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• Title Page
• Copyright
• Dedication
• Brief Contents
• Contents
• Preface
• About the Author
• Part I: Negotiation Essentials
• Chapter 1: Negotiation: The Mind and the Heart
• The Mind and Heart
• Relationships versus Economics
• Satisficing versus Optimizing
• Short- versus Long-Term Relationships
• Intra- versus Inter-organizational Negotiation
• Low- versus High-Stakes Negotiation
• Win–Win, Win–Lose, and Lose–Lose Negotiation
• Negotiation as a Core Management Competency
• Knowledge Economy
• Specialized Expertise
• Information Technology
• Globalization
• Negotiation Traps
• Becoming an Effective Negotiator
• Feedback
• Strategy
• Focused Practice
• Debunking Negotiation Myths
• Myth 1: Negotiations Are Fixed-Sum
• Myth 2: You Need to Be Either Tough or Soft
• Myth 3: Good Negotiators Are Born
• Myth 4: Good Negotiators Rely on Intuition
• Chapter Capstone
• Chapter 2: Preparation: What to do Before Negotiation
• Self-Assessment
• Targets and Aspirations
• BATNA
• Reservation Point
• Focal Points
• Sunk Costs
• Target Point versus Reservation Point
• Negotiation Issues
• Issue Alternatives
• Multi-issue Proposals
• Risk and Uncertainty
• Endowment Effects
• Buyer’s Remorse and Seller’s Regret
• Negotiator Confidence
• Perspective-Taking
• Counterparty
• Are the Parties Monolithic?
• Counterparties’ Interests and Positions
• Counterparties’ BATNAs
• Situational Awareness
• One-Shot versus Long-Term
• Transactions versus Disputes
• Linkage Effects
• False versus Sincere Negotiations
• Is It Legal to Negotiate?
• Ratification
• Time Constraints
• Formal versus Handshake Agreement
• Onsite versus Offsite Meetings
• Public versus Private
• Scripted versus Unscripted
• Single versus Multiple Offers
• Chapter Capstone
• Chapter 3: Distributive Negotiation: Claiming Value
• The Bargaining Zone
• Bargaining Surplus
• Negotiator’s Surplus
• Value-Claiming Strategies
• Accurately Assess Your BATNA
• Unpack Alternatives
• Improve Your BATNA
• Determine Your Reservation Point, but Do Not Reveal It
• Research the Other Party’s BATNA and Estimate Their Reservation Point
• Set High Aspirations (Be Realistic but Optimistic)
• First Offers
• Anchoring Information Model
• Anchoring Effect
• Range Offers
• Precise versus Round Numbers
• Early versus Late First Offers
• Re-anchoring
• Concessions
• Reciprocity versus Aversion
• Concession Pattern
• Magnitude of Concessions
• Timing of Concessions
• Substantiation
• Power Conversation Tactics
• Constraints versus Disparagement
• “Agreement” versus “Option”
• Fairness Arguments
• Social Comparison
• Equity Principle
• Final Offers
• Face-Saving
• Chapter Capstone
• Chapter 4: Integrative Negotiation: Expanding the Pie
• Fixed-Sum versus Variable-Sum Negotiation
• False Conflict
• Fixed-Pie Perception
• Integrative Negotiation
• Compromise versus Integrative Negotiation
• Pareto Optimal Agreements
• Assessing the Likelihood of Win–Win Agreement
• Multiple Issues
• Add Issues
• Side Deals
• Differing Strengths of Preference
• Strategies for Expanding the Pie
• Separate Positions from Interests
• Perspective Taking
• Ask Questions about Interests and Priorities
• Reveal Information about Interests and Priorities
• Unbundle the Issues
• Value-Added Trade-offs (Logrolling)
• Multi-issue Offers versus Single-Issue Offers
• MESOs: Multiple Equivalent Simultaneous Offers
• Contingent Contracts
• Pre-settlement Settlements (PreSS)
• Post-settlement Settlements
• Focal Points and Turning Points
• Decision-Making Model of Integrative Agreements
• Resource Assessment
• Assessment of Differences
• Offers and Trade-offs
• Acceptance/Rejection Decision
• Prolonging Negotiation and Renegotiation
• Chapter Capstone
• Part II: Negotiation Skills
• Chapter 5: Understanding Personality and Motivation
• Individual Differences
• Implicit Theories
• Acoustic and Visual Cues
• “Big 5” Personality Traits
• Psychopathic Personality Traits
• Dyadic Interaction
