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
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[...]... 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 forthe 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 forthe 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 forthe 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 Forthe 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