Breakthrough Business Negotiation: A Toolbox for Managers by Michael Watkins (Author) • Hardcover: 310 pages ; Dimensions (in inches): 1.07 x 9.32 x 6.31 • Publisher: Jossey-Bass; 1st edition (June 15, 2002) • ISBN: 0787960128 • Average Customer Review: TEAMFLY Team-Fly ® Breakthrough Business Negotiation Breakthrough Business Negotiation A Toolbox for Managers Michael Watkins Copyright © 2002 by John Wiley & Sons, Inc. Jossey-Bass is a registered trademark of John Wiley & Sons, Inc. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750–8400, fax (978) 750–4744. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158–0012, (212) 850–6011, fax (212) 850–6008, e-mail: permreq@wiley.com. Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly, call (888) 378–2537, fax to (800) 605–2665, or visit our website at www.josseybass.com. Substantial discounts on bulk quantities of Jossey-Bass books are available to corporations, professional associations, and other organizations. For details and discount information, contact the special sales department at Jossey-Bass. This title is also available in print as ISBN 0-7879-6012-8. Some content that may appear in the print version of this book may not be available in this electronic edition. Contents Preface xi Acknowledgments xv Introduction xvii Part One: Foundations of the Breakthrough Approach 1 1. Diagnosing the Situation 5 2. Shaping the Structure 45 3. Managing the Process 72 4. Assessing the Results 102 Part Two: Building the Breakthrough Toolbox 115 5. Overcoming Power Imbalances 117 6. Building Coalitions 135 7. Managing Conflict 159 8. Leading Negotiations 189 vii viii CONTENTS 9. Negotiating Crises 214 Conclusion: Building Breakthrough Negotiation Capabilities 233 Notes 241 Suggested Reading 259 Conceptual Glossary 263 About the Author 271 Index 273 [...]... can also be facilitated by proposing a new formula for agreement or a face-saving compromise that breaks a logjam But irreversible movement can also be created by setting up barriers to backsliding that propel the process forward By getting early agreement on basic principles or a framework for detailed bargaining, for example, a negotiator can make reversal more costly Action-forcing events such as... negotiation has a structure: it involves certain parties and certain sets of INTRODUCTION xix issues, which result in predictable dynamics.1 More complex negotiation systems can be analyzed as interlinked sets of negotiations Consider, for example, a manager advocating for a change initiative, a legislator seeking support for a crucial vote, and a family member promoting a favorite vacation destination... the cases will also illustrate how analysis and interaction, strategizing and bargaining, and actions at and away from the table intersect in the course of actual negotiations Chapter One will demonstrate how to diagnose a negotiation by pinpointing unexplored opportunities in a recruiting situation at a start-up Chapter Two uses an impasse in a commercial lease deal to explore the process of shaping... clarify Ken’s authority to commit to a deal If he has full authority, fine If not, Daniel should expect him to use the need for others’ approval to veto deals particularly favorable to Daniel and his team a ratification tactic that car salesmen and their managers often use In negotiations with large organizations, the crucial questions about decision-making authority within the other side are: • Who has... Stephenson, and Kim Winters Thanks too to colleagues at the Kennedy School of Government and Harvard Business School for their support, especially Geri Augusto, Nancy Beaulieu, David Garvin, Brian Mandell, Guhan Subramanian, and Michael Wheeler Special thanks to Ann Goodsell for her efforts to make this book more accessible The research for this book was supported by the Program on Negotiation (PON) at Harvard... difference between a two-party negotiation over the sale of a new car and a merger negotiation between two large multinational companies To be successful, the company leaders have to build support internally and win approval from many external parties: regulators, Wall Street analysts, and shareholders This means that they have to be good at coalition building The number of parties (a key characteristic of... received a call from a headhunter She told Daniel that a Coloradobased entrepreneur wanted to talk to him and members of his team about joining a new software venture Barely a month earlier, Alpha Micro had announced its decision to close the Austin facility and transfer its personnel elsewhere The move was intended to consolidate Alpha’s programming staff Daniel, recruited by Alpha five years earlier... one negotiates with and what the issue agenda is, takes place before the parties sit down across the table from each other.2 Similarly, actions taken away from the table can be as important as what goes on at the table Even after the negotiation has begun, adroit negotiators continue shaping the structure by altering the agenda, introducing action-forcing events, and linking or delinking negotiations... are almost always strongly shaped by coalitions.4 So one of the first orders of business is to look for existing and potential alliances, both supportive and antagonistic The other engineers on Daniel’s team are potential allies Ken is clearly trying to deal with Daniel and his colleagues separately rather than as a group, perhaps as an intentional divide-andconquer strategy to prevent them from coalescing... structure Breakthrough negotiators carefully assess their situations and develop strategies and tactics accordingly They don’t adopt a single style and apply it to all situations; they understand that context matters—that deal making demands different approaches than dispute resolution does and that multiparty negotiations pose fundamentally different challenges than two-party ones do Think about the . negotia- tions. Consider, for example, a manager advocating for a change initiative, a legislator seeking support for a crucial vote, and a fam- ily member promoting a favorite vacation destination corporations, professional associations, and other organizations. For details and discount information, contact the special sales department at Jossey-Bass. This title is also available in print as. their support, especially Geri Augusto, Nancy Beaulieu, David Garvin, Brian Mandell, Guhan Subramanian, and Michael Wheeler. Spe- cial thanks to Ann Goodsell for her efforts to make this book more accessible. The