Tabla de contenidos provista por Syndetics

• Part I Negotiation Fundamentals
• 1 The Nature of Negotiation(p. 3)
• Joe and Sue Carter
• Introduction
• Characteristics of a Negotiation or Bargaining Situation
• Interdependence
• Mutual Adjustment
• Interdependence and Perceptions
• Conflict
• Definitions. Levels of Conflict
• Functions and Dysfunctions of Conflict
• Factors That Make Conflict Difficult to Manage
• Conflict Management
• Approaches by the Parties Themselves
• Approaches by Other Parties
• Summary
• Overview of the Chapters in This Book
• 2 Negotiation: Framing, Strategizing, and Planning(p. 29)
• Framing the Problem--the Process of Defining What's Important
• Why Frames Are Critical to Understanding Strategy
• Major Approaches to Understanding Frames
• Frames as a Process of Issue Development
• Goals--the Objectives That Drive a Negotiation Strategy
• Simultaneous Development of Goals and Frames
• Direct Effects of Goals on Choice of Strategy
• Indirect Effects of Goals on Choice of Strategy
• Strategy--the Overall Plan to Achieve One's Goals
• Strategy, Tactics, or Planning?
• Strategic Options--Vehicles for Achieving Goals
• Understanding the Flow of Negotiations: Stages and Phases
• Phase Models of Negotiation
• Getting Ready to Implement the Strategy: The Planning Process
• Understanding the Need for Planning
• Defining the Issues
• Assembling Issues and Defining the Bargaining Mix
• Defining Your Interests
• Consulting with Others
• Assessing the Other's Priorities
• Knowing Your Limits
• Setting Targets
• Developing Supporting Arguments--Research
• Analyzing the Other Party
• Summary on the Planning Process
• Chapter Summary
• 3 Strategy and Tactics of Distributive Bargaining(p. 70)
• The Distributive Bargaining Situation
• The Role of Alternatives to a Negotiated Agreement
• Settlement Point
• Bargaining Mix
• Fundamental Strategies
• Discovering the Other Party's Resistance Point
• Influencing the Other Party's Resistance Point
• Tactical Tasks
• Assess Outcome Values and the Costs of Termination
• Manage the Other Party's Impressions
• Modify the Other Party's Perceptions
• Manipulate the Actual Costs of Delay or Termination
• Positions Taken during Negotiation
• Opening Offer
• Opening Stance
• Initial Concessions
• Role of Concessions
• Pattern of Concession Making
• Final Offer
• Commitment
• Tactical Considerations in Using Commitments
• Establishing a Commitment
• Preventing the Other Party from Committing Prematurely
• Finding Ways to Abandon a Committed Position
• Closing the Deal
• Hardball Tactics
• Dealing with Typical Hardball Tactics
• Typical Hardball Tactics
• Summary
• 4 Strategy and Tactics of Integrative Negotiation(p. 107)
• Introduction
• What Makes Integrative Negotiation Different?
• An Overview of the Integrative Negotiation Process
• Creating a Free Flow of Information
• Attempting to Understand the Other Negotiator's Real Needs and Objectives
• Emphasizing the Commonalities between the Parties and Minimizing the Differences
• Searching for Solutions That Meet the Goals and Objectives of Both Sides
• Key Steps in the Integrative Negotiation Process
• Identify and Define the Problem
• Understand the Problem Fully--Identify Interests and Needs
• Generate Alternative Solutions
• Evaluation and Selection of Alternatives
• Factors That Facilitate Successful Integrative Negotiation
• Some Common Objective or Goal
• Faith in One's Own Problem-Solving Ability
• A Belief in the Validity of One's Own Position and the Other's Perspective
• The Motivation and Commitment to Work Together
• Trust. Clear and Accurate Communication
• An Understanding of the Dynamics of Integrative Negotiation
• Summary
• Why Integrative Negotiation Is Difficult to Achieve
• The History of the Relationship between the Parties
• The Belief That an Issue Can Only Be Resolved Distributively
• The Mixed-Motive Nature of Most Negotiating Situations
• Summary
• Part II Negotiation Subprocesses
• 5 Communication, Perception, and Cognitive Biases(p. 141)
• Communication in Negotiation
• What Is Communicated during Negotiation?
