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Copyright
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Dedication
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About the Authors
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Preface
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Contents in Brief
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Contents
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Chapter 1: The Nature of Negotiation
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A Few Words about Our Style and Approach
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Joe and Sue Carter
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Characteristics of a Negotiation Situation
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Interdependence
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Types of Interdependence Affect Outcomes
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Alternatives Shape Interdependence
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Mutual Adjustment
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Mutual Adjustment and Concession Making
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Two Dilemmas in Mutual Adjustment
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Value Claiming and Value Creation
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Conflict
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Definitions
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Levels of Conflict
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Functions and Dysfunctions of Conflict
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Factors That Make Conflict Easy or Difficult to Manage
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Effective Conflict Management
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Overview of the Chapters in This Book
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Endnotes
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Chapter 2: Strategy and Tactics of Distributive Bargaining
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The Distributive Bargaining Situation
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The Role of Alternatives to a Negotiated Agreement
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Settlement Point
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Discovering the Other Party's Resistance Point
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Influencing the Other Party's Resistance Point
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Tactical Tasks
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Assess the Other Party's Target, Resistance Point, and Costs of
Terminating Negotiations
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Manage the Other Party's Impressions
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Modify the Other Party's Perceptions
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Manipulate the Actual Costs of Delay or Termination
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Positions Taken during Negotiation
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Opening Offers
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Opening Stance
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Initial Concessions
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Role of Concessions
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Pattern of Concession Making
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Final Offers
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Closing the Deal
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Provide Alternatives
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Assume the Close
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Split the Difference
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Exploding Offers
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Sweeteners
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Hardball Tactics
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Dealing with Typical Hardball Tactics
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Typical Hardball Tactics
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Chapter Summary
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Endnotes
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Chapter 3: Strategy and Tactics of Integrative Negotiation
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An Overview of the Integrative Negotiation Process
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Creating a Free Flow of Information
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Attempting to Understand the Other Negotiator's Real Needs and
Objectives
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Emphasizing the Commonalities between the Parties and Minimizing the
Differences
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Searching for Solutions That Meet the Needs and Objectives of Both Sides
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Key Steps in the Integrative Negotiation Process
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Step 1: Identify and Define the Problem
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Step 2: Surface Interests and Needs
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Step 3: Generate Alternative Solutions
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Step 4: Evaluate and Select Alternatives
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Factors That Facilitate Successful Integrative Negotiation
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Some Common Objective or Goal
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Faith in One's Problem-Solving Ability
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A Belief in the Validity of One's Own Position and the Other's
Perspective
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The Motivation and Commitment to Work Together
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Trust
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Clear and Accurate Communication
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An Understanding of the Dynamics of Integrative Negotiation
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Chapter Summary
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Endnotes
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Chapter 4: Negotiation: Strategy and Planning
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Goals—The Focus That Drives a Negotiation Strategy
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Direct Effects of Goals on Choice of Strategy
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Indirect Effects of Goals on Choice of Strategy
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Strategy versus Tactics
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Accommodation, Competition, and Collaboration
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Getting Ready to Implement the Strategy: The Planning Process
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1. Defining the Negotiating Goal
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2. Defining the Major Issue Related to Achieving the Goal
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3. Assembling the Issues, Ranking TheirImportance, and Defining the Bargaining
Mix
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4. Defining the Interests
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5. Knowing Your Alternatives (BATNAs)
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6. Knowing Your Limits, Including a Resistance Point
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7. Analyzing and Understanding the Other Party's Goals, Issues, and
Resistance Points
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8. Setting One's Own Targets and Opening Bids
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9. Assessing the Social Context of Negotiation
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10. Presenting the Issues to the Other Party: Substance and Process
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Chapter Summary
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Endnotes
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Chapter 5: Ethics in Negotiation
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A Sampling of Ethical Quandaries
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What Do We Mean by "Ethics," and Why Do They Matter in
Negotiation?
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Ethics Defined
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Applying Ethical Reasoning to Negotiation
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Ethics versus Prudence versus Practicality versus Legality
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What Questions of Ethical Conduct Arise in Negotiation?
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Ethically Ambiguous Tactics: It's (Mostly) All about the Truth
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Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use
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Deception by Omission versus Commission
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The Decision to Use Ethically Ambiguous Tactics: A Model
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Why Use Deceptive Tactics? Motives and Consequences
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The Power Motive
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Other Motives to Behave Unethically
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The Consequences of Unethical Conduct
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Explanations and Justifications
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How Can Negotiators Deal with the Other Party's Use of Deception?
