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Negotiating Skills for Managers.Other titles in the Brief pot

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  • Copyright

  • Contents

  • Preface

    • Plan of the Book

    • Special Features

    • Acknowledgments

  • About the Author

  • 1: Competitive Versus Collaborative Decision Making

    • What Is Negotiation?

    • What Negotiation Is Not

    • Types of Negotiation

      • My Way or the Highway

      • Hazards of Adopting a Position

    • Investigating Your Interests

      • Understanding Our Own Interests

    • What Difference Does It Make to Distinguish Between Interests and Positions?

    • How Do You Deal with Positional Bargainers?

    • Is Money Really the Interest?

    • Primary (Fundamental)and Secondary (Derivative) Interests

    • Looking Beyond Our Personal Interests

    • The Three C ’s of Interests

      • Compromise:Where Does It Fit?

    • When Interests Conflict

    • Manager ’s Checklist for Chapter 1

  • 2: BATNA —Choosing Whether to Walk Away

    • Making Choices

    • Balance of Power

    • Understanding Our BATNA Offers Choices

    • What Is Our Walking-in BATNA?

    • Does BATNA Ever Change?

      • The Dynamic BATNA

    • BATNA Is Not the Bottom Line

    • Elements of BATNAs

      • Deadlines

      • Alternatives

      • Your Own Resources

      • Other Parties ’Resources

      • Information

      • Experience

      • Interests

      • Knowledge

    • Strengthening and Weakening BATNAs

    • Assumptions

    • Manager ’s Checklist for Chapter 2

  • 3: Are We Ready? Inoculation Protects the Parties

    • Substantive Inoculation:Knowing the Subject

    • In Negotiation,the Past Has No Future

    • Selling the Product to the Salesperson

    • Goals of Inoculation

    • Inoculation as a Tool for Improving Your BATNA

    • What Information Do We Need About Ourselves?

    • What Information Do We Need About Other Parties?

    • Preparing for Negotiation on Your Own

    • Active Listening

      • Responding to What We Learn

      • The Power of Silence

    • Inoculation Includes Process as Well as Substance

      • Agendas

    • Internal and External Inoculation

      • Internal Inoculation

      • External Inoculation

    • The Bottom Line

    • When Inoculation Is Impossible

    • Manager ’s Checklist for Chapter 3

  • 4: Preparation Part One:Stakeholders, Constituents,and Interests

    • Shooting from the Hip

    • Unplanned Negotiations

    • Surprises

    • What Does Preparation Mean?

    • Looking Inside Yourself

    • Understanding the Subject Matter

    • Internal Negotiations

    • Preparing Other Parties

      • Preparing for the Process

      • Preparing on the Substance:Subject Matter of the Negotiation

    • Juggling Conflicting Agendas

    • Strengthening and Weakening BATNAs

    • Reasons to Prepare for Negotiation

    • Manager ’s Checklist for Chapter 4

  • 5: Preparation Part Two:Developing a Strategy Using Interest Mapping

    • Making Assumptions

    • Interested Parties

    • Stakeholders

    • Create Your Interest Map

    • Record Your Assumptions About Stakeholders ’ Interests

    • Don ’t Go It Alone

    • Low-Cost Solutions

      • A Timeline for Interest Mapping

    • How to Use Interest Maps

    • Using Your Interest Map in Negotiation

    • Be Prepared for Hot Buttons

    • Donut Hole Interest Maps

    • After the Negotiation

    • Be Prepared

    • Manager ’s Checklist for Chapter 5

  • 6: Communication: Key to Effective Negotiating

    • Preparation Put to Use

    • Communicating to Influence

    • Active Listening

      • Pay Attention

      • Control Yourself and Learn from Others

      • Ask Questions

      • The Power of Silence

      • Do I Understand You Correctly?

      • The Obligation of Reciprocity

      • Get on the Same Page

      • Friendly Silence

      • When Another Party Over-Communicates

    • Communicating with Difficult People

    • Reframing

    • What Is Your Point?

    • Communicating Information

    • Manager ’s Checklist for Chapter 6

  • 7: Emotions:Dealing with Ourselves and Others

    • Do Emotions Belong in Negotiation?

    • Recognizing and Prioritizing Emotions

    • Surprise

    • Are You Negotiating to Solve a Problem or Have a Fight?

    • Confidence-Building Measures

    • Only One Person Can Get Angry at a Time

    • Reacting to Emotional Outbursts

    • De-escalation

    • Healing Relationships

    • Dealing with Difficult People

    • Bullies

    • Expressing Emotions Is Not Bad Negotiating

    • Manager ’s Checklist for Chapter 7

  • 8: Dealing with Annoyance and Leveling the Playing Field

    • Myths

      • The First Person to Name a Price Loses

      • Only Tough Negotiators Win

      • Putting the Other Party on the Defensive Through Interrogation

      • Responding to Macho Negotiation Tactics

    • Psychological Games

    • Giving or Taking Offense

    • Controlling the Board

    • Physical Set-Up

    • Building Confidence in Your Counterpart

    • I Understand You,But That Doesn ’t Mean I Agree with You

    • Expectations

      • High-Ball/Low-Ball

    • Early Wins Can Be Traded Away Later

    • Level Playing Field

    • Manager ’s Checklist for Chapter 8

  • 9: Globalism Starts at Home:Cross- Cultural Issues

    • Nationality Is Not the Only Difference

    • Internal Negotiation

    • Bringing Tribes Together

    • You Can ’t Tell a Book by Its Cover

      • Pigeonholing

    • Negotiation Choreography

    • When Yes Means No

    • Offense as a Cultural Barrier

    • Overcoming Cultural Obstacles

      • Deriving Information to Overcome Cultural Barriers

      • How Not to Handle Cultural Dissonance

    • Can I Depend on Them?

