The mind and heart of the negotiator / Leigh L. Thompson, Kellogg School of Management, Northwestern University.
2015
HD58.6 .T478 2015 (Map It)
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Details
Author
Title
The mind and heart of the negotiator / Leigh L. Thompson, Kellogg School of Management, Northwestern University.
Published
Boston : Pearson, [2015]
Call Number
HD58.6 .T478 2015
Edition
Sixth edition.
ISBN
9780133571776 (alk. paper)
0133571777 (alk. paper)
9781292073330
1292073330
0133571777 (alk. paper)
9781292073330
1292073330
Description
xxii, 410 pages : illustrations ; 23 cm
System Control No.
(OCoLC)871228524
Bibliography, etc. Note
Includes bibliographical references and indexes.
Record Appears in
Table of Contents
Preface
xix
About the Author
xxii
Part I Essentials of Negotiation
1
ch. 1
Negotiation: The Mind And The Heart
1
Negotiation: Definition and Scope
2
Negotiation as a Core Management Competency
3
Dynamic Nature of Business
3
Interdependence
3
Economic Forces
4
Information Technology
4
Globalization
4
Most People are Ineffective Negotiators
5
Negotiation Traps
5
Why People are Ineffective Negotiators
6
Egocentrism
6
Confirmation Bias
6
Satisficing
7
Self-Reinforcing Incompetence
7
Debunking Negotiation Myths
8
Myth 1: Negotiations are Fixed-Sum
8
Myth 2: You Need to be either Tough or Soft
8
Myth 3: Good Negotiators are Born
8
Myth 4: Life Experience is a Great Teacher
9
Myth 5: Good Negotiators Take Risks
9
Myth 6: Good Negotiators Rely on Intuition
9
Learning Objectives
10
Mind and Heart
11
ch. 2
Preparation: What To Do Before Negotiation
12
Self-Assessment
13
What Do I Want?
13
What Is My Alternative to Reaching Agreement in This Situation?
15
Determine Your Reservation Point
16
Be Aware of Focal Points
16
Beware of Sunk Costs
16
Do Not Confuse Your Target Point with Your Reservation Point
19
Identify the Issues in the Negotiation
19
Identify the Alternatives for Each Issue
19
Identify Equivalent Multi-Issue Proposals
19
Assess Your Risk Propensity
20
Endowment Effects
23
Am I Going to Regret This?
24
Violations of the Sure Thing Principle
24
Do I Have an Appropriate Level of Confidence?
25
Other Assessment
26
Who Are the Other Parties?
26
Are the Parties Monolithic?
26
Counterparties' Interests and Position
26
Counterparties' BATNAs
27
Situation Assessment
27
Is the Negotiation One Shot, Long Term, or Repetitive?
27
Do the Negotiations Involve Scarce Resources, Ideologies, or Both?
27
Is the Negotiation One of Necessity or Opportunity?
28
Is the Negotiation a Transaction or Dispute?
29
Are Linkage Effects Present?
29
Is Agreement Required?
30
Is it Legal to Negotiate?
30
Is Ratification Required?
31
Are Time Constraints or Other Time-Related Costs Involved?
31
Are Contracts Official or Unofficial?
33
Where Do the Negotiations Take Place?
34
Are Negotiations Public or Private?
34
Is Third-Party Intervention a Possibility?
35
What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)?
35
Do Negotiations Involve More Than One Offer?
35
Do Negotiators Communicate Explicitly or Tacitly?
36
Is There a Power Differential Between Parties?
36
Is Precedent Important?
36
Conclusion
36
ch. 3
Distributive Negotiation: Slicing The Pie
38
Bargaining Zone
39
Bargaining Surplus
40
Negotiator's Surplus
41
Pie-Slicing Strategies
41
Strategy 1: Assess Your BATNA and Improve It
43
Strategy 2: Determine Your Reservation Point, but do not reveal It
43
Strategy 3: Research the Other Party's BATNA and Estimate Their Reservation Point
44
Strategy 4: Set High Aspirations (Be Realistic but Optimistic)
44
Strategy 5: Make the First Offer (If You Are Prepared)
46
Strategy 6: Immediately Reanchor if the Other Party Opens First
47
Strategy 7: Plan Your Concessions
48
Strategy 8: Support Your Offer with Facts
49
Strategy 9: Appeal to Norms of Fairness
49
Strategy 10: Do Not Fall for the "Even Split" Ploy
50
Most Commonly Asked Questions
50
Should I Reveal My Reservation Point?
