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• Praise
• Title Page
• Copyright Page
• Table of Contents
• Introduction
• Part One – Overview
• Chapter One – Negotiate in Three Dimensions
• Negotiating in One Dimension
• The 3-D Negotiation Alternative
• The 3-D Focus on Deal Design
• The 3-D Focus on Setup
• Financing Staples: Getting the Scope and Sequence Right
• Creating and Claiming Value
• Not One Dimension, but Three Dimensions
• Chapter Two – Do a 3-D Audit of Barriers to Agreement
• LockStore: The 3-D Audit That Should Have Happened
• Assessing Setup Barriers
• Mapping All the Parties and Their No-Deal Options
• Assessing No-Deal Options
• Checking the Sequence and Process Choices
• Assessing Deal-Design Barriers
• Assessing Tactical and Interpersonal Barriers
• Two Cross-Cutting Barriers to Be on Guard Against
• Getting from Here to There
• Chapter Three – Craft a 3-D Strategy to Overcome the Barriers
• 3-D Strategy: The Basics
• Set Up the Right Negotiation
• Design Value-Creating Deals
• Stress Problem-Solving Tactics
• Putting It Together: Acquiring a Division
• A Few Concluding Thoughts
• Part Two – Set Up the Right Negotiation
• Chapter Four – Get All the Parties Right
• Sketching the All-Party Map: The Seven Key Questions
• Have You Included the Highest-Value Players?
• Have You Mapped All the Potentially Influential Players?
• Have You Included Those Involved in the Decision-Making and Governance Processes?
• Have You Mapped Influential Parties with the Wrong Incentives?
• Have You Anticipated Negotiations with Those Who Must Approve the Deal?
• Have You Considered Those Who Must Implement the Deal?
• Are There Too Many Parties?
• From Parties to Interests
• Chapter Five – Get All the Interests Right
• The Prime Directive: Make Mapping Interests a Central Priority, Early and Often
• Two More Directives: Big Mistakes to Avoid
• Four Practices That Help You Get Interests Right
• Staying Out of Psychological Traps
• Remedies
• Chapter Six – Get the No-Deal Options Right
• Determine If a Zone of Possible Agreement Exists
• Make Sure They Believe You Can Walk Away
• Protect Your No-Deal Options
• Under Very Special Circumstances, Consider Strategically Worsening Your No-Deal Option
• Analyze Each Side’s Best No-Deal Option to Determine the Potential Role for Negotiation
• The Power of No-Deal Options—and Your Understanding of Them
• Chapter Seven – Get the Sequence and Basic Process Choices Right
• Get the Sequence Right
• Get the Basic Process Choices Right
• Good Basic Process Choices Make for Good Negotiations
• Part Three – Design Value-Creating Deals
• Chapter Eight – Move “Northeast”
• “Moving Northeast” to Create Value
• Deal-Design Principle #1: Dovetail Differences to Create Value
• Deal-Design Principle #2: Maximize the Total Net Pie
• Some Words for the Skeptics
• The “Negotiator’s Dilemma”: Productively Managing the Creating/Claiming Tension
• Chapter Nine – Dovetail Differences
• Dovetailing Differences in Forecasts (or Beliefs About the Future)
• Dovetailing Differences in Attitudes Toward Risk
• Dovetailing Differences in Attitudes Toward Time
• Dovetailing Differences in Other Arenas
• Bringing It All Together: The Example of Structured Settlements
• Imagine a World . . .
• Chapter Ten – Make Lasting Deals
• Change Happens—and That’s Often a Good Thing
• Design Your Agreements to Accommodate Predictable Change
• “Multiplex” Agreements to Protect Against Likely Vulnerabilities
• Make “Insecure Contracts” Secure
• Chapter Eleven – Negotiate the Spirit of the Deal
• The Underlying Social Contract
• The Ongoing Social Contract
• The Social Contract: The Risk Factors
• Dovetailing the Social and Economic Contracts
• Common Misperceptions About the Social Contract
• Part Four – Stress Problem-Solving Tactics
• Chapter Twelve – Shape Perceptions to Claim Value
• How to Prepare for a Price Deal
• Learn About the True ZOPA
• Focus on the Opportunity, Rather Than the Downside
• Set an Ambitious Target Price
• Should You Make the First Offer and, If So, at What Price?
• The Anchoring Effect
• Recognize and Use Key Steps of the Negotiation Dance
• Meta-Anchoring: Framing the Whole Negotiation
• Back to Creating and Claiming Value
• Chapter Thirteen – Solve Joint Problems to Create and Claim Value
• Ask, Listen, and Learn
• Divulge Information Strategically
• Foster an Appealing and Productive Negotiation Process
• Adopt a Persuasive Style
• Can You Write Their Victory Speech?
• Part Five – 3-D Strategies in Practice
• Chapter Fourteen – Map Backward to Craft a 3-D Strategy
• Back to 1912: The Roosevelt Campaign and Moffett Studios
• Six Lessons/Reminders from the Moffett Studios Saga
• “Begin wich the End”: Backward Mapping to Develop a 3-D Strategy
• Chapter Fifteen – Think Strategically, Act Opportunistically
• AOL, Microsoft, and Netscape: Negotiating the Browser Wars
• Kennecott in Chile: Negotiating Expropriation
• Concord Pulp and Paper: An Unfolding 3-D Negotiation
• Concluding Thoughts
• The 3-D Negotiator: Creative Setup Architect, Insightful Deal Designer, Persuasive Tactician
• Authors’ Note
• Notes
• Index
• About the Authors