Cover
Half-title
Title page
Copyright information
Contents
Preface
About the authors
Acknowledgements
Chapter 1 Why isn't negotiation straightforward?
What is negotiation?
The DNA of negotiation
Different ways to reach agreement
Competitiveness and cooperation
A typical competitive negotiation script
A typical cooperative negotiation script
Negotiation phases
Competitiveness and cooperation β either or both?
What detailed interaction research tells about phases
An underlying logic to a negotiation?
A logic to managing the issue too?
Negotiations are messy
What do we mean by 'an agreement'?
What exactly do we mean by a winβwin negotiation?
Is the agreement really the outcome?
Managing the negotiation process in practice
Conclusion
Discussion questions
Getting tickets to see the Blue Jays
A hostage negotiation: the easy part!
Chapter 2 Negotiators are people, not robots
Two parties to a negotiation, and the importance of reciprocity
The power of tit for tat
Rule 1: Be friendly and make a cooperative opening move
Rule 2: Be firm and match the other's behaviour
Rule 3: Be forgiving
Rule 4: Be facilitating
Two parties to a negotiation, and the importance of 'other-directedness'
The effect of a negotiator's personality on how they negotiate
Experience versus expertise
Tendencies and biases
Attribution error
How we can counter innate bias?
Does one's gender make a difference when negotiating?
Different, but not less capable
Viewing negotiation encounters differently
What impact do emotions have on negotiation?
Emotional intelligence
Managing our emotions
Handling their emotions
Difficult negotiators
Handling 'difficult negotiators'
What does negotiating ethically involve?
Ethics, information exchange and the bottom line
Ethics and the exercise of power
Ethics and the agreement
Being ethical
Conclusion
Discussion questions
Getting access: a case of other-directedness at work
Chapter 3 Establishing what can be achieved by negotiating
The importance of being prepared
Assessing what we are disagreeing over
What do I want?
Step 1: Identifying my interests
Step 2: Identifying the other party's interests
Identifying other relevant interests
Step 3: Setting your goal for the negotiation
Interests, goals, positions or targets?
Assessing the power balance
Am I going to be able to get them to agree?
Making sense of power in negotiation
The power of knowing when not to negotiate
Step 4: Assess the power balance in the negotiation and consider, 'do I need to be negotiating at all?'
Set your walk-away point
Assessing the bargaining mix
Considerations on the bargaining mix
Step 5: Develop the bargaining mix
Keeping the mix as a mix
Prioritise the mix
Your opening offer
Step 6: Set your opening offer
Conclusion
Discussion questions
The Health Care Negotiations: want to buy some more health care?
Chapter 4 Strategically managing the negotiation process
Getting a negotiation started
The differentiation phase
Two parties with differences
Digging deep β the importance of information exchange
Two parties with differences that they need to resolve
Reaching the end of the differentiation phase
Managing the process to get to this point
The exploration phase
Finding ways to create something more through negotiation
Reaching the end of the exploration phase
The exchange phase
Getting the most out of the negotiation
Exchanging offers
Facing up to your BATNA
Managing the end-game
Reaching the end of the exchange phase
Conclusion
Discussion questions
The Tanker Refit Negotiations: resolving a major contract dispute
The Airline Negotiations: a potential joint venture that did not get off the ground
Chapter 5 Differentiation: managing the exchange of information
Building an information agenda
The nature of trust in the context of negotiation
Should I trust them with this information or not?
Cautious rather than open information exchange
Explaining what you want from the negotiation
How to stand firm and contend well
Gleaning information
Listening effectively
Speaking and asking questions
The usefulness of summarising
Handling interruptions
Conclusion
Discussion questions
The Info Tech Negotiations: hearing what was said
Chapter 6 Exploration: finding a better outcome
Don't rush into exploration
Creating space for creative negotiating
Getting started to work together
Unilateral value creation
How might we create space in the bargaining mix?
Revisit those differences
The scope of what is possible in a negotiation is often misunderstood
Unpacking the bargaining mix
Thinking creatively: intangible interests hint at uncovered value
How might we create space at the negotiating table for creativity to flourish?
Making suggestions
Handling suggestions
Handling rejection
Keep working at it
Handling the process
Reaching the limit of your creativity!