    • Don ’t Get Hung Up on Style

    • Manager ’s Checklist for Chapter 9

  • 10: Creativity and Bargaining Chips

    • Single-Issue Negotiating

    • Multi-Issue Negotiations

    • The Value Creation Curve

    • Value Versus Price

    • Don ’t Dictate Value

    • Separating People from the Problem

    • Healing Relationships

    • Check the Appeal of Creative Elements —One by One

    • Don ’t Hog the Credit

    • Confirming Mutual Understanding

    • Open Your Mind and Expand the Possibilities

    • Manager ’s Checklist for Chapter 10

  • 11: The Negotiation Process

    • Agenda Setting

      • Sharing the Agenda-Building Process

      • You Can ’t Tell the Players Without a Scorecard

      • The Agenda:First Draft of the Agreement

      • Using the Agenda as a Process for Benchmarking

    • Building Confidence and Comfort

    • Utilizing Your Interest Map

    • Bargaining

      • Is Everything Open to Bargaining?

      • If ...Then ...

    • Building Long-Term Commitment

    • Objective Criteria

    • ZOPA

    • Expectations and Concessions

    • Compromise

    • Collaboration

    • Multitasking

    • It ’s Not Over Until It ’s Over

    • Not Rocket Science

    • Manager ’s Checklist for Chapter 11

  • 12: The Seven Pillars of Negotiational Wisdom

    • Paying Attention to Priorities

    • Relationship

      • Business to Business

      • Sales and Purchasing

      • Personal and Close Colleagues

      • Internal Negotiation

    • Interests

      • Questions to Ask Yourself

      • Understanding Others ’Interests

    • BATNA

    • Creativity

      • More for All:The Value Creation Curve

    • Fairness

      • Market and Cultural Standards

    • Commitment

      • Monitoring Fulfillment

    • Communication

      • Transparency

    • Foundation of the Seven Pillars

    • Manager ’s Checklist for Chapter 12

  • Index

Nội dung

[...]... of fixing up as well as an addition Some of their neighbors have been very friendly—as well as understanding about the noise of construction machinery—but others have complained to the local building inspectors without talking first to Fred or Jane The Yanceys are the first AfricanAmerican family to move into the neighborhood They wonder whether the complaints to the building inspector relate to the. .. keep in mind that negotiation is not a competitive sport This doesn’t mean, however, that we’re never in a contest with other parties But we are not competing with the aim of making sure we crush the opposition Rather, we are aiming to do the best we can for ourselves Using this philosophy, we are less interested in the sporting aim of competing and more interested in looking out for ourselves In negotiation,... beyond Interest-based negotiathe differences, they can tion An approach to negocreate obstacles to agreetiation where the parties ment To do this, we need focus on their individual interests and to focus on the interests of the interests of the other parties to find a common ground for building a the parties instead of on mutually acceptable agreement the parties’ differences Those interests can form the. .. may be time consuming If what you’re looking for isn’t readily available, the cost of the search may outweigh the benefits of sticking to your position In most negotiations, focusing on interests will make an enormous difference in the outcome In buying the refrigerator, for example, your interests may include a certain size, color, and shelving flexibility Through your research, you find one model that... further What Difference Does It Make to Distinguish Between Interests and Positions? Distinguishing between interests and positions is a critical first step in understanding the negotiation process If we can determine whether we and the other parties are undertaking interestbased negotiation or positional bargaining, we have a clearer idea of what is happening among us When we use interests as the points... your mind without risking losKnowing that, the smart ing credibility in the negotiation.That’s thing is to treat each negowhy taking a position is usually not a tiation as an episode in an good way to negotiate ongoing relationship Using the interest-based approach is the best way to make sure that happens And if you’re dealing with someone for the first time, the interest-based approach is the approach... company has a relationship with the hotel chain where he’s been staying, but the business deal is for the least expensive room How can he improve the accommodations when he checks into the next hotel? Sally Marks manages a team in the design department of an automobile manufacturing company A directive has arrived from the marketing department indicating the top priority for the next design cycle is to... determine who was right .The winner of the battle was acclaimed the winner of the dispute.Then somebody invented lawyers For the past thousand years or so, we’ve been waging law to decide who wins.Today, as people rely increasingly on negotiation to resolve disputes or reach agreements, they are waging peace to reach the resolution that is most acceptable to all parties agreement Unless they agree instantly... beyond the justification of How will that approach the deadline of the person with accomplish what you are whom you’re negotiating and look at looking for? or If we agree the interests the deadline is intended to do that, what goal of to serve yours will it satisfy? Understanding Our Own Interests One of the most difficult things to do is to understand our own interests Since you and I tend to think that... meet the fundamental interest of boosting your self-image In that case, buying the right car is a derivative interest designed to help fulfill the fundamental interest However, to fulfill the derivative interest of getting the right car, you have to improve your financial picture—yet another derivative interest And if one of the ways to get into better financial shape is to get a raise at work, there’s . w0 h0" alt="" Negotiating Skills for Managers CohenFM.qxd 2/11/02 9:25 AM Page 1 Other titles in the Briefcase Books series include: Customer Relationship Management by Kristin Anderson and. OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMA- TION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING. Mean? 59 Looking Inside Yourself 60 Understanding the Subject Matter 61 Internal Negotiation 62 Preparing Other Parties 63 Juggling Conflicting Agendas 65 Strengthening and Weakening BATNAs 66 Reasons

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