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Record Nr. |
UNINA9910154782903321 |
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Autore |
Thompson Leigh L. |
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Titolo |
The mind and heart of the negotiator / / Leigh L. Thompson |
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Pubbl/distr/stampa |
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Harlow, England : , : Pearson, , [2015] |
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©2015 |
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ISBN |
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Edizione |
[Sixth, Global edition.] |
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Descrizione fisica |
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1 online resource (432 pages) : illustrations |
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Collana |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Cover -- Title -- Copyright -- Contents -- Preface -- About the Author -- Part I: Essentials of Negotiation -- Chapter 1 NEGOTIATION: THE MIND AND THE HEART -- Negotiation: Definition and Scope -- Negotiation as a Core Management Competency -- Dynamic Nature of Business -- Interdependence -- Economic Forces -- Information Technology -- Globalization -- Most People are Ineffective Negotiators -- Negotiation Traps -- Why People are Ineffective Negotiators -- Egocentrism -- Confirmation Bias -- Satisficing -- Self-Reinforcing Incompetence -- 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: Life Experience is a Great Teacher -- Myth 5: Good Negotiators Take Risks -- Myth 6: Good Negotiators Rely on Intuition -- Learning Objectives -- The Mind and Heart -- Chapter 2 PREPARATION: WHAT TO DO BEFORE NEGOTIATION -- Self-Assessment -- What Do I Want? -- What Is My Alternative to Reaching Agreement in This Situation? -- Determine Your Reservation Point -- Be Aware of Focal Points -- Beware of Sunk Costs -- Do Not Confuse Your Target Point with Your Reservation Point -- Identify the Issues in the Negotiation -- Identify the Alternatives for Each Issue -- Identify Equivalent Multi-Issue Proposals -- Assess Your Risk Propensity -- Endowment Effects -- Am I Going to Regret This? -- Violations of the Sure Thing Principle -- Do I Have an Appropriate Level of Confidence? -- Other Assessment -- Who Are the Other Parties? -- Are the Parties Monolithic? -- Counterparties' Interests and Position -- |
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Counterparties' BATNAs -- Situation Assessment -- Is the Negotiation One Shot, Long Term, or Repetitive? -- Do the Negotiations Involve Scarce Resources, Ideologies, or Both? -- Is the Negotiation One of Necessity or Opportunity?. |
Is the Negotiation a Transaction or Dispute? -- Are Linkage Effects Present? -- Is Agreement Required? -- Is it Legal to Negotiate? -- Is Ratification Required? -- Are Time Constraints or Other Time-Related Costs Involved? -- Are Contracts Official or Unofficial? -- Where Do the Negotiations Take Place? -- Are Negotiations Public or Private? -- Is Third-Party Intervention a Possibility? -- What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)? -- Do Negotiations Involve More Than One Offer? -- Do Negotiators Communicate Explicitly or Tacitly? -- Is There a Power Differential Between Parties? -- Is Precedent Important? -- Conclusion -- Chapter 3 DISTRIBUTIVE NEGOTIATION: SLICING THE PIE -- The Bargaining Zone -- Bargaining Surplus -- Negotiator's Surplus -- Pie-Slicing Strategies -- Strategy 1: Assess Your BATNA and Improve It -- Strategy 2: Determine Your Reservation Point, but do not reveal It -- Strategy 3: Research the Other Party's BATNA and Estimate Their Reservation Point -- Strategy 4: Set High Aspirations (Be Realistic but Optimistic) -- Strategy 5: Make the First Offer (If You Are Prepared) -- Strategy 6: Immediately Reanchor if the Other Party Opens First -- Strategy 7: Plan Your Concessions -- Strategy 8: Support Your Offer with Facts -- Strategy 9: Appeal to Norms of Fairness -- Strategy 10: Do Not Fall for the "Even Split" Ploy -- The Most Commonly Asked Questions -- Should I Reveal My Reservation Point? -- Should I Lie About My Reservation Point? -- Should I Try to Manipulate the Counterparty's Reservation Point? -- Should I Make a "Final Offer" or Commit to a Position? -- Saving Face -- The Power of Fairness -- Multiple Methods of Fair Division -- Situation-Specific Rules of Fairness -- Social Comparison -- The Equity Principle -- Restoring Equity -- Procedural Justice -- Fairness in Relationships. |
