Negotiation

by Lewicki, Roy J.; Barry, Bruce; Saunders, David M.; Minton, John W.

• ISBN13: 9780072432558
• ISBN10: 0072432551
• Edition: 4th
• Format: Paperback
• Copyright: 2002-12-27
• Publisher: McGraw-Hill/Irwin

Summary

Negotiation is a critical skill needed for effective management. NEGOTIATION 4/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

The Nature of Negotiation	1	(30)
Joe and Sue Carter	1	(2)
Introduction	3	(1)
Characteristics of a Negotiation Situation	4	(3)
Interdependence	7	(2)
Mutual Adjustment	9	(5)
Interdependence and Perceptions	14	(2)
Value Creation	16	(1)
Conflict	17	(3)
Definitions
Levels of Conflict
Functions and Dysfunctions of Conflict
Factors That Make Conflict Difficult to Manage
Conflict Management	20	(4)
Overview of the Chapters in This Book	24	(6)
Negotiation: Strategizing, Framing, and Planning	30	(44)
Goals---The Objectives That Drive a Negotiation Strategy	31	(3)
Direct Effects of Goals on Choice of Strategy
Indirect Effects of Goals on Choice of Strategy
Strategy---The Overall Plan to Achieve One's Goals	34	(3)
Strategy, Tactics, or Planning? Strategic Options---Vehicles for Achieving Goals
Defining the Issues---The Process of ``Framing'' the Problem	37	(13)
Why Frames Are Critical to Understanding Strategy
Types of Frames
Another Approach to Frames: Interests, Rights, and Power
The Frame of an Issue Changes as the Negotiation Evolves
Understanding the Flow of Negotiations: Stages and Phases	50	(3)
Phase Models of Negotiation
Getting Ready to Implement the Strategy: The Planning Process	53	(19)
Defining the Issues
Assembling the Issues and Defining the Bargaining Mix
Defining Your Interests
Knowing Your Limits and Alternatives
Setting Targets and Openings
Assessing My Constituents
Analyzing the Other Party
What Strategy Do I Want to Pursue?
How Will I Present the Issues to the Other Party?
What Protocol Needs to Be Followed in This Negotiation?
Summary on the Planning Process
Chapter Summary	72	(2)
Strategy and Tactics of Distributive Bargaining	74	(39)
The Distributive Bargaining Situation	75	(5)
The Role of Alternatives to a Negotiated Agreement
Settlement Point
Bargaining Mix
Fundamental Strategies	80	(3)
Discovering the Other Party's Resistance Point
Influencing the Other Party's Resistance Point
Tactical Tasks	83	(7)
Assess Outcome Values and the Costs of Termination
Manage the Other Party's Impressions
Modify the Other Party's Perceptions
Manipulate the Actual Costs of Delay or Termination
Positions Taken During Negotiation	90	(6)
Opening Offer
Opening Stance
Initial Concessions
Role of Concessions
Pattern of Concession Making
Final Offer
Commitment	96	(6)
Tactical Considerations in Using Commitments
Establishing a Commitment
Preventing the Other Party from Committing Prematurely
Finding Ways to Abandon a Committed Position
Closing the Deal	102	(1)
Hardball Tactics	103	(9)
Dealing with Typical Hardball Tactics
Typical Hardball Tactics
Chapter Summary	112	(1)
Strategy and Tactics of Integrative Negotiation	113	(34)
Introduction	113	(1)
What Makes Integrative Negotiation Different?
An Overview of the Integrative Negotiation Process	114	(3)
Creating a Free Flow of Information
Attempting to Understand the Other Negotiator's Real Needs and Objectives
Emphasizing the Commonalities between the Parties and Minimizing the Differences
Searching for Solutions That Meet the Goals and Objectives of Both Sides
Key Steps in the Integrative Negotiation Process	117	(18)
Identify and Define the Problem
Understand the Problem Fully---Identify Interests and Needs
Generate Alternative Solutions
Evaluation and Selection of Alternatives
Factors That Facilitate Successful Integrative Negotiation	135	(8)
Some Common Objective or Goal
Faith in One's Problem-Solving Ability
A Belief in the Validity of One's Own Position and the Other's Perspective
The Motivation and Commitment to Work Together
Trust
Clear and Accurate Communication
An Understanding of the Dynamics of Integrative Negotiation
Summary
Why Integrative Negotiation Is Difficult to Achieve	143	(2)