• How People Communicate in Negotiation
• Phase Models of Communication in Negotiation
• Perception and Negotiation
• The Role of Perception
• Perceptual Distortion in Negotiation
• Framing
• Perceptual Error: A Summary
• Cognitive Biases in Negotiation
• 1. Irrational Escalation of Commitment
• 2. Mythical Fixed-Pie Beliefs
• 3. Anchoring and Adjustment
• 4. Framing
• 5. Availability of Information
• 6. The Winner's Curse
• 7. Overconfidence
• 8. The Law of Small Numbers
• 9. Self-serving Biases
• 10. Ignoring Others' Cognitions
• 11. Reactive Devaluation
• Managing Misperceptions and Cognitive Biases in Negotiation
• Reframing
• How to Improve Communication in Negotiation
• The Use of Questions. Listening
• Role Reversal
• Mood, Emotion, and Negotiation
• Special Communication Considerations at the Close of Negotiations
• Avoiding Fatal Mistakes
• Achieving Closure
• Summary
• 6 Finding and Using Negotiation Leverage(p. 175)
• Leverage as Advantage: Why Is Power Important to Negotiators?
• A Definition of Power
• Sources of Power--How People Acquire Power
• Information and Expertise
• Control over Resources
• Power Derived from Location in an Organizational Structure
• Managing Information Power: The Persuasion Process
• Characteristics of Messages
• Message Content. Message Structure
• Persuasive Style: How to Pitch the Message
• Characteristics of Sources
• Source Credibility
• Personal Attractiveness
• Summary
• Characteristics of Receivers
• Attending to the Other
• Exploring or Ignoring the Other's Position
• Resisting the Other's Influence
• Section Summary
• Context Factors
• Reciprocity. Commitment
• Social Proof
• Use of Reward and Punishment
• Location in a Structure
• Scarcity
• Chapter Summary
• 7 Ethics in Negotiation(p. 219)
• Why Do Negotiators Need to Know about Ethics?
• What Are Ethics and Why Do They Apply to Negotiation?
• What Are the Major Ethical Concerns That Apply to Negotiation?
• End-Result Ethics
• Rule Ethics
• Social Contract Ethics
• Personalistic Ethics
• What Major Types of Ethical and Unethical Conduct Are Likely to Occur in Negotiation?
• The Range of Available Influence Tactics
• Types of Tactics Viewed as Ethically Problematic
• Typologies of Deceptive Tactics
• Intentions and Motives to Use Deceptive Tactics
• The Motivation to Behave Unethically
• The Consequences of Unethical Conduct
• Explanations and Justifications
• What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics?
• Demographic Factors
• Situational Influences on Unethical Conduct
• Personality Differences and Moral Development
• How Can Negotiators Deal with the Other Party's Use of Deception?
• Chapter Summary
• Part III Negotiation Contexts
• 8 The Social Context of Negotiation(p. 267)
• The Number of Parties in a Negotiation
• Negotiating within a Relationship between the Parties
• The Adequacy of Past Theory and Research for Understanding Negotiation within Relationships
• Forms of Relationships
• Negotiations in Communal Relationships
• Key Elements in Managing Negotiations within Relationships
• Trust
• Emotions
• Justice
• Summary
• The Agency Relationship: The Impact of the Larger Social Context on Negotiator Behavior
• Audiences: Team Members
• Constituents, Bystanders, and Audiences
• Tactical Implications of Social Structure Dynamics: The Negotiator's Dilemma
• Building Relationships with Other Parties: Opponents and Constituents
• Section Summary
• Chapter Summary
• 9 Multiparty Negotiations: Coalitions and Groups(p. 315)
• Negotiations with More Than Two Negotiators
• Negotiating Coalitions
• Types of Coalitions
• Understanding How and Why Coalitions Form
• Research on Coalitions
• Coalition Inputs. Standards for Coalition Decision Making
• Where Is the Strength in Coalitions?
• Other Types of Coalition Situations
• How Coalitions Form
• Power Revisited: Power in Coalitions
• How to Build Coalitions: Some Practical Advice
• Multiparty Negotiations
• Differences between Two-Party Negotiations and Multiparty Negotiations
• Managing Multiparty Negotiations
• The Prenegotiation Phase
• The Formal Negotiation Stage--Managing the Group Process and Outcome
• The Agreement Phase
• Chapter Summary
• 10 Individual Differences(p. 353)
• Early Research on Personality and Negotiation
• Differences in Negotiation Style and Approach
• Creating Definitive Research Tests of the Relationship between Personality Predispositions and Negotiation Outcomes
• Efforts to Reconceptualize the Inconclusive Nature of Previous Findings
• Later Research on Personality and Negotiation
• Conflict Management Style
• Machiavellianism. Interpersonal Trust
• Perspective-taking Ability
• Self-Efficacy
• Self-Monitoring
• An Omnibus Approach
• Sex, Gender, and Negotiation: New Approaches
• Theoretical Approaches to Understanding Male and Female Negotiators
• Empirical Approaches to Understanding Male and Female Negotiators
• The Behavioral Approach
• Closing Comments
• Chapter Summary
• 11 Global Negotiation(p. 379)
• The American Negotiating Style
• Not Everyone Negotiates Like Americans!
• What Makes Cross-Border Negotiations Different?
• Environmental Context
• Immediate Context
• How Do We Explain Global Negotiation Outcomes?
• Hofstede's Dimensions of Culture
• Power Distance
• Individualism/Collectivism
• Masculinity/Femininity
• Uncertainty Avoidance
• Conceptualizing Culture and Negotiation
• Culture as Learned Behavior
• Culture as Shared Values
• Culture as Dialectic
• Culture in Context
• How Do Cultural Differences Influence Negotiations?
• Culturally Responsive Negotiation Strategies
• Low Familiarity
• Moderate Familiarity
• High Familiarity
• Chapter Summary
• Part IV Negotiation Remedies
• 12 Managing Difficult Negotiations: Individual Approaches(p. 409)
• Introduction
• Impasse's Antecedents: Entrenchment and Intractability
• What Causes Contentious Negotiation Behavior?
• Getting Mad, Getting Even
• Social Comparisons and Contrasts
• General Remedies
• Reducing Tension and Synchronizing De-escalation
• Improving the Accuracy of Communication
• Controlling Issues
• Establishing Commonalities
• Making Preferred Options More Desirable to the Other Party
• Section Summary
• Unintended Impasses: Collaborative Shortfalls
• The Remedial Power of Integrative Processes
• Faulty Group Process
• Time Constraints and Deadlines
• Generation of Creative Alternatives
• Mismatched Models: Intentional and Otherwise
• Responding to the Other Side's Dirty Tricks
• Responding When the Other Side Has More Power
• The Special Problem of Handling Ultimatums
• Responding When the Other Side Is Being Difficult
• Coping with Different Negotiators: A Summary
• Chapter Summary
• 13 Managing Difficult Negotiations: Third-Party Approaches(p. 445)
• Adding Third Parties to the Two-Party Negotiation Process
• Benefits and Liabilities of Third-Party Intervention
• When Is Third-Party Involvement Appropriate?
• Which Type of Intervention Is Appropriate?
• Formal Intervention Methods
• Arbitration
• Mediation
• The Downside of Arbitration and Mediation
• Process Consultation
• Informal Intervention Methods
• Which Approach Is More Effective?
• Dispute Resolution Systems: When the Organization Is the Third Party
• Summary
• Bibliography(p. 478)
• Index(p. 517)

Notas de autor provistas por Syndetics

Roy J. Lewicki is the Dean's Distinguished Teaching Professor at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited 22 books, as well as numerous research articles. Professor Lewicki received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution; he has won several teaching awards at The Ohio State University.
David M. Saunders is associate dean--masters programs and director of the MBA Program at McGill University in Montreal, Canada, where he is also an associate professor--organization behavior and human resource management. Dr. Saunders has coauthored four books on negotiation and has published articles in many professional journals. He also codeveloped the McGill Negotiation Simulator, a computer-based interactive video simulation of negotiation.
John W. Minton is the Jefferson-Pilot Professor of Management at Pfeiffer University in Misenheimer and Charlotte, North Carolina. He has been a visiting assistant professor at Duke University and an assistant and associate professor at Appalachian State University. Dr. Minton has served as a volunteer mediator and arbitrator, and is president of Havatar Associates, Inc., a management consultation, education, and coaching firm.