The Mind and Heart of the Negotiator

Cover
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
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
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
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
Part II: Negotiation Skills
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
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
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
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
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
Part III: Complex Negotiations
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
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
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
Appendices
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
Appendix 2: Third-Party Intervention
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
Name Index
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Subject Index
A
B
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D
E
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