The Mind and Heart of the Negotiator, Global Edition
Námskeið VIÐ284F Samningafærni 102.6.0.NGSM Negotiation and Sales Management VIÐ218F Samningagerð . - Höfundur: Leigh L. Thompson
4.790 kr.
Námskeið
- VIÐ284F Samningafærni
- 102.6.0.NGSM Negotiation and Sales Management
- VIÐ218F Samningagerð
.
Ensk lýsing:
For undergraduate and graduate-level business courses that cover the skills of negotiation. The Mind and Heart of the Negotiator is dedicated to negotiators who want to improve their ability to negotiate—whether in multimillion-dollar business deals or personal interactions. This text provides an integrated view of what to do and what to avoid at the bargaining table, facilitated by an integration of theory, scientific research, and practical examples.
This program will provide a better teaching and learning experience – for you and your students. Here’s how: • Provide Students with Practical Real-World Examples: Each chapter opens with a case study that illustrates a real business situation. • Offer In-Depth Information on Business Negotiation Skills: This text provides practical take-away points for the manager and executive on integrative negotiation and contains a series of hands-on principles that have been proven to increase the value of negotiated deals.
• Keep your Course Current and Relevant: New examples, exercises, and statistics appear throughout the text. MyManagementLab not included. Students, if MyManagementLab is a recommended/mandatory component of the course, please ask your instructor for the correct ISBN and course ID. MyManagementLab is not a self-paced technology and should only be purchased when required by an instructor.
Instructors, contact your Pearson representative for more information. MyManagementLab is an online homework, tutorial, and assessment program that truly engages students in learning. It helps students better prepare for class, quizzes, and exams—resulting in better performance in the course—and provides educators a dynamic set of tools for gauging individual and class progress.
Lýsing:
For undergraduate and graduate-level business courses that cover the skills of negotiation. The Mind and Heart of the Negotiator is dedicated to individuals who want to improve their ability to negotiate —whether in multimillion-dollar business deals or personal interactions. This text explains what to do and what to avoid at the bargaining table, facilitated by an integration of theory, scientific research, and real-world application.
The 7th Edition contains new and updated exercises, statistics, and examples from business, politics, and personal life spanning the globe to illustrate effective, as well as ineffective, negotiation skills. Armed with these, students will be ready to improve their relational as well as economic outcomes. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps.
Annað
- Höfundur: Leigh L. Thompson
- Útgáfa:7
- Útgáfudagur: 2021-11-08
- Hægt að prenta út 2 bls.
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- Format:Page Fidelity
- ISBN 13: 9781292399447
- Print ISBN: 9781292399461
- ISBN 10: 1292399449
Efnisyfirlit
- Title Page
- Copyright
- Dedication
- Brief Contents
- Contents
- Preface
- About the Author
- Part I: Negotiation Essentials
- Chapter 1: Negotiation: The Mind and the Heart
- The Mind and Heart
- Relationships versus Economics
- Satisficing versus Optimizing
- Short- versus Long-Term Relationships
- Intra- versus Inter-organizational Negotiation
- Low- versus High-Stakes Negotiation
- Win–Win, Win–Lose, and Lose–Lose Negotiation
- Negotiation as a Core Management Competency
- Knowledge Economy
- Specialized Expertise
- Information Technology
- Globalization
- Negotiation Traps
- Becoming an Effective Negotiator
- Feedback
- Strategy
- Focused Practice
- Debunking Negotiation Myths
- Myth 1: Negotiations Are Fixed-Sum
- Myth 2: You Need to Be Either Tough or Soft
- Myth 3: Good Negotiators Are Born
- Myth 4: Good Negotiators Rely on Intuition
- Chapter Capstone
- The Mind and Heart
- Chapter 2: Preparation: What to do Before Negotiation
- Self-Assessment
- Targets and Aspirations
- BATNA
- Reservation Point
- Focal Points
- Sunk Costs
- Target Point versus Reservation Point
- Negotiation Issues
- Issue Alternatives
- Multi-issue Proposals
- Risk and Uncertainty
- Endowment Effects
- Buyer’s Remorse and Seller’s Regret
- Negotiator Confidence
- Perspective-Taking
- Counterparty
- Are the Parties Monolithic?
