Negotiation

by Lewicki, Roy; Saunders, David; Barry, Bruce

• ISBN13: 9780072973075
• ISBN10: 0072973072
• Edition: 5th
• Format: Paperback
• Copyright: 2005-04-26
• Publisher: McGraw-Hill/Irwin

Summary

Negotiation is a critical skill needed for effective management. Negotiation 5/e explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and intergroup conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates.

Table of Contents

Part 1: Negotiation Fundamentals
The Nature of Negotiation	1	(31)
A Few Words about Our Style and Approach	3	(1)
Joe and Sue Carter	4	(2)
Characteristics of a Negotiation Situation	6	(2)
Interdependence	8	(4)
Types of Interdependence Affect Outcomes	11	(1)
Alternatives Shape Interdependence	11	(1)
Mutual Adjustment	12	(3)
Mutual Adjustment and Concession Making	13	(1)
Two Dilemmas in Mutual Adjustment	14	(1)
Value Claiming and Value Creation	15	(3)
Conflict	18	(4)
Definitions	18	(1)
Levels of Conflict	18	(1)
Functions and Dysfunctions of Conflict	19	(1)
Factors That Make Conflict Easy or Difficult to Manage	20	(2)
Effective Conflict Management	22	(2)
Overview of the Chapters in This Book	24	(6)
Chapter Summary	30	(2)
Strategy and Tactics of Distributive Bargaining	32	(39)
The Distributive Bargaining Situation	33	(8)
The Role of Alternatives to a Negotiated Agreement	36	(1)
Settlement Point	37	(1)
Bargaining Mix	37	(1)
Fundamental Strategies	38	(1)
Discovering the Other Party's Resistance Point	38	(1)
Influencing the Other Party's Resistance Point	39	(2)
Tactical Tasks	41	(7)
Assessing the Other Party's Target, Resistance Point, and Costs of Terminating Negotiations	41	(2)
Manage the Other Party's Impressions	43	(2)
Modify the Other Party's Perceptions	45	(1)
Manipulate the Actual Costs of Delay or Termination	46	(2)
Positions Taken during Negotiation	48	(6)
Opening Offers	48	(1)
Opening Stance	49	(1)
Initial Concessions	49	(1)
Role of Concessions	50	(2)
Pattern of Concession Making	52	(1)
Final Offers	53	(1)
Commitment	54	(5)
Tactical Considerations in Using Commitments	54	(2)
Establishing a Commitment	56	(1)
Preventing the Other Party from Committing Prematurely	57	(1)
Finding Ways to Abandon a Committed Position	58	(1)
Closing the Deal	59	(1)
Hardball Tactics	60	(9)
Dealing with Typical Hardball Tactics	61	(1)
Typical Hardball Tactics	62	(7)
Distributive Bargaining Skills Applicable to Integrative Negotiations	69	(1)
Chapter Summary	69	(2)
Strategy and Tactics of Integrative Negotiation	71	(31)
Introduction	71	(1)
What Makes Integrative Negotiation Different?	72	(1)
An Overview of the Integrative Negotiation Process	72	(3)
Creating a Free Flow of Information	73	(1)
Attempting to Understand the Other Negotiator's Real Needs and Objectives	73	(1)
Emphasizing the Commonalities between the Parties and Minimizing the Differences	74	(1)
Searching for Solutions That Meet the Needs and Objectives of Both Sides	74	(1)
Key Steps in the Integrative Negotiation Process	75	(18)
Identify and Define the Problem	76	(2)
Understand the Problem Fully---Identify Interests and Needs	78	(4)
Generate Alternative Solutions	82	(7)
Evaluate and Select Alternatives	89	(4)
Factors That Facilitate Successful Integrative Negotiation	93	(5)
Some Common Objective or Goal	93	(1)
Faith in One's Problem-Solving Ability	93	(1)
A Belief in the Validity of One's Own Position and the Other's Perspective	94	(1)
The Motivation and Commitment to Work Together	94	(1)
Trust	95	(1)
Clear and Accurate Communication	96	(1)
An Understanding of the Dynamics of Integrative Negotiation	97	(1)
Summary	98	(1)
Why Integrative Negotiation Is Difficult to Achieve	98	(2)
The History of the Relation between the Parties	98	(1)
A Belief That an Issue Can Only Be Resolved Distributively	98	(2)
The Mixed-Motive Nature of Most Negotiating Situations	100	(1)
Chapter Summary	100	(2)
Negotiation: Strategy and Planning	102	(30)
Goals---The Focus That Drives a Negotiation Strategy	103	(2)
Direct Effects of Goals on Choice of Strategy	103	(1)
Indirect Effects of Goals on Choice of Strategy	104	(1)
Strategy---The Overall Plan to Achieve One's Goals	105	(5)
