9780131193239

Conflict Management A Practical Guide to Developing Negotiation Strategies

by
  • ISBN13:

    9780131193239

  • ISBN10:

    0131193236

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2/7/2006
  • Publisher: Prentice Hall

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Supplemental Materials

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Summary

Well honed negotiating skills can benefit everyone both personally and professionally. This book explores how to develop critical negotiation skills using a very individual, personalized approach. It examines how personality and temperaments influence negotiation styles and techniques and provides numerous strategies proven effective with different personality types. Readers become more skilled in negotiations by understanding how conflict often begins the negotiation process. Exercises, self-assessment tools, and examples give readers an opportunity to identify, develop, practice, and perfect their own unique set of negotiation skills.Recognizes the link between personality and conflict management styles. Discusses psychological and sociological factors along with gender and cultural differences inherent in thenegotiation process. Offers self-assessment exercises to help readers identify their personal negotiation and conflict management styles. Looks at rules of negotiation and the common mistakes we all make. Covers team negotiation and third-party negotiation.For courses in business and communications or for anyone interested in improving personal negotiating skills.

Table of Contents

Preface xv
Acknowledgments xvii
About the Author xix
Introduction xxi
Defining Negotiation and Its Components
1(10)
All Human Interaction Is Negotiation
2(2)
The Personal Nature of Negotiation
4(1)
Not Everything Is Negotiable
4(1)
Conscious and Unconscious Determinants of Your Negotiation Performance
5(1)
What You Do Not Know Will Hurt You
5(1)
Components of Negotiation Performance
6(1)
How to Develop Your Effective Personal Negotiating Power
6(1)
A General Plan to Develop Your Effective Personalized Negotiation Strategies
7(1)
A Beginning
8(3)
Personality
11(21)
Why It Is Important to Know Your Personality
12(1)
Defining Personality: One Size Does Not Fit All
12(1)
Facets of Personality That Affect Your Negotiation Approach and Temperament
13(1)
Personal Profile of Negotiating Personality Attributes
14(1)
Learning Theory and Assessing Yourself
15(17)
Emotional Stability and Conscientiousness
15(1)
Locus of Control
16(1)
Self-Monitoring
17(1)
Competitiveness and Types A and B
18(1)
Needs for Achievement, Power, and Affiliation
19(1)
Machiavellianism
20(1)
Jungian Personality Preferences
20(5)
Learning Style: What You See and How You Know
25(2)
Right-Brain/Left-Brain Dominance
27(1)
Creativity
28(1)
Charisma
28(1)
Emotional Intelligence
29(3)
Conflict
32(22)
First Things First
33(1)
Conflict: What Is It? Where Is It?
34(1)
Your Personal Approach to Negotiation and Conflict
35(1)
Another Exercise in Attitude
36(1)
The Terms Attitude, View, Approach, and Style
36(1)
Sociological Schools of Thought on Conflict
37(1)
Constructive and Destructive Conflict
38(1)
Conflict, Chaos, and Complexity Theories
39(1)
A Systems Approach to Conflict Diagnosis
40(2)
Conflict Diagnosis Example
42(3)
Systems Thinking in Simple and Complex Contexts
45(1)
Managing, Using, and Resolving Conflict Through Negotiation
46(2)
Completing Your Conflict Approach Assessment and Plan
48(1)
Practice
49(5)
Negotiation Style
54(18)
Assess Your Natural and Habitual Negotiation Styles
55(6)
Four Major Negotiation Styles
61(3)
Avoidance
61(1)
Adversarial/Competitive
61(1)
Accommodating/Compromising
62(1)
Cooperative/Collaborative
63(1)
Distribution versus Integration
64(1)
Analyzing Assessment Results
64(1)
Choosing the Appropriate Style
65(3)
Contingency Theory
67(1)
Developing Effective Styles
68(1)
Learning Creativity
68(1)
Dynamic Interaction among Personality, Interest, Goals, Context, and Others
69(3)
Key Negotiating Temperaments
72(13)
Categorizing Personalities
73(1)
Four Main Alternative Preferences
74(1)
Perceiving Others
75(1)
Behavior Expectations
76(1)
Four Key Negotiating Temperaments
77(3)
Harmonizer (Pacifier)
77(1)
Controller (Bull)
78(1)
Pragmatist (Street Fighter)
78(1)
Action Seeker (High-Roller)
79(1)
Other Indicative and Related Facets of Personality
80(1)
Assessing Your Primary Negotiating Temperament
80(5)
Communicating in Negotiation
85(16)
The Communication Process
86(2)
Rules for Effective Listening in Negotiation
88(1)
Rules for Effective Speaking in Negotiation
88(1)
Filtering
89(1)
Examples of Filtering Skill Building
90(1)
When Conflict Arises in Negotiation
91(1)
Watching
92(1)
Body Language
93(3)
Electronic Communication
96(2)
Reflection and Practice
98(3)
A Note on Cultural and Gender Differences
101(9)
What Is Culture?
102(1)
Ways to Classify Country Cultures
103(1)
Relationship of Cultural Dimensions to Personality
104(1)
Cultural Differences and Their Effect in Negotiation
105(2)