Conclusion
Discussion questions
The Marketing Merger Negotiations: making a merger work
Chapter 7 Exchange: getting the other party to agree
Putting together a firm offer
Putting together a multiple offer
Other-directed presentation of offers
The choices now facing the negotiators
Managing the end-game
Assessing the other party's offer
Finding something to agree on
Finding some middle ground
Talk process
Deciding to stand firm
Frame your offer
Facing up to your BATNA
Last-minute creativity
Managing the end-game competitiveness
Dealing with threats
Conclusion
Discussion questions
The IT Company Sale Negotiations: negotiating down to the wire
Chapter 8 Strategically managing deadlocks
Are negotiation deadlocks always a problem?
What do we mean by a negotiation being 'deadlocked'?
Why do deadlocks occur?
Issue-related deadlocks
Process-related deadlocks
Action-related deadlocks
Making effective use of a deadlock
Managing oneself in a deadlock
Managing a process that has deadlocked
Managing the issue when deadlocked over it
Taking adjournments
Deadlocks β death knell or opportunity?
Being a strategic negotiator
Learning to read a negotiation
The skill of reflecting in
Making use of a negotiation script
Images of the negotiation process
Conclusion
Discussion questions
Negotiating the introduction of a university information system
Chapter 9 Overcoming deadlocks through mediation
The usefulness of mediation
Mediation at work
The essence of mediation
The many types of mediation
Orchestrators or deal-makers?
Transformative mediation
The core model of mediation: facilitative
What do mediators do?
What might the mediator be thinking?
The mediation diamond
A more pragmatic perspective
Some implications of mediation for a negotiator
A strategic use of mediation
A tactical use of mediation
Improving the mediation's chance of success
Conclusion
Discussion questions
The Airport Dismissal case: stepping back from the brink
Chapter 10 Negotiation in practice: negotiators building bridges on behalf of others
Why have somebody negotiate on your behalf?
The two-way negotiator
Separation in agency negotiations
Ongoing negotiation on two fronts
An agent or an interested party?
The structure of collective negotiations
Managing the constituency
The shift of opinion within a constituency group
More than one party involved, each with its own constituency
Two-party negotiations are still complex
Negotiating in public
Managing complexity
Organisational competency in negotiation
The effect of constituency and collectivity
Managing complex negotiations
Start the negotiation process early
Ensure that everyone is working to the same script
Manage the negotiations
Maintain communication
Maintain trust and authority
Maintain the strategic intent
Conclusion
Discussion questions
Chapter 11 Negotiation in practice: managing negotiations in the workplace
The distinctive characteristics of the workplace context
Asymmetry in workplace negotiations
The impact of asymmetry on negotiation behaviour
Other competitive aspects of workplace negotiations
The notions of distributive and integrative bargaining
Workplace negotiations in practice
Improving workplace negotiations
Distributive, integrative or pragmatic?
Managing workplace negotiations
Treat management-union negotiations as normal
Be consistent in approach
Conduct a negotiation audit
Structure
Process
Individual action
Outcome
Develop a new negotiation script
Conclusion
Discussion questions
Enterprise bargaining in local government
An example of management-union cooperation
Chapter 12 Negotiation in practice: managing business negotiations
Deal prospecting: when does a negotiation start?
Being aware of the bigger context
Deal-making: getting ready to negotiate
Think about preparation in a different way
Preparing the negotiating team
Being clear on the strategic intent
Understanding the context of the negotiation
Developing an opening position
Deal-making: managing the process
Recognising that competitiveness is inevitable
The nature of the issues
Working the document
Remembering the why behind the what
Recognising the importance of commitment
Finalising the deal
Conclusion
Discussion questions
The Telco JV Negotiation: a business negotiation that connected
The Business Sale Negotiation: being found by the right buyer
Chapter 13 Cross-cultural negotiations: much the same but different
Developing a cultural awareness
First, some points of caution
Dimensions of cultural difference
Four aspects of cultural difference to consider
Are they likely to have an individualistic or collective orientation?
Are they likely to communicate in a low- or high-context manner?
Are they likely to view the exercise of power in decision-making (including dealing with conflicts) in a hierarchical or egalitarian manner?
Are they likely to feel that time is important?
Making some sense of this cultural complexity
Managing a cross-cultural negotiation
What script might they be working to? What are they expecting to happen?
The rock'n'roll approach to negotiation
Negotiation as a banquet
Working through the phases and tasks
The task of differentiation: information exchange
The task of exploration: solution-seeking
The task of exchange: managing concessions and conflict
Becoming an effective negotiator
Conclusion
Discussion questions
Chapter 14 Conclusion: becoming an effective negotiator
How might we recognise a good negotiation?
You the negotiator
Postscript to the reader
References
Index