Strategy versus Tactics	105	(1)
Unilateral versus Bilateral Applications to Strategy	105	(1)
The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies	106	(4)
Understanding the Flow of Negotiation: Stages and Phases	110	(3)
Getting Ready to Implement the Strategy: The Planning Process	113	(18)
Defining the Issues	115	(2)
Assembling the Issues and Defining the Bargaining Mix	117	(1)
Defining Interests	118	(1)
Knowing Limits and Alternatives	119	(1)
Setting Targets and Openings	120	(1)
Assessing Constituents and the Social Context of the Negotiation	121	(3)
Analyzing the Other Party	124	(4)
Presenting Issues to the Other Party	128	(1)
What Protocol Needs to Be Followed in This Negotiation?	129	(2)
Chapter Summary	131	(1)
Part 2: Negotiation Subprocesses
Perception, Cognition, and Emotion	132	(30)
Perception	132	(3)
Perception Defined	132	(1)
Perceptual Distortion	133	(2)
Framing	135	(9)
Types of Frames	137	(1)
How Frames Work in Negotiation	137	(2)
Another Approach to Frames: Interests, Rights, and Power	139	(2)
The Frame of an Issue Changes as the Negotiation Evolves	141	(2)
Summary	143	(1)
Cognitive Biases in Negotiation	144	(8)
Irrational Escalation of Commitment	144	(1)
Mythical Fixed-Pie Beliefs	144	(1)
Anchoring and Adjustment	145	(1)
Issue Framing and Risk	146	(1)
Availability of Information	147	(1)
The Winner's Curse	148	(1)
Overconfidence	148	(1)
The Law of Small Numbers	149	(1)
Self-Serving Biases	150	(1)
Endowment Effect	151	(1)
Ignoring Others' Cognitions	152	(1)
Reactive Devaluation	152	(1)
Managing Misperceptions and Cognitive Biases in Negotiation	152	(3)
Reframing	155	(1)
Mood, Emotion, and Negotiation	155	(5)
Chapter Summary	160	(2)
Communication	162	(21)
Basic Models of Communication	162	(3)
Distortion in Communication	163	(2)
What Is Communicated during Negotiation?	165	(4)
Offers, Counteroffers, and Motives	166	(1)
Information about Alternatives	166	(1)
Information about Outcomes	167	(1)
Social Accounts	167	(1)
Communication about Process	167	(1)
Is More Information Always Better?	168	(1)
How People Communicate in Negotiation	169	(6)
Use of Language	169	(2)
Use of Nonverbal Communication	171	(1)
Selection of a Communication Channel	172	(3)
How to Improve Communication in Negotiation	175	(5)
The Use of Questions	176	(1)
Listening	176	(4)
Role Reversal	180	(1)
Special Communication Considerations at the Close of Negotiations	180	(2)
Avoiding Fatal Mistakes	181	(1)
Achieving Closure	181	(1)
Chapter Summary	182	(1)
Finding and Using Negotiation Power	183	(21)
Why Is Power Important to Negotiators?	183	(1)
A Definition of Power	184	(3)
Sources of Power---How People Acquire Power	187	(14)
Informational Sources of Power	188	(3)
Power Based on Personality and Individual Differences	191	(1)
Power Based on Position in an Organization	192	(4)
Power Based on Relationships	196	(4)
Contextual Sources of Power	200	(1)
Dealing with Others Who Have More Power	201	(1)
Chapter Summary	202	(2)
Influence	204	(30)
Two Routes to Influence: An Organizing Model	204	(1)
The Central Route to Influence: The Message and Its Delivery	205	(8)
Message Content	205	(3)
Message Structure	208	(1)
Persuasive Style: How to Pitch the Message	209	(3)
Section Summary	212	(1)
Peripheral Routes to Influence	213	(16)
Aspects of Messages That Foster Peripheral Influence	213	(2)
Source Characteristics That Foster Peripheral Influence	215	(7)
Aspects of Context That Foster Peripheral Influence	222	(6)
Section Summary	228	(1)
The Role of Receivers---Targets of Influence	229	(4)
Exploring or Ignoring the Other's Position	229	(1)
Resisting the Other's Influence	230	(3)
Chapter Summary	233	(1)
Ethics in Negotiation	234	(41)
A Sampling of Ethical Quandaries	234	(2)
What Do We Mean by ``Ethics'' and Why Do They Matter in Negotiation?	236	(2)
Ethics Defined	236	(1)
Applying Ethical Reasoning to Negotiation	237	(1)
Ethics versus Prudence versus Practicality versus Legality	237	(1)
Four Approaches to Ethical Reasoning	238	(8)
End-Result Ethics	241	(1)
Duty Ethics	241	(3)
Social Contract Ethics	244	(1)
Personalistic Ethics	244	(2)