• Attachment Style
• Motivational Orientation
• Cooperative Negotiator
• Competitive Negotiator
• Individualistic Negotiator
• Strategic Issues concerning Motivational Style
• Gender and Negotiation
• Economic Outcomes
• Opening Offers
• Initiating Negotiations
• The Backlash Effect
• The Costs of “Leaning In”
• Lying and Misrepresentation
• Discrimination
• Gender and Third-Party Dispute Resolution
• Leveling the Playing Field
• Chapter Capstone
• Chapter 6: Managing Emotions and Contentious Negotiations
• Emotions
• Genuine versus Strategic Emotion
• Anger
• Disappointment
• Sadness
• Ambivalence
• Positive Emotion
• Happiness
• Emotional Consistency
• Emotional Intelligence
• Managing Emotions at the Table
• Disputes
• Interests, Rights, and Power Model
• Time Course of Interests, Rights, and Power
• Strategic Issues concerning Interests, Rights, and Power
• Refocusing
• High Costs Associated with Power and Rights
• When to Use Rights and Power
• How to Use Rights and Power
• Social Dilemmas
• Social Dilemmas in Business
• Prisoner’s Dilemma
• Actual Behavior in Dilemmas
• Tit-for-Tat
• Inducing Trust and Cooperation in Social Dilemmas
• Restoring Broken Trust
• How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
• Chapter Capstone
• Chapter 7: Establishing Trust and Building Relationships
• Money versus Relationships
• Subjective Value
• Rapport
• Sequential Negotiations and Bargaining History
• Trust and Temptation
• Trust Propensity
• Three Types of Trust in Relationships
• Building Trust: Rational and Deliberate Mechanisms
• Building Trust: Psychological Strategies
• Distrust and Suspicion
• Repairing Broken Trust
• Relationships in Negotiation
• Negotiating with Friends
• Negotiating in Exchange Relationships
• Multiplex Relationships
• Chapter Capstone
• Chapter 8: Power, Ethics, and Reputation
• Power
• Sources of Power
• BATNAs as Power
• Symmetric versus Asymmetric Power
• Perspective-Taking
• Powerlessness
• Status
• Status and Negotiation Performance
• Primary Status Characteristics
• Secondary Status Characteristics
• Negotiation Ethics
• Seven-Factor Model of Ethically Questionable Behavior
• Lying
• Bad-Faith Bargaining
• Good-Faith Bargaining
• Sins of Omission and Commission
• Bidding Wars
• Detecting Deception in Negotiation
• Making Ethical Decisions
• Responding to Unethical Behavior
• Reputation
• Halos and Forked-Tails
• Reputations in Negotiation Communities
• Distributive versus Integrative Reputation
• BATNAs and Reputations
• Reputations and Self-Serving Views
• Chapter Capstone
• Chapter 9: Creativity, Problem Solving, and Learning in Negotiation
• Creativity in Negotiation
• Test Your Own Creativity
• Mental Models of Negotiation
• Haggling
• Cost-Benefit Analysis
• Game Playing
• Partnership
• Problem Solving
• Creative Negotiation Agreements
• Fractionating Single-Issue Negotiations into Multiple Issues
• Pattern-Finding
• Expanding the Pie
• Bridging
• Cost Cutting
• Nonspecific Compensation
• Structuring Contingencies
• Improving Negotiation Skills
• Relationships, Contracts, and Learning
• Negotiation Skills Training
• Bilateral versus Unilateral Training
• Feedback
• Learning versus Performance Goals
• Prevention versus Promotion Goals
• Easy versus Difficult to Learn
• Analogical Training
• Counterfactual Reflection
• Incubation
• Rational Problem-Solving Model
• Brainstorming
• Negotiation Engineering
• Chapter Capstone
• Part III: Complex Negotiations
• Chapter 10: Multiple Parties, Coalitions, and Teams
• Multiparty Negotiations
• Key Challenges of Multiparty Negotiations
• Strategies for Successful Multiparty Negotiations
• Coalitions
• Challenges of Coalitions
• Maximizing Coalitional Effectiveness
• Principal–Agent Negotiations
• Disadvantages of Agents
• Working Effectively with Agents
• Constituent Relationships
• Challenges for Constituent Relationships
• Improving Constituent Relationships
• Team Negotiation
• Challenges that Face Negotiating Teams
• Improving Team Negotiation
