The Mind and Heart of the Negotiator, Global Edition, 7th Edition

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
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