50
Should I Lie About My Reservation Point?
50
Should I Try to Manipulate the Counterparty's Reservation Point?
52
Should I Make a "Final Offer" or Commit to a Position?
52
Saving Face
53
Power of Fairness
54
Multiple Methods of Fair Division
54
Situation-Specific Rules of Fairness
54
Social Comparison
56
Equity Principle
58
Restoring Equity
59
Procedural Justice
60
Fairness in Relationships
62
Egocentrism
62
Wise Pie Slicing
66
Consistency
66
Simplicity
67
Effectiveness
67
Justifiability
67
Consensus
67
Generalizability
67
Satisfaction
67
Conclusion
68
ch. 4
Win-Win Negotiation: Expanding The Pie
69
What Is Win-Win Negotiation?
70
Telltale Signs of Win-Win Potential
70
Does the Negotiation Contain More Than One Issue?
70
Can Other Issues Be Brought In?
71
Can Side Deals Be Made?
71
Do Parties Have Different Preferences Across Negotiation Issues?
71
Most Common Pie-Expanding Errors
72
False Conflict
72
Fixed-Pie Perception
73
Most Commonly Used Win-Win Strategies
74
Commitment to Reaching a Win-Win Deal
74
Compromise
74
Focusing on a Long-Term Relationship
74
Adopting a Cooperative Orientation
74
Taking Extra Time to Negotiate
75
Effective Pie-Expanding Strategies
75
Perspective Taking
75
Ask Questions About Interests and Priorities
76
Reveal Information About Your Interests and Priorities
78
Unbundle the Issues
79
Logrolling and Value-Added Trade-Offs
81
Make Package Deals, Not Single-Issue Offers
81
Make Multiple Offers of Equivalent Value Simultaneously
82
Structure Contingency Contracts by Capitalizing on Differences
85
Presettlement Settlements (PreSS)
87
Search for Postsettlement Settlements
88
Strategic Framework for Reaching Integrative Agreements
88
Resource Assessment
88
Assessment of Differences
89
Offers and Trade-Offs
89
Acceptance/Rejection Decision
90
Prolonging Negotiation and Renegotiation
90
Conclusion
90
Part II Advanced Negotiation Skills
91
ch. 5
Developing A Negotiating Style
91
Motivational Orientation
93
Assessing Your Motivational Style
93
Strategic Issues Concerning Motivational Style
96
Interests, Rights, and Power Model of Disputing
100
Assessing Your Approach
102
Strategic Issues Concerning Approaches
105
Emotions and Emotional Knowledge
112
Genuine Versus Strategic Emotion
112
Negative Emotion
113
Positive Emotion
117
Emotional Intelligence and Negotiated Outcomes
118
Strategic Advice for Dealing with Emotions at the Table
119
Conclusion
121
ch. 6
Establishing Trust And Building A Relationship
122
People Side of Win-Win
122
Trust as the Bedrock of Relationships
124
Three Types of Trust in Relationships
125
Building Trust: Rational and Deliberate Mechanisms
127
Building Trust: Psychological Strategies
130
What Leads to Mistrust?
134
Repairing Broken Trust
135
Reputation
139
Relationships in Negotiation
140
Negotiating with Friends
141
Negotiating with Businesspeople
144
When in Business with Friends and Family
146
Conclusion
148
ch. 7
Power, Gender, And Ethics
149
Power
150
Power of Alternatives
150
Power Triggers in Negotiation
152
Symmetric and Asymmetric Power Relationships
152
Effect of Using Power on Powerful People
152
Effects of Power on Those with Less Power
153
Status
154
Gender
155
Gender and Negotiation Outcomes
155
Initiating Negotiations
156
Leveling the Playing Field
157
Evaluations of Negotiators
159
Gender and Race Discrimination in Negotiation
159
Gender and Third-Party Dispute Resolution
160
Ethics
160
Ethics and Lying
161
Other Questionable Negotiation Strategies
163
Sins of Omission and Commission
166
Costs of Lying
166
Under What Conditions Do People Engage in Deception?