- Counterparties’ Interests and Positions
- Counterparties’ BATNAs
- Situational Awareness
- One-Shot versus Long-Term
- Transactions versus Disputes
- Linkage Effects
- False versus Sincere Negotiations
- Is It Legal to Negotiate?
- Ratification
- Time Constraints
- Formal versus Handshake Agreement
- Onsite versus Offsite Meetings
- Public versus Private
- Scripted versus Unscripted
- Single versus Multiple Offers
- Chapter Capstone
- Self-Assessment
- Chapter 3: Distributive Negotiation: Claiming Value
- The Bargaining Zone
- Bargaining Surplus
- Negotiator’s Surplus
- Value-Claiming Strategies
- Accurately Assess Your BATNA
- Unpack Alternatives
- Improve Your BATNA
- Determine Your Reservation Point, but Do Not Reveal It
- Research the Other Party’s BATNA and Estimate Their Reservation Point
- Set High Aspirations (Be Realistic but Optimistic)
- First Offers
- Anchoring Information Model
- Anchoring Effect
- Range Offers
- Precise versus Round Numbers
- Early versus Late First Offers
- Re-anchoring
- Concessions
- Reciprocity versus Aversion
- Concession Pattern
- Magnitude of Concessions
- Timing of Concessions
- Substantiation
- Power Conversation Tactics
- Constraints versus Disparagement
- “Agreement” versus “Option”
- Fairness Arguments
- Social Comparison
- Equity Principle
- Final Offers
- Face-Saving
- Chapter Capstone
- The Bargaining Zone
- Chapter 4: Integrative Negotiation: Expanding the Pie
- Fixed-Sum versus Variable-Sum Negotiation
- False Conflict
- Fixed-Pie Perception
- Integrative Negotiation
- Compromise versus Integrative Negotiation
- Pareto Optimal Agreements
- Assessing the Likelihood of Win–Win Agreement
- Multiple Issues
- Add Issues
- Side Deals
- Differing Strengths of Preference
- Strategies for Expanding the Pie
- Separate Positions from Interests
- Perspective Taking
- Ask Questions about Interests and Priorities
- Reveal Information about Interests and Priorities
- Unbundle the Issues
- Value-Added Trade-offs (Logrolling)
- Multi-issue Offers versus Single-Issue Offers
- MESOs: Multiple Equivalent Simultaneous Offers
- Contingent Contracts
- Pre-settlement Settlements (PreSS)
- Post-settlement Settlements
- Focal Points and Turning Points
- Decision-Making Model of Integrative Agreements
- Resource Assessment
- Assessment of Differences
- Offers and Trade-offs
- Acceptance/Rejection Decision
- Prolonging Negotiation and Renegotiation
- Chapter Capstone
- Fixed-Sum versus Variable-Sum Negotiation
- Chapter 1: Negotiation: The Mind and the Heart
- Chapter 5: Understanding Personality and Motivation
- Individual Differences
- Implicit Theories
- Acoustic and Visual Cues
- “Big 5” Personality Traits
- Psychopathic Personality Traits
- Dyadic Interaction
- Attachment Style
- Motivational Orientation
- Cooperative Negotiator
- Competitive Negotiator
- Individualistic Negotiator
- Strategic Issues concerning Motivational Style
- Gender and Negotiation
- Economic Outcomes
- Opening Offers
- Initiating Negotiations
- The Backlash Effect
- The Costs of “Leaning In”
- Lying and Misrepresentation
- Discrimination
- Gender and Third-Party Dispute Resolution
- Leveling the Playing Field
- Chapter Capstone
- Individual Differences
- Chapter 6: Managing Emotions and Contentious Negotiations
- Emotions
- Genuine versus Strategic Emotion
- Anger
- Disappointment
- Sadness
- Ambivalence
- Positive Emotion
- Happiness
- Emotional Consistency
- Emotional Intelligence
- Managing Emotions at the Table
- Disputes
- Interests, Rights, and Power Model
- Time Course of Interests, Rights, and Power