• Intergroup Negotiation
• Challenges of Intergroup Negotiations
• Optimizing Intergroup Negotiations
• Chapter Capstone
• Chapter 11: Cross-Cultural Negotiation
• Learning About Culture
• Defining Culture
• Prototypes versus Stereotypes
• Iceberg Model
• Cultural Frameworks
• Hofstede Model
• Implications for Negotiation
• Tripartite Model of Culture
• Tight versus Loose Cultures
• Challenges of Intercultural Negotiation
• Creating Value
• Claiming Value
• Sacred Values and Taboo Trade-offs
• Biased Punctuation of Conflict
• Ethnocentrism
• Affiliation Bias
• Faulty Perceptions of Conciliation and Coercion
• Naïve Realism
• Cultural Intelligence
• CQ Model
• Advice for Cross-Cultural Negotiations
• Anticipate Differences in Strategy and Tactics
• Perspective Taking
• Perceptions of Power
• Attribution Errors
• Respect
• Emotion
• Perceptions of Time
• Acculturation Framework
• Chapter Capstone
• Chapter 12: Negotiating in a Virtual World
• Place-Time Model of Social Interaction
• Face-to-Face Communication
• Same Time, Different Place
• Different Time, Same Place
• Different Place, Different Time
• Information Technology and Effects on Social Behavior
• Trust
• Deception
• Status and Power: The “Weak Get Strong” Effect
• Social Networks
• Risk Taking
• Relationships and Rapport
• Mentalizing
• Intergenerational Negotiation
• Enhancing Technology-Mediated Negotiations
• Initial Face-to-Face Experience
• One-Day Videoconference/Teleconference
• Schmoozing
• Proactive Medium Management
• Humor
• Chapter Capstone
• Appendices
• Appendix 1: Negotiating a Job Offer
• Preparation
• Focus on Your Interests
• Research the Company and the Industry
• Determine Your BATNA and Your Reservation Point
• Research the Employer’s BATNA
• Determine Your Target Point and Plan Your Opening Offer
• Prepare Several Scenarios
• Consider Getting a “Coach”
• Rehearse and Practice
• In Vivo: During the Negotiation
• Think about the Best Way to Position and Present Your Opening Offer
• Assume Their Offer Is Negotiable
• Put the Focus on How You Can Solve Their Problems versus Making Demands
• Don’t Reveal Your BATNA or Your Reservation Point
• Imagine Negotiating on Behalf of Someone Else (Not Just Yourself)
• Post-Offer: You Have the Offer, Now What?
• Think Before Posting Anything on Social Media
• Do Not Immediately Agree to the Offer
• Get the Offer in Writing
• Be Enthusiastic and Gracious
• Assess the Interviewer’s Power to Negotiate with You
• Do Not Negotiate if You Are Not or Could Not Be Interested
• Exploding Offers
• Do Not Try to Create a Bidding War
• Know When to Stop Pushing
• Use a Rational Strategy for Choosing among Job Offers
• State Exactly What Needs to Be Done for You to Agree
• Appendix 2: Third-Party Intervention
• Third-Party Dispute Resolution
• Mediation
• Arbitration
• Mediation–Arbitration
• Arbitration–Mediation
• Choices in Third-Party Intervention
• Outcome versus Process Control
• Formal versus Informal
• Invited versus Uninvited
• Identifiable versus Anonymous
• Interpersonal versus Intergroup
• Content versus Process Orientation
• Facilitation, Formulation, or Manipulation
• Third-Party Effectiveness
• Hostile Mediators
• Mediation and Gender
• Mediation and Culture
• Mediation and Mimicry
• Challenges Facing Third Parties
• Meeting Disputants’ Expectations
• Reaching Settlement (if a Positive Bargaining Zone Exists)
• Promoting a Pareto-Efficient Outcome
• Promoting Outcomes Perceived as Fair (in the Eyes of Disputants)
• Consistency
• Simplicity
• Justifiability
• Generalizability
• Satisfaction
• Empowering Parties in the Negotiation Process
• Debiasing Negotiators
• Maintaining Neutrality
• Enhancing the Effectiveness of Third-party Intervention
• Accept Your Share of Responsibility
• Test Your Own Position
• Role-Play a Third Party in Your Own Dispute
• Training in Win–Win Negotiation
• Name Index
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• Subject Index
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