How to master negotiation / CEDR contributors, Eileen Carroll QC (Hon) [and twenty-one others] ; editor, Leah Oppenheimer.

Format:

Book

Contributor:

Carroll, Eileen, contributor.

Oppenheimer, Leah, editor.

Centre for Effective Dispute Resolution (Great Britain)

Series:

How To...

Language:

English

Subjects (All):

Negotiation.

Negotiation in business.

Physical Description:

1 online resource (262 pages)

Edition:

1st ed.

Place of Publication:

London : Bloomsbury Professional, [2015]

Summary:

How to Master Negotiation provides individuals with a guide of how to prepare themselves and others for a variety of negotiations; ranging from instantly recognisable transactions, such as deal negotiations, to the more intricate organisational and interpersonal negotiations that often give rise to conflict.Over 12 chapters, How to Master Negotiation takes the reader through the concepts and practical skills that a negotiator needs. The book is highly practical with each chapter containing a relevant case study and practical tips in addition to theory and explanation of the concepts.This title is included in Bloomsbury Professional's Mediation online service.

Contents:

Cover

Half-title

Title

Copyright

Preface

Foreword

Acknowledgements

Contents

Contributor Profiles

Chapter 1: Preparing To Prepare: Laying out the roadmap to begin the negotiation process

Introduction

Thoroughly effective preparation

Learning to negotiate

Overconfidence bias

Realms, reality and results

Domestic or security realm

Industrial realm

Community realm

Realm of inspiration

Identity

Awareness

The emotions of fear and greed

Mitigation of emotional risk

Confidence

Benefits

Methods

Your power sources

Legitimacy

Marginality

Culture and legitimacy

Biases

Elements, phases and stages in the negotiation process

Ethical considerations

Courage

Interpersonal skills

Trust building

Haggling

Questioning

Preparing to prepare - checklist and top tips

References

Chapter 2: 'I Could Easily Walk Away, But What Are The Alternatives?': Understanding your options in a conflict negotiation through BATNAs and WATNAs

BATNAs and WATNAs

Case studies

Case 1: Imminent litigation to recover funds

Case 2: An outsourced contract

Case 3: Employment

The challenges of reality testing in negotiation

Factors in negotiation

Unrealistic perceptions of the negotiation process

Role of professional representatives

Making the first offer

Conclusion

Chapter 3: 'Of Course I Am A Team Player … They End Up Seeing My Way … Eventually!': How to prepare your team for a negotiation

Hell is Other People

'Not a bidding war'

Why you notice the 'storming' but miss the 'boring'

How you might build an effective negotiating team

The elements of negotiating team dynamics

The Northern Ireland Peace Accord

Completing the Jigsaw

Management teams - Belbin Team Types and application to a negotiation context.

Completer-Finisher

Implementer

Monitor Evaluator

Specialist

Coordinator

Team Worker

Resource Investigator

Shaper

Plant

Case study: 'Taxing negotiations'

Tax Adviser

Manufacturer

Organisational influences on negotiating teams

If the negotiating team needs a leader?

Analysing the effectiveness of your negotiating team

Chapter 4: 'I Never Let Emotions Get In My Way': Managing your emotions in negotiation

A wedding dress (and its disappearance)

Crisis management versus negotiation

Recognition (and its absence)

Recognise our emotion as well as theirs

Respect (and its absence)

Emotion as a crucial information source - reason and passion

Response - and its absence

Unexpressed emotions will never die

Experience (or the absence of it)

You are not alone: separating people and problems

Solutions (or their absence)

The other side are humans too (unless it is a TV drama, where they might be aliens)

Response (and the art of crafting it)

Values and emotions

I'll tell you what I want, what I really, really want

Chapter 5: 'I Really Want To Make An Impression': Opening with maximum impact

The importance of a strong opening

Developing an approach towards your opening

Compete

Collaborate

Compromise

Accommodate

Avoid

WHAT to include in your opening: fundamental elements to opening a negotiation

Meet and greet

Purpose

Process

Agenda

Exchange information

Initial reassessment

HOW: tips and techniques to make an impact from the beginning

Be aware of your non-verbal communication

Look to influence from the outset

Think of the opening as a performance

References.