Considering Gender Differences in Negotiation
107(3)
Interests and Goals in Negotiation
110(11)
Types of Goals
111(4)
Gain Aspirations
111(1)
Relationship Goals
112(1)
Goals
112(1)
Process Goals
113(2)
Evaluating and Ranking Goals
115(1)
Changing Goals
115(2)
Prospective Goals
116(1)
Retrospective Goals
116(1)
Goals and Your Negotiation Strategy
117(1)
Developing your GRIP
117(4)
Understanding the Importance of Perception in Negotiation
121(15)
Everyone Does Not See the Same Things
122(1)
The Complexity of Perception
123(1)
The Effect of Personality Differences and Cultural Expectations on Perception
124(1)
Attribution Theory
125(1)
The Role of Perception in Attitude Formation
126(2)
How Attribution Appears in Negotiation
128(1)
Self-Serving Bias
129(1)
Me, Myself, and I
129(1)
Recognizing Perceptual Differences in Negotiation
130(2)
Self-Other Perception
130(2)
Getting to Know Your Perception Process
132(1)
The Role of Perception in Goals and Decisions
132(4)
Effects of Power in Negotiation
136(15)
Types of Power
137(5)
The Power of Legitimacy
137(1)
Position Power
138(1)
Expertise Power
138(1)
Reward Power
139(1)
Coercive Power
139(1)
Referent Power
140(1)
Situation Power
140(1)
Identification Power
140(1)
Time
141(1)
Popularity Power
141(1)
Persistence Power
141(1)
Patience
141(1)
Real versus Perceived Power
142(1)
Recognizing Available Power
142(3)
The Manner of Using Power
145(1)
Psychological Games
146(5)
Asserting Yourself
151(15)
Assertion Assessment
152(3)
Passivity, Aggression, and Assertion Defined
155(1)
Passive-Aggressive Behavior and Its Impact on Negotiation
155(1)
Hostile-Aggressive Behavior and Its Impact on Negotiation
156(1)
The Impetus for Passive and Aggressive Behavior
156(1)
The Dynamics of Anger
157(1)
Fear
157(1)
Self-Esteem
158(1)
Anger Management Tools
158(4)
Anger Management Techniques
159(3)
Increasing Your Self-Esteem
162(1)
Assertive Behavior and Its Impact on You and Negotiation
162(4)
Principles of Persuasion
166(18)
Social Judgment Theory
167(1)
Latitudes of Commitment, Noncommitment, Acceptance, and Rejection
168(1)
Cognitive Dissonance
169(2)
Negativity Bias
171(1)
Preparing Your Arguments to Persuade
172(1)
Going for ACES
172(1)
Crossing the Creek
173(5)
Common Ground (C)
173(1)
Reinforce with Supporting Facts and Data (R)
174(1)
Emotional Connection (E)
175(1)
Empathy (E)
176(1)
And the Key: Keeping Your Credibility (K)
176(2)
When Persuasion Is Unlikely
178(1)
Diplomacy
179(1)
Role-Playing Exercises, and Problems
180(4)
Rules of Negotiation and Common Mistakes
184(8)
Rules
185(3)
Common Mistakes
188(1)
Frequently Asked Questions
189(3)
The Negotiation Process and Preparation
192(11)
Negotiating Terminology
193(3)
Strategy
193(2)
Style
195(1)
Counterparts
195(1)
Tactics
195(1)
Gambits
196(1)
Technique
196(1)
Stages of the Negotiation Process
196(1)
The Preparation Stage
196(3)
Prenegotiation Preparation Evaluation
199(4)
Alternative Styles, Strategies, and Techniques of Negotiation
203(20)
The Stages of Negotiation
204(1)
The Introductory Stage
205(2)
Initiation Stage Tactics
207(4)
Intensification Stage Tactics
211(5)
Closing Stage Tactics
216(2)
Negotiating in a Representative Capacity
218(1)
A Word on Deceptive Tactics, Differing Styles, and Ethics
219(4)
Team Negotiation
223(7)
Additional Complexities of Teams
224(1)
Group Dynamics
224(1)
Good Guy/Bad Guy
225(1)
Complementary Choices
226(1)
Maximizing Benefits and Minimizing Detriments
226(4)
Negotiation in Leadership and Public Relations
230(7)
What Is Leadership?
231(1)
What Makes a Leader?
231(1)
What Skills Are Necessary to Lead?
232(1)
What Personality Characteristics Affect Leadership Behavior?
232(2)
Key Concepts of Mass Communication for Leading Public Relations
234(3)
Third-Party Intervention
237(7)
Conciliation
238(1)
Mediation
239(1)
Arbitration
240(1)
Litigation
240(1)
Labor-Management Negotiation
240(1)
Requisites for Successfully Utilizing Intervention
241(1)
Skills Necessary to Effectively Intervene
242(2)
Using Your Personal Negotiating Power
244(17)
Developing a Personal Negotiating Strategy
245(1)
Quiz
246(2)
The Individual Nature of Negotiation
248(1)
Matching Personality and Temperament to Style and Tactics
248(2)
Predicting Behavior
250(1)
The Problem Counterpart
251(1)
Negotiating in Competitive Systems
252(1)
Negotiating in Avoidant Systems
253(1)
Mini Negotiation Exercise
254(1)
Practice
254(1)
Suggestions for Continued Development
255(6)
Answers to Quiz in Box 19.1
258(2)
Potential Answers to Mini Negotiation Challenges in Exercise 19.1
260(1)
Post-Negotiation Evaluation
261(8)
Assessment Tools
262(2)
Check Your Personal Excellence Progress (PEP)
264(5)
Appendix A Personality and Behavior Assessment Resources
269(2)
Types of Tests
269(1)
Published Tests
269(1)
Unpublished Tests
270(1)
Internet Sources
270(1)
Appendix B Cases for Negotiation
271(22)
Part One: Cases
272(19)
Part Two: Supplemental Case Questions Related to Specific Chapters
291(2)
References 293(7)
Selected Bibliography 300(3)
Index 303

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