Egocentrism -- Wise Pie Slicing -- Consistency -- Simplicity -- Effectiveness -- Justifiability -- Consensus -- Generalizability -- Satisfaction -- Conclusion -- Chapter 4 WIN-WIN NEGOTIATION: EXPANDING THE PIE -- What is Win-Win Negotiation? -- Telltale Signs of Win-Win Potential -- Does the Negotiation Contain More Than One Issue? -- Can Other Issues Be Brought In? -- Can Side Deals Be Made? -- Do Parties Have Different Preferences Across Negotiation Issues? -- Most Common Pie-Expanding Errors -- False Conflict -- Fixed-Pie Perception -- Most Commonly used win-win strategies -- Commitment to Reaching a Win-Win Deal -- Compromise -- Focusing on a Long-Term Relationship -- Adopting a Cooperative Orientation -- Taking Extra Time to Negotiate -- Effective Pie-Expanding Strategies -- Perspective Taking -- Ask Questions About Interests and Priorities -- Reveal Information About Your Interests and Priorities -- Unbundle the Issues -- Logrolling and Value-added Trade-offs -- Make Package Deals, Not Single-Issue Offers -- Make Multiple Offers of Equivalent Value Simultaneously -- Structure Contingency Contracts by Capitalizing on Differences -- Presettlement Settlements (PreSS) -- Search for Postsettlement Settlements -- A Strategic Framework for Reaching Integrative Agreements -- Resource Assessment -- Assessment of Differences -- Offers and Trade-Offs -- Acceptance/Rejection Decision -- Prolonging Negotiation and Renegotiation -- Conclusion -- Part II Advanced Negotiation Skills -- Chapter 5 DEVELOPING A NEGOTIATING STYLE -- Motivational Orientation -- Assessing Your Motivational Style -- Strategic Issues Concerning Motivational Style -- Interests, Rights, and Power Model of |
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Disputing -- Assessing Your Approach -- Strategic Issues Concerning Approaches -- Emotions and Emotional Knowledge -- Genuine Versus Strategic Emotion -- Negative Emotion. |
Positive Emotion -- Emotional Intelligence and Negotiated Outcomes -- Strategic Advice for Dealing with Emotions at the Table -- Conclusion -- Chapter 6 ESTABLISHING TRUST AND BUILDING A RELATIONSHIP -- The People Side of Win-Win -- Trust as the Bedrock of Relationships -- Three Types of Trust in Relationships -- Building Trust: Rational and Deliberate Mechanisms -- Building Trust: Psychological Strategies -- What Leads to Mistrust? -- Repairing Broken Trust -- Reputation -- Relationships in Negotiation -- Negotiating with Friends -- Negotiating with Businesspeople -- When in Business with Friends and Family -- Conclusion -- Chapter 7 POWER, GENDER, AND ETHICS -- Power -- The Power of Alternatives -- Power Triggers in Negotiation -- Symmetric and Asymmetric Power Relationships -- The Effect of Using Power on Powerful People -- The Effects of Power on Those with Less Power -- Status -- Gender -- Gender and Negotiation Outcomes -- Initiating Negotiations -- Leveling the Playing Field -- Evaluations of Negotiators -- Gender and Race Discrimination in Negotiation -- Gender and Third-Party Dispute Resolution -- Ethics -- Ethics and Lying -- Other Questionable Negotiation Strategies -- Sins of Omission and Commission -- Costs of Lying -- Under What Conditions Do People Engage in Deception? -- Responding to Unethical Behavior -- Conclusion -- Chapter 8 CREATIVITY AND PROBLEM SOLVING IN NEGOTIATIONS -- Creativity in Negotiation -- Test Your Own Creativity -- What Is Your Mental Model of Negotiation? -- Haggling -- Cost-Benefit Analysis -- Game Playing -- Partnership -- Problem Solving -- Creative Negotiation Agreements -- Fractionating Single-Issue Negotiations into Multiple Issues -- Finding Differences: Looking for Patterns in Offers -- Expanding the Pie -- Bridging -- Cost Cutting -- Nonspecific Compensation -- Structuring Contingencies. |
Threats to Effective Problem Solving and Creativity -- The Inert Knowledge Problem -- Availability Heuristic -- Representativeness -- Anchoring and Adjustment -- Unwarranted Causation -- Belief Perseverance -- Illusory Correlation -- Just World -- Hindsight Bias -- Functional Fixedness -- Set Effect -- Selective Attention -- Overconfidence -- The Limits of Short-Term Memory -- Techniques for Enhancing Creative Negotiation Agreements -- Negotiation Skills Training -- Bilateral or Unilateral Training -- Feedback -- Learning Versus Performance Goals -- Analogical Training -- Counterfactual Reflection -- Incubation -- Rational Problem-Solving Model -- Brainstorming -- Deductive Reasoning -- Inductive Reasoning -- Conclusion -- Part III Applications and Special Scenarios -- Chapter 9 MULTIPLE PARTIES, COALITIONS, AND TEAMS -- Analyzing Multiparty Negotiations -- Multiparty Negotiations -- Key Challenges of Multiparty Negotiations -- Strategies for Successful Multiparty Negotiations -- Coalitions -- Key Challenges of Coalitions -- Strategies for Maximizing Coalitional Effectiveness -- Principal-Agent Negotiations -- Disadvantages of Agents -- Strategies for Working Effectively with Agents -- Constituent Relationships -- Challenges for Constituent Relationships -- Strategies for Improving Constituent Relationships -- Team Negotiation -- Challenges That Face Negotiating Teams -- Strategies for Improving Team Negotiations -- Intergroup Negotiation -- Challenges of Intergroup Negotiations -- Strategies for Optimizing Intergroup Negotiations -- Conclusion -- Chapter 10 CROSS-CULTURAL NEGOTIATION -- Learning About Cultures -- Culture as an Iceberg -- Cultural Values and Negotiation Norms -- Individualism versus Collectivism -- Egalitarianism versus Hierarchy -- |
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Direct versus Indirect Communications -- Key Challenges of Intercultural Negotiation. |
Expanding the Pie. |
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Sommario/riassunto |
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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.  . |
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