 1)
  • A Three-Panel Comic Strip of Dilber Text Alternative (Chapter 2)
  • An Illustration Shows a Man in Business Text Alternative (Chapter 2)
  • Figure 2.4 Text Alternative (Chapter 2)
  • Table 3.1 Text Alternative (Chapter 3)
  • Figure 3.1 Text Alternative (Chapter 3)
  • Figure 4.2 Text Alternative (Chapter 4)
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  • Figure 6.1 Text Alternative (Chapter 6)
  • A Cartoon Shows a Man Coming Out Text Alternative (Chapter 6)
  • A Cartoon Shows a Broken Lamp Text Alternative (Chapter 6)
  • A Cartoon Shows a Man Sitting Text Alternative (Chapter 6)
  • Figure 7.1 Text Alternative (Chapter 7)
  • The Man Says to Another Man Text Alternative (Chapter 8)
  • Figure 8.1 Text Alternative (Chapter 8)
  • Figure 9.1 Text Alternative (Chapter 9)
  • A Cartoon Shows Two Men Looking Text Alternative (Chapter 9)
  • A Cartoon Titled Text Alternative (Chapter 10)
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  • A Pepper and Salt Cartoon Text Alternative (Chapter 11)
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  • A Cartoon Shows 4 Men Talking Text Alternative (Chapter 13)
  • A Cartoon Titled Tug of Negotiation Text Alternative (Chapter 13)
  • A Cartoon Shows a Woman Text Alternative (Chapter 14)
  • Figure 15.1 Text Alternative (Chapter 15)
  • Figure 16.1 Text Alternative (Chapter 16)
  • A Cartoon Shows Two Men Talking Text Alternative (Chapter 17)
  • A Man Says, Can you Believe Text Alternative (Chapter 17)
  • Figure 19.1 Text Alternative (Chapter 19)
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