Mind and Heart of the Negotiator, the, Global Edition
Thist itle is a Pearson Global Edition. The Editorial team at Pearson has workedclosely with educators around the world to include content which is especiallyrelevant to students outside the United States. For undergraduate and graduate-level business courses that coverthe skills of negotiation. Del...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Harlow, England :
Pearson Education Limited
[2020]
|
| Edición: | Seventh edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009749235106719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright
- Dedication
- Brief Contents
- Contents
- Preface
- About the Author
- Part I: Negotiation Essentials
- Chapter 1: Negotiation: The Mind and the Heart
- The Mind and Heart
- Relationships versus Economics
- Satisficing versus Optimizing
- Short- versus Long-Term Relationships
- Intra- versus Inter-organizational Negotiation
- Low- versus High-Stakes Negotiation
- Win-Win, Win-Lose, and Lose-Lose Negotiation
- Negotiation as a Core Management Competency
- Knowledge Economy
- Specialized Expertise
- Information Technology
- Globalization
- