Negotiation: readings, exercises and cases

Section 1: Negotiation Fundamentals
1.1 Three Approaches to Resolving Disputes: Interests, Rights, and Power
1.2 Selecting a Strategy
1.3 Balancing Act: How to Manage Negotiation Tensions
1.4 The Negotiation Checklist
1.5 Effective Negotiating Techniques: From Selecting Strategies to Side-Stepping Impasses and Assumptions
1.6 Closing Your Business Negotiations
1.7 Defusing the Exploding Offer: The Farpoint Gambit
1.8 Implementing a Collaborative Strategy
1.9 Solve Joint Problems to Create and Claim Value
1.10 Even at Megastores, Hagglers Find No Price Is Set in Stone

Section 2: Negotiation Sub processes
2.1 Negotiating Rationally: The Power and Impact of the Negotiator’s Frame
2.2 Managers and Their Not-So Rational Decisions
2.3 When Your Thoughts Work Against You
2.4 Untapped Power: Emotions in Negotiation
2.5 Staying with No
2.6 Risks of E-Mail
2.7 Where Does Power Come From?
2.8 Harnessing the Science of Persuasion
2.9 The Six Channels of Persuasion
2.10 Negotiating with Liars
2.11 Negotiation Ethics
2.12 Three Schools of Bargaining Ethics
2.13 A Painful Close

Section 3: Negotiation Contexts
3.1 Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation
3.2 The Soft Sell
3.3 Bargaining in the Shadow of the Tribe
3.4 The Fine Art of Making Concessions
3.5 The High Cost of Low Trust
3.6 Consequences of Principal and Agent
3.7 The Tension between Principals and Agents
3.8 When a Contract Isn’t Enough: How to Be Sure Your Agent Gets You the Best Deal
3.9 This Is Not a Game: Top Sports Agents Share Their Negotiating Secrets
3.10 The New Boss
3.11 Can’t Beat Them? Then Join a Coalition
3.12 Building and Maintaining Coalitions and Allegiances throughout Negotiations
3.13 The Surprising Benefits of Conflict in Negotiating Teams

Section 4: Individual Differences
4.1 Women Don’t Ask
4.2 Become a Master Negotiator
4.3 Should You Be a Negotiator?

Section 5: Negotiation across Cultures
5.1 Culture and Negotiation
5.2 Intercultural Negotiation in International Business
5.3 American Strengths and Weaknesses

Section 6: Resolving Differences
6.1 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia?
6.2 Taking Steps toward “Getting to Yes” at Blue Cross and Blue Shield of Florida
6.3 Taking the Stress Out of Stressful Conversations
6.4 Renegotiating Existing Agreements: How to Deal with “Life Struggling against Form”
6.5 Negotiating with Disordered People
6.6 When and How to Use Third-Party Help
6.7 Investigative Negotiation

Section 7: Summary
7.1 Best Practices in Negotiation
7.2 Getting Past Yes: Negotiating as if Implementation Mattered
7.3 Seven Strategies for Negotiating Success: Some Fancy Footwork for the Salary Pas de Deux
7.4 Six Habits of Merely Effective Negotiators

Negotiation is a critical skill needed for effective management. Negotiation: Readings, Exercises, and Cases 6e takes an experiential approach and explores the major concepts and theories of the psychology of bargaining and negotiation and the dynamics of interpersonal and inter-group conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates. The Readings portion of the book is ordered into seven sections: (1) Negotiation Fundamentals, (2) Negotiation Subprocesses, (3) Negotiation Contexts, (4) Individual Differences, (5) Negotiation across Cultures, (6) Resolving Differences, and (7) Summary. The next section of the book presents a collection of role-play exercises, cases, and self-assessment questionnaires that can be used to teach negotiation processes and subprocesses.