- Strategic Issues concerning Interests, Rights, and Power
- Refocusing
- High Costs Associated with Power and Rights
- When to Use Rights and Power
- How to Use Rights and Power
- Social Dilemmas
- Social Dilemmas in Business
- Prisoner’s Dilemma
- Actual Behavior in Dilemmas
- Tit-for-Tat
- Inducing Trust and Cooperation in Social Dilemmas
- Restoring Broken Trust
- How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
- Chapter Capstone
- Emotions
- Chapter 7: Establishing Trust and Building Relationships
- Money versus Relationships
- Subjective Value
- Rapport
- Sequential Negotiations and Bargaining History
- Trust and Temptation
- Trust Propensity
- Three Types of Trust in Relationships
- Building Trust: Rational and Deliberate Mechanisms
- Building Trust: Psychological Strategies
- Distrust and Suspicion
- Repairing Broken Trust
- Relationships in Negotiation
- Negotiating with Friends
- Negotiating in Exchange Relationships
- Multiplex Relationships
- Chapter Capstone
- Money versus Relationships
- Chapter 8: Power, Ethics, and Reputation
- Power
- Sources of Power
- BATNAs as Power
- Symmetric versus Asymmetric Power
- Perspective-Taking
- Powerlessness
- Status
- Status and Negotiation Performance
- Primary Status Characteristics
- Secondary Status Characteristics
- Negotiation Ethics
- Seven-Factor Model of Ethically Questionable Behavior
- Lying
- Bad-Faith Bargaining
- Good-Faith Bargaining
- Sins of Omission and Commission
- Bidding Wars
- Detecting Deception in Negotiation
- Making Ethical Decisions
- Responding to Unethical Behavior
- Reputation
- Halos and Forked-Tails
- Reputations in Negotiation Communities
- Distributive versus Integrative Reputation
- BATNAs and Reputations
- Reputations and Self-Serving Views
- Chapter Capstone
- Power
- Chapter 9: Creativity, Problem Solving, and Learning in Negotiation
- Creativity in Negotiation
- Test Your Own Creativity
- Mental Models of Negotiation
- Haggling
- Cost-Benefit Analysis
- Game Playing
- Partnership
- Problem Solving
- Creative Negotiation Agreements
- Fractionating Single-Issue Negotiations into Multiple Issues
- Pattern-Finding
- Expanding the Pie
- Bridging
- Cost Cutting
- Nonspecific Compensation
- Structuring Contingencies
- Improving Negotiation Skills
- Relationships, Contracts, and Learning
- Negotiation Skills Training
- Bilateral versus Unilateral Training
- Feedback
- Learning versus Performance Goals
- Prevention versus Promotion Goals
- Easy versus Difficult to Learn
- Analogical Training
- Counterfactual Reflection
- Incubation
- Rational Problem-Solving Model
- Brainstorming
- Negotiation Engineering
- Chapter Capstone
- Creativity in Negotiation
- Chapter 10: Multiple Parties, Coalitions, and Teams
- Multiparty Negotiations
- Key Challenges of Multiparty Negotiations
- Strategies for Successful Multiparty Negotiations
- Coalitions
- Challenges of Coalitions
- Maximizing Coalitional Effectiveness
- Principal–Agent Negotiations
- Disadvantages of Agents
- Working Effectively with Agents
- Constituent Relationships
- Challenges for Constituent Relationships
- Improving Constituent Relationships
- Team Negotiation
- Challenges that Face Negotiating Teams
- Improving Team Negotiation
- Intergroup Negotiation
- Challenges of Intergroup Negotiations
- Optimizing Intergroup Negotiations
- Chapter Capstone
- Multiparty Negotiations
- Chapter 11: Cross-Cultural Negotiation
- Learning About Culture
- Defining Culture
- Prototypes versus Stereotypes
- Iceberg Model
- Cultural Frameworks
- Hofstede Model
- Implications for Negotiation
- Tripartite Model of Culture