What Questions of Ethical Conduct Arise in Negotiation?	246	(7)
Ethically Ambiguous Tactics: It's (Mostly) All about the Truth	246	(2)
Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use	248	(3)
Deception by Omission versus Commission	251	(1)
The Decision to Use Ethically Ambiguous Tactics: A Model	251	(2)
Why Use Deceptive Tactics? Motives and Consequences	253	(6)
The Power Motive	253	(1)
Other Motives to Behave Unethically	253	(2)
The Consequences of Unethical Conduct	255	(1)
Explanations and Justifications	256	(3)
What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics?	259	(11)
Demographic Factors	261	(2)
Personality Differences	263	(1)
Moral Development and Personal Values	264	(1)
Contextual Influences on Unethical Conduct	265	(5)
How Can Negotiators Deal with the Other Party's Use of Deception?	270	(3)
Chapter Summary	273	(2)
Part 3: Negotiation Contexts
Relationships in Negotiation	275	(25)
The Adequacy of Established Theory and Research for Understanding Negotiation within Relationships	275	(5)
Forms of Relationships	280	(5)
Four Fundamental Relationship Forms	281	(2)
Dimensions of Relationships	283	(1)
Negotiations in Communal Relationships	284	(1)
Section Summary	285	(1)
Key Elements in Managing Negotiations within Relationships	285	(13)
Reputation	286	(1)
Trust	287	(6)
Justice	293	(3)
Relationships among Reputation, Trust, and Justice	296	(1)
Repairing a Relationship	297	(1)
Chapter Summary	298	(2)
Agents, Constituencies, Audiences	300	(29)
The Number of Parties in a Negotiation	300	(1)
How Agents, Constituents, and Audiences Change Negotiations	301	(12)
Audiences: Team Members, Constituents, Bystanders, and Others	302	(10)
Tactical Implications of Social Structure Dynamics: The Negotiator's Dilemma	312	(1)
Constituencies and Audiences	313	(12)
When to Use an Agent	325	(2)
Managing Agents	327	(1)
Chapter Summary	327	(2)
Coalitions	329	(20)
A Situation with More Than Two Parties	329	(2)
What Is a Coalition?	331	(1)
Types of Coalitions	332	(1)
How and Why Coalitions Form and Develop	332	(9)
When Do Coalitions Form?	332	(5)
How Do Coalitions Develop?	337	(4)
Standards for Coalition Decision Making	341	(6)
Power and Leverage in Coalitions	342	(2)
How to Build Coalitions: Some Practical Advice	344	(3)
Chapter Summary	347	(2)
Multiple Parties and Teams	349	(26)
The Nature of Multiparty Negotiations	349	(9)
Differences between Two-Party Negotiations and Multiparty Negotiations	350	(5)
What Is an Effective Group?	355	(3)
Managing Multiparty Negotiations	358	(14)
The Prenegotiation Stage	358	(2)
The Formal Negotiation Stage---Managing the Group Process and Outcome	360	(9)
The Agreement Phase	369	(3)
Interteam Negotiations	372	(2)
Chapter Summary	374	(1)
Part 4: Individual Differences
Individual Differences I: Gender and Negotiation	375	(12)
Defining Sex and Gender	375	(1)
Research on Gender Differences in Negotiation	376	(2)
Male and Female Negotiators: Theoretical Perspectives	376	(2)
Empirical Findings on Gender Differences in Negotiation	378	(7)
Overcoming the Disadvantage of Gender Differences	384	(1)
Chapter Summary	385	(2)
Individual Differences II: Personality and Abilities	387	(18)
Early Research on Individual Differences and Negotiation	387	(2)
Personality and Negotiation	389	(9)
Conflict Management Style	389	(2)
Social Value Orientation	391	(1)
Interpersonal Trust	392	(1)
Self-Efficacy and Locus of Control	393	(1)
Self-Monitoring	394	(1)
Machiavellianism	395	(1)
Face Threat Sensitivity	396	(1)
The ``Big Five'' Personality Factors	396	(1)
Section Summary	396	(2)
Abilities in Negotiation	398	(4)
Cognitive Ability	398	(1)
Emotional Intelligence	399	(1)
Perspective-Taking Ability	400	(2)
The Behavioral Approach to Differences among Negotiators	402	(1)
Chapter Summary	403	(2)
Part 5: Negotiation across Cultures
International and Cross-Cultural Negotiation	405	(32)
What Makes International Negotiation Different?	407	(6)
Environmental Context	407	(3)
Immediate Context	410	(2)
How Do We Explain International Negotiation Outcomes?	412	(1)
Conceptualizing Culture and Negotiation	413	(6)
