Negotiation

Description

Negotiation is a critical skill needed for effective management. Negotiation 6/e explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and intergroup conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates. Title Contents Part 1: Negotiation Fundamentals 1. The Nature of Negotiation 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 Conflict Definitions Levels of Conflict Functions and Dysfunctions of Conflict Factors That Make Conflict Easy or Difficult to Manage Value Claiming and Value Creation Effective Conflict Management Overview of the Chapters in This Book Chapter Summary 2. Strategy and Tactics of Distributive Bargaining The Distributive Bargaining Situation The Role of Alternatives to a Negotiated Agreement Settlement Point Bargaining Mix Fundamental Strategies Discovering the Other Party’s Resistance Point Influencing the Other Party’s Resistance Point Tactical Tasks Assessing the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations Manage the Other Party’s Impressions Modify the Other Party’s Perceptions Manipulate the Actual Costs of Delay or Termination 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 Establishing a Commitment Preventing the Other Party from Committing Prematurely Finding Ways to Abandon a Committed Position Hardball Tactics Dealing with Typical Hardball Tactics Typical Hardball Tactics Distributive Bargaining Skills Applicable to Integrative Negotiations Chapter Summary Closing the Deal 3. Strategy and Tactics of Integrative Negotiation Introduction What Makes Integrative Negotiation Different? 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 the Commonalities 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 Identify and Define the Problem Understand the Problem Fully—Identify Interests and Needs Generate Alternative Solutions Section Summary Evaluate and Select Alternatives 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 Section Summary 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 4. Negotiation: Strategy and Planning 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 Unilateral versus Bilateral Approaches to Strategy The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies Getting Ready to Implement the Strategy: The Planning Process 1. Defining the Issues 2. Assembling the Issues and Defining the Bargaining Mix 3. Defining Interests 4. Knowing Limits 5. Knowing Alternatives 6. Setting Targets and Asking Prices 7. Assessing Constituents and the Social Context of the Negotiation 8. Analyzing the Other Party 9. Presenting Issues to the Other Party 10. What Protocol Needs to Be Followed in This Negotiation? Understanding the Flow of Negotiations: Stages and Phases Chapter Summary Part 2: Negotiation Subprocesses 5. Perception, Cognition,and Emotion 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 Section Summary 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 6. Communication 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 Special Communication Considerations at the Close of Negotiations Avoiding Fatal Mistakes Achieving Closure Chapter Summary 7. Finding and Using Negotiation Power 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 Power Based on Relationships Contextual Sources of Power Dealing with Others Who Have More Power Chapter Summary 8. Influence 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 Section Summary Peripheral Routes to Influence Aspects of Messages That Foster Peripheral Influence Source Characteristics That Foster Peripheral Influence Aspects of Context That Foster Peripheral Influence Section Summary The Role of Receivers—Targets of Influence Understanding the Other’s Perspective Resisting the Other’s Influence Section Summary Chapter Summary 9. Ethics in Negotiation 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 Part 3: Negotiation Contexts 10. Relationships in Negotiation The Adequacy of Established Approaches to Research for Understanding Negotiation within Relationships Forms of Relationships Four Fundamental Relationship Forms Negotiations in Communal Relationships Section Summary Key Elements in Managing Negotiations within Relationships Reputation Trust Justice Relationships among Reputation, Trust, and Justice Repairing a Relationship Chapter Summary 11. Agents, Constituencies, Audiences 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 When to Use an Agent Managing Agents Chapter Summary 12. Coalitions 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 13. Multiple Parties and Teams The Nature of Multiparty Negotiations Differences between Two-Party Negotiations and Multiparty Negotiations Section Summary What Is an Effective Group? Managing Multiparty Negotiations The Prenegotiation Stage The Formal Negotiation Stage—Managing the Group Process and Outcome The Agreement Stage Interteam Negotiations Chapter Summary Part 4: Individual Differences 14 Individual Differences 14. Individual Differences I:Gender and Negotiation Defining Sex and Gender Research on Gender Differences in Negotiation Male and Female Negotiators: Theoretical Perspectives Empirical Findings on Gender Differences in Negotiation Overcoming the Disadvantage of Gender Differences Chapter Summary 15. Individual Differences II: Personality and Abilities Early Research on Individual Differences and Negotiation Personality and Negotiation Conflict Management Style Social Value Orientation Interpersonal Trust Self-Efficacy and Locus of Control Self-Monitoring Machiavellianism Face Threat Sensitivity The “Big Five” Personality Factors Section Summary Abilities in Negotiation Cognitive Ability Emotional Intelligence Perspective-Taking Ability An Alternative Approach: Studying Successful Negotiators A Concluding Note Chapter Summary Part 5: Negotiation across Cultures 16. International and Cross-Cultural Negotiation International Negotiation: Art and Science What Makes International Negotiation Different? Environmental Context Immediate Context Section Summary Conceptualizing Culture and Negotiation Culture as Learned Behavior Culture as Shared Values Section Summary Culture as Dialectic 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 Effect of Culture on Negotiator Ethics and Tactics Effect of Culture on Conflict Resolution Section Summary Culturally Responsive Negotiation Strategies Low Familiarity Moderate Familiarity High Familiarity Chapter Summary Part 6: Resolving Differences 17. Managing Negotiation Impasses 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 Section Summary Fundamental Mistakes That Cause Impasses How to Resolve Impasses Preventing 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 Section Summary Chapter Summary 18. Managing Difficult Negotiations Managing the Shadow Negotiation and Social Contract Power Moves Process Moves Appreciative Moves Section Summary 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 Section Summary Responding When the Other Side Is Being Difficult Ury’s Breakthrough Approach Responding to Difficult People Having Conversations with Difficult People The Special Problem of Handling Ultimatums Responding When the Other Side Has More Power Chapter Summary 19. Third-Party Approaches to Managing Difficult Negotiations 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 Section Summary Mediation Section Summary Process Consultation Combining Formal Intervention Methods Informal Intervention Methods Which Approach Is More Effective? Chapter Summary Alternative Dispute Resolution Systems Part 7: Summary 20 Best Practices in Negotiations 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 to the Flow Sticking with the Strategy versus Opportunistic Pursuit of New Options Honest and Open versus Closed and Opaque Trust versus Distrust 6. Remember the Intangibles 7. Actively Manage Coalitions 8. Savor and Protect Your Reputation 9. Remember That Rationality and Fairness Are Relative 10. Continue to Learn from Your Experience Bibliography Name Index Subject Index