The History of the Relationship between the Parties
A Belief That an Issue Can Only Be Resolved Distributively
The Mixed-Motive Nature of Most Negotiating Situations
Chapter Summary	145	(2)
Perception, Cognition, and Communication	147	(42)
Perception and Negotiation	148	(4)
The Role of Perception
Perceptual Distortion in Negotiation
Framing
Section Summary
Cognitive Biases in Negotiation	152	(9)
Irrational Escalation of Commitment
Mythical Fixed-Pie Beliefs
Anchoring and Adjustment
Framing
Availability of Information
The Winner's Curse
Overconfidence
The Law of Small Numbers
Self-Serving Biases
Endowment Effect
Ignoring Others' Cognitions
Reactive Devaluation
Managing Misperceptions and Cognitive Biases in Negotiation	161	(2)
Reframing
Communication in Negotiation	163	(5)
Distortion in Communication
Phase Models of Communication in Negotiation
What Is Communicated during Negotiation?	168	(4)
Offers and Counteroffers
Information about Alternatives
Information about Outcomes
Social Accounts
Communication about Process
Is More Information Always Better?
How People Communicate in Negotiation	172	(3)
Use of Language
Selection of a Communication Channel
How to Improve Communication in Negotiation	175	(7)
The Use of Questions
Listening
Role Reversal
Mood, Emotion, and Negotiation	182	(3)
Special Communication Considerations at the Close of Negotiations	185	(2)
Avoiding Fatal Mistakes
Achieving Closure
Chapter Summary	187	(2)
Finding and Using Negotiation Leverage	189	(45)
Leverage as Advantage: Why Is Power Important to Negotiators?	189	(3)
A Definition of Power	192	(1)
Sources of Power---How People Acquire Power	193	(9)
Power Based on Information and Expertise
Power Based on Control over Resources
Power Based on One's Position
Section Summary
Managing Power: Influence and Persuasion	202	(3)
The Central Route to Influence: The Message and Its Delivery	205	(6)
Message Content
Message Structure
Persuasive Style: How to Pitch the Message
Section Summary
Peripheral Routes to Influence	211	(16)
Aspects of Messages That Foster Peripheral Influence
Source Characteristics That Foster Peripheral Influence
Aspects of Context That Foster Peripheral Influence
Section Summary
The Role of Receivers---Targets of Influence	227	(5)
Attending to Others
Exploring or Ignoring the Other's Position
Resisting the Other's Influence
Section Summary
Chapter Summary	232	(2)
Ethics in Negotiation	234	(43)
Why Do Negotiators Need to Know about Ethics?	234	(2)
What Are Ethics and Why Do They Apply to Negotiation?	236	(2)
What Are the Major Ethical Concerns That Apply to Negotiation?	238	(7)
End-Result Ethics
Rule Ethics
Social Contract Ethics
Personalistic Ethics
What Major Types of Ethical and Unethical Conduct Are Likely to Occur in Negotiation?	245	(6)
The Range of Available Influence Tactics
Typologies of Deceptive Tactics and Attitudes toward Their Use
Does Tolerance for Unethical Tactics Lead to Their Actual Use?
Intentions and Motives to Use Deceptive Tactics	251	(9)
The Motivation to Behave Unethically
The Consequences of Unethical Conduct
Explanations and Justifications
What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics?	260	(11)
Demographic Factors
Personality Differences and Moral Development
Moral Development and Personal Values
Contextual Influences on Unethical Conduct
How Can Negotiators Deal with the Other Party's Use of Deception?	271	(3)
Chapter Summary	274	(3)
Social Context: Relationships and Representatives	277	(46)
The Number of Parties in a Negotiation	278	(1)
Negotiating through Others within a Relationship	279	(10)
The Adequacy of Past Theory and Research for Understanding Negotiation within Relationships
Forms of Relationships
Negotiations in Communal Relationships
Key Elements in Managing Negotiations within Relationships	289	(9)
Trust
Justice
Summary
Using Representatives	298	(24)
Audiences: Team Members, Constituents, Bystanders, and Audiences
Tactical Implications of Social Structure Dynamics: The Negotiator's Dilemma