168
Responding to Unethical Behavior
171
Conclusion
172
ch. 8
Creativity And Problem Solving In Negotiations
173
Creativity in Negotiation
173
Test Your Own Creativity
174
What Is Your Mental Model of Negotiation?
174
Haggling
174
Cost-Benefit Analysis
179
Game Playing
179
Partnership
179
Problem Solving
180
Creative Negotiation Agreements
180
Fractionating Single-Issue Negotiations into Multiple Issues
180
Finding Differences: Looking for Patterns in Offers
180
Expanding the Pie
181
Bridging
181
Cost Cutting
182
Nonspecific Compensation
182
Structuring Contingencies
183
Threats to Effective Problem Solving and Creativity
185
Inert Knowledge Problem
186
Availability Heuristic
189
Representativeness
189
Anchoring and Adjustment
190
Unwarranted Causation
191
Belief Perseverance
191
Illusory Correlation
191
Just World
192
Hindsight Bias
192
Functional Fixedness
193
Set Effect
193
Selective Attention
193
Overconfidence
194
Limits of Short-Term Memory
195
Techniques for Enhancing Creative Negotiation Agreements
195
Negotiating Skills Training
195
Bilateral or Unilateral Training
196
Feedback
196
Learning Versus Performance Goals
197
Analogical Training
198
Counterfactual Reflection
199
Incubation
199
Rational Problem-Solving Model
200
Brainstorming
201
Deductive Reasoning
201
Inductive Reasoning
203
Conclusion
203
Part III Applications and Special Scenarios
208
ch. 9
Multiple Parties, Coalitions, And Teams
208
Analyzing Multiparty Negotiations
209
Multiparty Negotiations
211
Key Challenges of Multiparty Negotiations
211
Strategies for Successful Multiparty Negotiations
215
Coalitions
217
Key Challenges of Coalitions
217
Strategies for Maximizing Coalitional Effectiveness
222
Principal-Agent Negotiations
223
Disadvantages of Agents
224
Strategies for Working Effectively with Agents
226
Constituent Relationships
228
Challenges for Constituent Relationships
228
Strategies for Improving Constituent Relationships
231
Team Negotiation
231
Challenges That Face Negotiating Teams
233
Strategies for Improving Team Negotiations
234
Intergroup Negotiation
236
Challenges of Intergroup Negotiations
236
Strategies for Optimizing Intergroup Negotiations
238
Conclusion
242
ch. 10
Cross-Cultural Negotiation
245
Learning About Cultures
246
Culture as an Iceberg
246
Cultural Values and Negotiation Norms
247
Individualism versus Collectivism
247
Egalitarianism versus Hierarchy
258
Direct versus Indirect Communications
261
Key Challenges of Intercultural Negotiation
264
Expanding the Pie
264
Dividing the Pie
265
Sacred Values and Taboo Trade-Offs
265
Biased Punctuation of Conflict
267
Ethnocentrism
268
Affiliation Bias
269
Faulty Perceptions of Conciliation and Coercion
270
Naïve Realism
270
Predictors of Success in Intercultural Interactions
271
Advice for Cross-Cultural Negotiations
272
Anticipate Differences in Strategy and Tactics That May Cause Misunderstandings
272
Cultural Perspective Taking
272
Recognize That the Other Party May Not Share Your View of What Constitutes Power
273
Avoid Attribution Errors
273
Find Out How to Show Respect in the Other Culture
274
Find Out How Time is Perceived in the Other Culture
275
Know Your Options for Change
275
Conclusion
277
ch. 11
Social Dilemmas
278
Social Dilemmas in Business
280
Prisoner's Dilemma
280
Cooperation and Defection as Unilateral Choices
281
Rational Analysis
282
Psychological Analysis of Why Tit-for-Tat Is Effective
284
Ultimatum Dilemma
289
Dictator Game
290
Trust Game
291
Binding versus Nonbinding Contracts
291
Social Networks and Reputations
292
Relationship Threat
292
Self-Blame and Regret
292
Restoring Broken Trust
293
Volunteer Dilemma
293
Multiparty Dilemmas
294
Tragedy of the Commons
294
Types of Social Dilemmas
295
How to Build Cooperation in Social Dilemmas
297
How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
303
Escalation of Commitment
303
Avoiding the Escalation of Commitment in Negotiations
306
Conclusion
307
ch. 12
Negotiating Via Information Technology
308
Place-Time Model of Social Interaction
309
Face-to-Face Communication
309
Same Time, Different Place
312
Different Time, Same Place
313
Different Place, Different Time
314
Information Technology and Its Effects on Social Behavior
318
Trust
318
Deception
318
Status and Power: The "Weak Get Strong" Effect
318
Social Networks
320
Risk Taking
321
Rapport and Social Norms
321
Paranoia
322
Intergenerational Negotiation
322
Strategies for Enhancing Technology-Mediated Negotiations
325
Initial Face-to-Face Experience
325
One-Day Videoconference/Teleconference
326
Schmoozing
326
Humor
327
Conclusion
327
Appendix 1 Are You A Rational Person? Check Yourself
328
Why Is It Important to Be Rational?
