Negotiation 1st Edition Moving From Conflict to Agreement
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đàm phánChuyển từ xung đột sang thỏa thuậnĐàm phán: Chuyển từ xung đột sang thỏa thuận giúp học sinh hiểu được việc đàm phán diễn ra xung quanh họ như thế nào. Sử dụng các ví dụ hàng ngày và kinh doanh, các tác giả Kevin W. Rockmann, Claus W. Langfred và Matthew A. Cronin giải thích cách đàm phán với sự nhấn mạnh vào thời điểm và lý do sử dụng các chiến thuật và cách tiếp cận nhất định. Tập trung vào tâm lý của các đòn bẩy đàm phán như tính có đi có lại, sự không chắc chắn, sức mạnh và các lựa chọn thay thế, văn bản giúp sinh viên hiểu tất cả các cách họ có thể thương lượng để tạo ra giá trị. Được đóng gói với những lời khuyên thực tế, tổng hợp các vấn đề đạo đức, trường hợp và bài tập nhập vai, văn bản mới hấp dẫn này áp dụng cách tiếp cận ứng dụng vào đàm phán, cho phép sinh viên có được sự tự tin và kinh nghiệm khi thực hành mài giũa kỹ năng đàm phán của chính mình. Đi kèm với tiêu đề này: Trang web Tài nguyên dành cho Người hướng dẫn được bảo vệ bằng mật khẩu (chính thức được gọi là SAGE Edge) cung cấp quyền truy cập vào tất cả các tài nguyên dành riêng cho văn bản, bao gồm ngân hàng bài kiểm tra và các trang trình bày PowerPoint® dành riêng cho từng chương có thể chỉnh sửa.
- PrefaceAcknowledgmentsAbout the AuthorsSection I • Introduction to Negotiation
- Chapter 1 • How to Think About NegotiationLearning ObjectivesWhat Is a Negotiation, and Why Do We Negotiate?Do Others Have Control Over What You Want or Need?Does the Situation Involve the Need for Joint Action?Summary of Why We NegotiateCommon Mistakes Made When NegotiatingThe Mental Model of a NegotiatorMistake 1: Thinking You Know What a Successful Negotiation Looks LikeMistake 2: Avoiding ConflictMistake 3: Failing to PlanMistake 4: Succumbing to the Fixed-Pie BiasMistake 5: Assuming Too MuchMistake 6: Being Overly Self-ServingMistake 7: Relying on the Same Tactic Again and AgainMistake 8: Inability to Transfer Knowledge From One Negotiation to the NextChapter ReviewDiscussion QuestionsConcept Application
- Chapter 2 • Negotiation FundamentalsLearning ObjectivesApproaches to NegotiationUnderstandingConvincingThe Basics of NegotiationNegotiating ParticipantsIssues and Bargaining MixInterests vs. PositionsEvaluating SuccessTangible vs. Intangible InterestsZOPA and Resistance PointsCreating vs. Claiming ValuePreparing for the Ethics of NegotiationWhat Are Ethics?Why Are Ethics Important?Having a Personal StandardBad People or Bad Behavior?Chapter ReviewDiscussion QuestionsConcept Application
- Chapter 3 • Planning to NegotiateLearning ObjectivesIntroduction to Negotiation PlanningThinking About PlanningInformation GatheringWhat Is “True”?RelevanceAnticipating Negotiation TacticsPlanning for Value CreationBuilding a Negotiation PlanNegotiation ParticipantsInterestsIssues and Creating a Preference TableGoalsAlternativesIndividual and Cultural DifferencesApproach and TacticsMaking a Planning WorksheetEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationSection II • Negotiation Levers
- Chapter 4 • ReciprocityLearning Objectives➡ Chapter ExampleIntroduction to ReciprocityReciprocity DefinedWhat Is Reciprocated?Reciprocity Over TimeThe Paradox of ReciprocityInterests in NegotiationCautions When Using ReciprocityNegotiation TacticsUncovering Your Own InterestsPerspective TakingAsking Interest-Based QuestionsCompromiseAdding IssuesLogrollingPackaging IssuesContingent ContractsBenefits to Leveraging ReciprocityCosts to Leveraging ReciprocityEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: ExpatSupplement A • The Stages of Negotiation
- Chapter 5 • Intangible InterestsLearning Objectives➡ Chapter ExampleIntroduction to Intangible InterestsThe “Self” and IdentityWhere Does Identity Come From?Multiple Sources of IdentityIdentity ThreatCognitive Dissonance and ConsistencyInterests in PrincipleRespectNegotiation TacticsHelping Others Save FaceFraming Positions to Match Intangible InterestsUtilizing Intangible ResourcesThe Emotional AppealUsing StandardsBenefits to Leveraging Intangible InterestsCosts to Leveraging Intangible InterestsEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: The Science DepartmentSupplement B • Negotiation and Technology