Advice to Negotiators for Managing Their Constituencies and Audiences
Advice to Constituents in Managing Agents
Section Summary
Chapter Summary	322	(1)
Coalitions, Multiple Parties, and Teams	323	(40)
Situations with More Than Two Parties	323	(2)
Coalitions in Negotiation	325	(17)
What Is a Coalition? Types of Coalitions
Understanding When and Why Coalitions Form
The ``Tragedy of the Commons.''
How Coalitions Develop
Standards for Coalition Decision Making
Power and Leverage in Coalitions
How to Build Coalitions: Some Practical Advice
Section Summary
The Nature of Multiparty Negotiations	342	(6)
Differences between Two-Party Negotiations and Multiparty Negotiations
Managing Multiparty Negotiations	348	(12)
The Prenegotiation Stage
The Formal Negotiation Stage---Managing the Group Process and Outcome
The Agreement Phase
Interteam Negotiations	360	(2)
Chapter Summary	362	(1)
Individual Differences	363	(31)
Early Research on Individual Differences and Negotiation	363	(4)
Personality and Negotiation	367	(10)
Conflict Management Style
Social Value Orientation
Interpersonal Trust
Self-Efficacy and Locus of Control
Self-Monitoring
Machiavellianism
The ``Big Five'' Personality Factors
Section Summary
Sex, Gender, and Negotiation	377	(8)
Male and Female Negotiators: Theoretical Perspectives
Male and Female Negotiators: Recent Empirical Findings
Section Summary
Abilities in Negotiation	385	(2)
Cognitive Ability
Emotional Intelligence
Perspective-Taking Ability
The Behavioral Approach to Differences among Negotiators	387	(2)
Closing Comments: The Future of Research on Individual Differences in Negotiation	389	(2)
Chapter Summary	391	(3)
Global Negotiation	394	(29)
The American Negotiating Style	395	(1)
Not Everyone Negotiates Like Americans!	396	(2)
What Makes Cross-Border Negotiations Different?	398	(6)
Environmental Context
Immediate Context
How Do We Explain Global Negotiation Outcomes?	404	(1)
Conceptualizing Culture and Negotiation	405	(2)
Culture as Learned Behavior
Culture as Shared Values
Culture as Dialectic
Culture in Context
Hofstede's Dimensions of Culture	407	(5)
Individualism/Collectivism
Power Distance
Masculinity/Femininity
Uncertainty Avoidance
Section Summary
How Do Cultural Differences Influence Negotiations?	412	(4)
Culturally Responsive Negotiation Strategies	416	(5)
Low Familiarity
Moderate Familiarity
High Familiarity
Chapter Summary	421	(2)
Managing Difficult Negotiations: Individual Approaches	423	(40)
Introduction	423	(1)
The Nature of ``Difficult to Resolve'' Negotiations and Why They Occur	424	(11)
The Nature of Impasse
What Makes a Negotiation Intractable?
Characteristics of the Parties
Characteristics of the Negotiation Context
Characteristics of the Issues
Characteristics of the Conflict Resolution Processes
Section Summary
Strategies for Resolving Impasse: Joint Approaches	435	(18)
Reducing Tension and Synchronizing De-escalation
Improving the Accuracy of Communication
Controlling Issues
Establishing Common Ground
Enhancing the Desirability of Options to the Other Party
Section Summary
Mismatched Models: Intentional and Otherwise	453	(8)
Responding to the Other Side's Hard Distributive Tactics
Responding When the Other Side Has More Power
The Special Problem of Handling Ultimatums
Responding When the Other Side Is Being Difficult
Chapter Summary	461	(2)
Managing Difficult Negotiations: Third-Party Approaches	463	(36)
Adding Third Parties to the Two-Party Negotiation Process	463	(6)
Benefits and Liabilities of Third-Party Intervention
When Is Third-Party Involvement Appropriate?
Which Type of Intervention Is Appropriate?
Types of Third-Party Intervention	469	(1)
Formal Intervention Methods	469	(17)
Arbitration
Mediation
Trading Off the Advantages and Disadvantages of Arbitration versus Mediation
Process Consultation
Informal Intervention Methods	486	(7)
Which Approach Is More Effective?
Dispute Resolution Systems: When the Organization Is the Third Party	493	(4)
Chapter Summary	497	(2)
Bibliography	499	(34)
Name Index	533	(8)
Subject Index	541