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Chapter Summary
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Endnotes
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Chapter 6: Perception, Cognition, and Emotion
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Perception
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Perception Defined
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Perceptual Distortion
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Framing
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Types of Frames
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How Frames Work in Negotiation
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Another Approach to Frames: Interests, Rights, and Power
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The Frame of an Issue Changes as the Negotiation Evolves
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Cognitive Biases in Negotiation
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1. Irrational Escalation of Commitment
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2. Mythical Fixed-Pie Beliefs
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3. Anchoring and Adjustment
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4. Issue Framing and Risk
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5. Availability of Information
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6. The Winner's Curse
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7. Overconfidence
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8. The Law of Small Numbers
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9. Self-Serving Biases
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10. Endowment Effect
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11. Ignoring Others' Cognitions
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12. Reactive Devaluation
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Managing Misperceptions and Cognitive Biases in Negotiation
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Mood, Emotion, and Negotiation
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Chapter Summary
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Endnotes
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Chapter 7: Communication
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What Is Communicated during Negotiation?
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1. Offers, Counteroffers, and Motives
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2. Information about Alternatives
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3. Information about Outcomes
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4. Social Accounts
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5. Communication about Process
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Are Negotiators Consistent or Adaptive?
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Does It Matter What Is Said Early in the Negotiation?
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Is More Information Always Better?
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How People Communicate in Negotiation
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Characteristics of Language
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Use of Nonverbal Communication
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Selection of a Communication Channel
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How to Improve Communication in Negotiation
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The Use of Questions
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Listening
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Role Reversal
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Special Communication Considerations at the Close of Negotiations
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Avoiding Fatal Mistakes
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Achieving Closure
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Chapter Summary
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Endnotes
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Chapter 8: Finding and Using Negotiation Power
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Why Is Power Important to Negotiators?
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A Definition of Power
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Sources of Power—How People Acquire Power
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Informational Sources of Power
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Power Based on Personality and Individual Differences
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Power Based on Position in an Organization (Structural Power)
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Power Based on Relationships
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Contextual Sources of Power
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Dealing with Others Who Have More Power
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Chapter Summary
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Endnotes
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Chapter 9: Relationships in Negotiation
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Challenging How Relationships in Negotiation Have Been Studied
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Negotiations in Communal Sharing Relationships
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Key Elements in Managing Negotiations within Relationships
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Reputation
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Trust
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Justice
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Relationships among Reputation, Trust, and Justice
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Repairing a Relationship
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Chapter Summary
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Endnotes
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Chapter 10: Multiple Parties, Groups, and Teams in Negotiation
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The Nature of Multiparty Negotiations
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Differences between Two-Party Negotiations and Multiparty Negotiations
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What Dynamics Can Make a Multiparty Negotiation Effective?
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Managing Multiparty Negotiations
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The Prenegotiation Stage
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The Formal Negotiation Stage—Managing the Process and Outcome
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The Agreement Stage
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Chapter Summary
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Endnotes
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Chapter 11: International and Cross-Cultural Negotiation
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What Makes International Negotiation Different?
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Environmental Context
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Immediate Context
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Conceptualizing Culture and Negotiation
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Culture as Learned Behavior
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Culture as Shared Values
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Culture as Dialectic
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Culture in Context
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The Influence of Culture on Negotiation: Managerial Perspectives
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Definition of Negotiation
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Negotiation Opportunity
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Selection of Negotiators
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Protocol
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Communication
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Time Sensitivity
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Risk Propensity
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Groups versus Individuals
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Nature of Agreements
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Emotionalism
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The Influence of Culture on Negotiation: Research Perspectives
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Effects of Culture on Negotiation Outcomes
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Effects of Culture on Negotiation Process and Information Exchange
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Effects of Culture on Negotiator Cognition
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Effects of Culture on Negotiator Ethics and Tactics
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Culturally Responsive Negotiation Strategies
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Weiss's Culturally Responsive Strategies
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Low Familiarity
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Moderate Familiarity
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High Familiarity
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Chapter Summary
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Endnotes
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Chapter 12: Best Practices in Negotiations
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1. Be Prepared
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2. Diagnose the Fundamental Structure of the Negotiation
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3. Identify and Work the BATNA
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4. Be Willing to Walk Away
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5. Master the Key Paradoxes of Negotiation
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Claiming Value versus Creating Value
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Sticking by Your Principles versus Being Resilient Enough to Go with the
Flow
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Sticking with Your Strategy versus Opportunistically Pursuing New
Options
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Being Too Honest and Open versus Being Too Closed and Opaque
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Being Too Trusting versus Being Too Distrusting
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6. Remember the Intangibles
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7. Actively Manage Coalitions—Those Against You, For You, and Unknown
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8. Savor and Protect Your Reputation
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9. Remember That Rationality and Fairness Are Relative
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10. Continue to Learn from Your Experience
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Endnotes
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Bibliography
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Index