Culture as Learned Behavior	413	(1)
Culture as Shared Values	414	(4)
Culture as Dialectic	418	(1)
Culture in Context	419	(1)
The Influence of Culture on Negotiation: Managerial Perspectives	419	(5)
Definition of Negotiation	420	(1)
Negotiation Opportunity	420	(1)
Selection of Negotiators	420	(1)
Protocol	420	(1)
Communication	421	(1)
Time Sensitivity	422	(1)
Risk Propensity	422	(1)
Groups versus Individuals	423	(1)
Nature of Agreements	423	(1)
Emotionalism	423	(1)
The Influence of Culture on Negotiation: Research Perspectives	424	(6)
Negotiation Outcomes	424	(2)
Negotiation Process	426	(2)
Effects of Culture on Negotiator Cognition	428	(1)
Effect of Culture on Negotiator Ethics and Tactics	429	(1)
Effect of Culture on Conflict Resolution	429	(1)
Culturally Responsive Negotiation Strategies	430	(5)
Low Familiarity	433	(1)
Moderate Familiarity	434	(1)
High Familiarity	434	(1)
Chapter Summary	435	(2)
Part 6: Resolving Differences
Managing Negotiation Impasses	437	(29)
Introduction	437	(1)
The Nature of ``Difficult-to-Resolve'' Negotiations and Why They Occur	437	(10)
The Nature of Impasse	438	(1)
What Causes Impasses and Intractable Negotiations?	438	(1)
Characteristics of the Parties	439	(4)
Characteristics of the Issues	443	(1)
Characteristics of the Environment	443	(1)
Characteristics of the Negotiation Setting	444	(1)
Characteristics of the Conflict Resolution Processes	445	(1)
Section Summary	446	(1)
Fundamental Mistakes That Cause Impasses	447	(1)
How to Resolve Impasses	448	(16)
Agreement on the Rules and Procedures	449	(1)
Reducing Tension and Synchronizing De-escalation	450	(2)
Improving the Accuracy of Communication	452	(3)
Controlling Issues	455	(3)
Establishing Common Ground	458	(4)
Enhancing the Desirability of Options to the Other Party	462	(2)
Section Summary	464	(1)
Chapter Summary	464	(2)
Managing Negotiation Mismatches	466	(16)
Introduction	466	(1)
Managing the Shadow Negotiation and Social Contract	467	(3)
Power Moves	468	(1)
Process Moves	468	(1)
Appreciative Moves	468	(1)
Section Summary	468	(2)
Responding to the Other Side's Hard Distributive Tactics	470	(1)
Call Them on It	470	(1)
Ignore Them	470	(1)
Respond in Kind	470	(1)
Offer to Change to More Productive Methods	470	(1)
Section Summary	471	(1)
Responding When the Other Side Has More Power	471	(2)
The Special Problem of Handling Ultimatums	473	(1)
Responding When the Other Side Is Being Difficult	474	(6)
Ury's Breakthrough Approach	475	(2)
Section Summary	477	(1)
Responding to Difficult People	478	(1)
Having Conversations with Difficult People	478	(2)
Chapter Summary	480	(2)
Managing Difficult Negotiations: Third-Party Approaches	482	(35)
Adding Third Parties to the Two-Party Negotiation Process	482	(5)
Benefits and Liabilities of Third-Party Intervention	483	(1)
When Is Third-Party Involvement Appropriate?	484	(1)
Which Type of Intervention Is Appropriate?	484	(3)
Types of Third-Party Intervention	487	(1)
Formal Intervention Methods	488	(16)
Arbitration	488	(3)
Mediation	491	(9)
Process Consultation	500	(3)
Combining Formal Intervention Methods	503	(1)
Informal Intervention Methods	504	(7)
Which Approach Is More Effective?	506	(5)
Alternative Dispute Resolution Systems: When the Organization Is the Third Party	511	(4)
Chapter Summary	515	(2)
Part 7: Summary
Best Practices in Negotiations	517	(10)
Be Prepared	517	(1)
Diagnose the Fundamental Structure of the Negotiation	518	(1)
Identify and Work the BATNA	519	(1)
Be Willing to Walk Away	519	(1)
Master the Key Paradoxes of Negotiation	520	(2)
Claiming Value versus Creating Value	520	(1)
Sticking by Your Principles versus Being Resilient to the Flow	520	(1)
Sticking with the Strategy versus Opportunistic Pursuit of New Options	521	(1)
Honest and Open versus Closed and Opaque	521	(1)
Trust versus Distrust	522	(1)
Remember the Intangibles	522	(2)
Actively Manage Coalitions	524	(1)
Savor and Protect Your Reputation	524	(1)
Remember That Rationality and Fairness Are Relative	525	(1)
Continue to Learn from Your Experience	525	(2)
Bibliography	527	(47)
Name Index	574	(10)
Subject Index	584