- Tight versus Loose Cultures
- Challenges of Intercultural Negotiation
- Creating Value
- Claiming Value
- Sacred Values and Taboo Trade-offs
- Biased Punctuation of Conflict
- Ethnocentrism
- Affiliation Bias
- Faulty Perceptions of Conciliation and Coercion
- Naïve Realism
- Cultural Intelligence
- CQ Model
- Advice for Cross-Cultural Negotiations
- Anticipate Differences in Strategy and Tactics
- Perspective Taking
- Perceptions of Power
- Attribution Errors
- Respect
- Emotion
- Perceptions of Time
- Acculturation Framework
- Chapter Capstone
- Learning About Culture
- Chapter 12: Negotiating in a Virtual World
- Place-Time Model of Social Interaction
- Face-to-Face Communication
- Same Time, Different Place
- Different Time, Same Place
- Different Place, Different Time
- Information Technology and Effects on Social Behavior
- Trust
- Deception
- Status and Power: The “Weak Get Strong” Effect
- Social Networks
- Risk Taking
- Relationships and Rapport
- Mentalizing
- Intergenerational Negotiation
- Enhancing Technology-Mediated Negotiations
- Initial Face-to-Face Experience
- One-Day Videoconference/Teleconference
- Schmoozing
- Proactive Medium Management
- Humor
- Chapter Capstone
- Place-Time Model of Social Interaction
- Appendix 1: Negotiating a Job Offer
- Preparation
- Focus on Your Interests
- Research the Company and the Industry
- Determine Your BATNA and Your Reservation Point
- Research the Employer’s BATNA
- Determine Your Target Point and Plan Your Opening Offer
- Prepare Several Scenarios
- Consider Getting a “Coach”
- Rehearse and Practice
- In Vivo: During the Negotiation
- Think about the Best Way to Position and Present Your Opening Offer
- Assume Their Offer Is Negotiable
- Put the Focus on How You Can Solve Their Problems versus Making Demands
- Don’t Reveal Your BATNA or Your Reservation Point
- Imagine Negotiating on Behalf of Someone Else (Not Just Yourself)
- Post-Offer: You Have the Offer, Now What?
- Think Before Posting Anything on Social Media
- Do Not Immediately Agree to the Offer
- Get the Offer in Writing
- Be Enthusiastic and Gracious
- Assess the Interviewer’s Power to Negotiate with You
- Do Not Negotiate if You Are Not or Could Not Be Interested
- Exploding Offers
- Do Not Try to Create a Bidding War
- Know When to Stop Pushing
- Use a Rational Strategy for Choosing among Job Offers
- State Exactly What Needs to Be Done for You to Agree
- Preparation
- Third-Party Dispute Resolution
- Mediation
- Arbitration
- Mediation–Arbitration
- Arbitration–Mediation
- Choices in Third-Party Intervention
- Outcome versus Process Control
- Formal versus Informal
- Invited versus Uninvited
- Identifiable versus Anonymous
- Interpersonal versus Intergroup
- Content versus Process Orientation
- Facilitation, Formulation, or Manipulation
- Third-Party Effectiveness
- Hostile Mediators
- Mediation and Gender
- Mediation and Culture
- Mediation and Mimicry
- Challenges Facing Third Parties
- Meeting Disputants’ Expectations
- Reaching Settlement (if a Positive Bargaining Zone Exists)
- Promoting a Pareto-Efficient Outcome
- Promoting Outcomes Perceived as Fair (in the Eyes of Disputants)
- Consistency
- Simplicity
- Justifiability
- Generalizability
- Satisfaction
- Empowering Parties in the Negotiation Process
- Debiasing Negotiators
- Maintaining Neutrality
- Enhancing the Effectiveness of Third-party Intervention
- Accept Your Share of Responsibility
- Test Your Own Position
- Role-Play a Third Party in Your Own Dispute
- Training in Win–Win Negotiation
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