- Chapter 6 • RelationshipsLearning Objectives➡ Chapter ExampleIntroduction to RelationshipsRelationship PowerSocial ExchangeLiking and SimilarityTrustTrust RepairNegotiating TacticsAppear Friendly and OpenHave a Professional AppearanceBe ConsistentBe DependableAlways ReciprocateShare ExperiencesFind Similarities/Common GroundBenefits to Leveraging RelationshipsCosts to Leveraging RelationshipsEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: The Raw FormSupplement C • Negotiating With More Than One Person
- Chapter 7 • UncertaintyLearning Objectives➡ Chapter ExampleIntroduction to UncertaintyUncertainty in NegotiationKnowledge and UncertaintyUncertainty, Anxiety, SensemakingInformation AsymmetryTolerance for AmbiguityExpert PowerNegotiation TacticsDoing ResearchData-Based ArgumentsPlanning ConcessionsOpening Offers/Setting an AnchorUsing ExpertiseFraming as GainsBenefits to Leveraging UncertaintyCosts to Leveraging UncertaintyEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: A Question of ValueSupplement D • Mediation and Arbitration
- Chapter 8 • Formal PowerLearning Objectives➡ Chapter ExampleIntroduction to Formal PowerWhat Is Power?Power Is Given by OthersTypes of PowerPower ImbalanceNegotiation TacticsUsing Resources as LeverageUsing LegitimacyBuilding CoalitionsInvoking Background PowerManaging the Impression of Formal PowerBenefits to Leveraging Formal PowerCosts to Leveraging Formal PowerEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: NuclearSupplement E • “Hardball” Tactics of Negotiation
- Chapter 9 • AlternativesLearning Objectives➡ Chapter ExampleIntroduction to AlternativesOpportunity CostsBATNABATNA and ConfidenceBATNA and PowerNegotiation TacticsImproving Your BATNADisclosing BATNAExposing Another’s BATNAWalking AwayBenefits to Leveraging AlternativesCosts to Leveraging AlternativesEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: H-Electrix AutomotiveSupplement F • Resource and Time Constraints
- Chapter 10 • Persistence and GoalsLearning Objectives➡ Chapter ExampleIntroduction to Persistence and GoalsThe Motivated Negotiator: Setting GoalsCharacteristics of Motivating GoalsGoals and Resistance PointsExtrinsic MotivationIntrinsic MotivationWhy Does Persistence Work?Negotiation TacticsBeing PersistentSetting GoalsUsing a Preference SheetSetting Intangible GoalsBenefits to Leveraging PersistenceCosts to Leveraging PersistenceEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationRole-Play Exercise: The SubaruSection III • Managing Your Negotiation
- Chapter 11 • Individual DifferencesLearning ObjectivesGender and Sex DifferencesPersonalityConflict AvoidanceAgreeablenessSocial Value OrientationPropensity to TrustEmotionsAngerEmotion ExpressionAnxiety and FearEmotional IntelligenceDifferences in Negotiation AbilityEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept Application
- Chapter 12 • CultureLearning ObjectivesCulture as ContextDefining CultureDimensions of CultureImplications of Cultural DifferencesCulture and EmotionLocal, Organizational, and Team CulturesAdvice for Cross-Cultural NegotiationsAnticipate Differences in Strategy and TacticsLeverage Cultural Differences to Create ValueAvoid Attribution ErrorsAvoid EthnocentrismShow RespectBe Aware of Exceptions and DifferencesEthical ConsiderationsEthics Discussion QuestionsChapter ReviewDiscussion QuestionsConcept ApplicationAppendix 1: Mini CasesVignette 1: Professor PoeVignette 2: The Princess BrideVignette 3: Jacob and the GardenVignette 4: Jalen and BrianVignette 5: The Mofred Glass CorporationVignette 6: Mykalea and INVFAppendix 2: Elqui Terra CaseCase Discussion QuestionsAppendix 3: Job NegotiationsDon’t Skip PlanningMove From Convincing to UnderstandingImprove Your BATNAFind a Truth Teller (Insider)Don’t Forget About Contingent ContractsSee Your Opponent as a Possible MentorTry to Avoid E-mailRemember That “Value” Comes in All Shapes and SizesGlossaryNotesIndex
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