328
Individual Decision Making
328
Riskless Choice
329
Decision Making Under Uncertainty
331
Risky Choice
331
Summing Up: Individual Decision Making
343
Game Theoretic Rationality
343
Nash Bargaining Theory
344
Appendix 2 Nonverbal Communication And Lie Detection
349
What Are We Looking for in Nonverbal Communication?
349
Are Women More "Nonverbally Gifted" Than Men?
350
Dominance
351
Personal Charisma
352
Detecting Deception
353
Direct Methods
355
Indirect Methods
355
How Motivation and Temptation Affect Lying and Deception
357
Deception Success
358
Appendix 3 Third-Party Intervention
360
Common Third-Party Roles
360
Mediation
360
Arbitration
361
Mediation-Arbitration
362
Arbitration-Mediation
362
Key Choice Points in Third-Party Intervention
362
Outcome versus Process Control
363
Formal versus Informal
363
Invited versus Uninvited
363
Interpersonal versus Intergroup
363
Content versus Process Orientation
363
Facilitation, Formulation, or Manipulation
363
Disputant Preferences
364
Mediators and Gender
364
Challenges Facing Third Parties
364
Meeting Disputants' Expectations
365
Increasing the Likelihood That Parties Reach an Agreement if a Positive Bargaining Zone Exists
365
Promoting a Pareto-Efficient Outcome
365
Promoting Outcomes That Are Perceived as Fair in the Eyes of Disputants
365
Improving the Relationship Between Parties
366
Empowering Parties in the Negotiation Process
366
Debiasing Negotiators
366
Maintaining Neutrality
367
Enhancing the Effectiveness of Third-Party Intervention
368
Accept Your Share of Responsibility
368
Test Your Own Position
368
Role-Play a Third Party in Your Own Dispute
368
Training in Win-Win Negotiation
368
Appendix 4 Negotiating A Job Offer
369
Preparation
369
Step 1: Determine What You Really Want
369
Step 2: Do Your Homework
369
Step 3: Determine Your BATNA and Your Aspiration Point
371
Step 4: Research the Employer's BATNA
371
Step 5: Determine the Issue Mix
371
Step 6: Prepare Several Scenarios
371
Step 7: Consider Getting a "Coach"
371
In Vivo: During the Negotiation Itself
372
Think About the Best Way to Position and Present Your Opening Offer
372
Assume the Offer Is Negotiable
372
Put the Focus On How You Can Solve Problems, Not Make Demands
373
Don't Reveal Your BATNA or Your Reservation Point
374
Rehearse and Practice
375
Imagine You Are Negotiating on Behalf of Someone Else (Not Just Yourself)
375
Comparables and Benchmarks
375
Post-Offer: You Have the Offer, Now What?
376
Think Before Posting Anything on Social Media
376
Do Not Immediately Agree to the Offer
376
Get the Offer in Writing
376
Be Enthusiastic and Gracious
376
Assess the Interviewer's Power to Negotiate with You
376
State Exactly What Needs to Be Done for You to Agree
376
Do Not Negotiate If You Are Not or Could Not Be Interested
377
Exploding Offers
377
Do Not Try to Create a Bidding War
377
Know When to Stop Pushing
377
Use a Rational Strategy for Choosing Among Job Offers
378
Name Index
379
Subject Index
396