Chapter 6: 'Why Should I Be Flexible When You Are So Difficult?': Moving from your preferred style to an effective strategy

Concern for others or concern for self

The nature of conflict

Conflict modes

Case study - the two bulls

Tips on dealing with the 'difficult' styles

The stability of personality and the nature of preference

Shall we dance?

Personality

Case study - the need for silence

Personality traits and predicting negotiation styles

Are 'you' the difficult person in the negotiation?

The Dark Side

What got you here won't keep you here

Chapter 7: 'But Why Would He Ever Tell Me The Truth?': The impact of trust in negotiation

Introductory note

Trust is a slippery business

Reputation, confidence and status can muddy the waters

Go with your gut

Trust traps

Encouraging trust and showing others they can trust you

Do your homework about the other negotiator and their company

Be pro-active with your own reputation

Explain your offer

Understand and match their language - avoid empathy deficit

Highlight similarities between you and the other negotiator

Be careful with your BATNA

Bring dependence to the discussion

Make unilateral concessions and highlight significant ones

Allow mistakes and don't punish

Rebuilding trust

Look at perceptions of behaviour and any cultural differences

Go back to reputation

Trust but verify: agree on how actions will be monitored and on any sanctions for non-compliance

Chapter 8: Avoiding Avoidance: How to negotiate when no one is willing

Family business

Avoidance

Garden of Eden

Getting to know the turtle

Why avoidance is so attractive

The danger of avoidance

Avoiding avoidance

Taking time for tea.

When avoidance works

Planning your approach

Identifying the problem and talking points

Pick the right moment

The negotiation

Handling your own emotions

Reactions and responses

Chapter 9: 'I Know What I Want, So Why Can't You Just Give it To Me?': Identifying positions and interests

Traditional positional negotiation

Characteristics of positional negotiation

Interest-based negotiation

Characteristics of interest-based negotiation

Identifying interest, needs, fears and concerns

The negotiator's dilemma

Managing the negotiator's dilemma

The use of a facilitator: mediation

Facilitating problem analysis

Facilitating solution search, evaluation and choice

Blended bargaining/pragmatic negotiation

Chapter 10: 'But I Haven't Done Maths Since School!': Negotiating by the numbers

Signals, anchors and other nautical metaphors

Planning the numbers

Presenting your numbers

Different strokes for different folks

Mapping it out

Setting a range

Accuracy may not be spurious

Setting out the stall

Woods or trees?

The bounds of rationality

Getting the message across

Chapter 11: Whose Line Is It Anyway?: Deploying creativity and improvisation in negotiation

About improvisation

Improvisation in negotiation

From a red paperclip to a house

Grab something and run with it

Does a spoonful of sugar help the medicine go down?

Awkward?

We've reached a deadlock, now what?

Rolling with the tides

Preparing to improvise

Limitations of improv

Chapter 12: The Road Not Taken: Incorporating reflection, creativity and imagery into your negotiation practice

A rough morning.

Reflecting on experience to prepare you for the negotiation dance

The institutional 'debrief'

Creativity

Chapter 13: 'We Are All The Same In The End Aren't We?': Managing cross-cultural negotiations

Inter-cultural communication

Complexity of inter-cultural negotiation

Asian-western inter-cultural business negotiations

High-context and low-context cultures

Friendship

Trust

Importance of personal relationships

Face

Face theory

Decision making

Contract

Continuous negotiation

Overview of different perspectives in dealing with a dispute between Chinese and Western parties

Time

Inscrutable Asians

Dealing with cross-cultural factors

Chapter 14: Conclusion

The negotiation framework

Preparation

Opening

Exploration

Bargaining

Concluding

And finally …

Index.

Notes:

Includes index.

Description based on print version record.

Description based on publisher supplied metadata and other sources.

ISBN:

9781784510510

1784510513

9781784510527

1784510521

OCLC:

1262372713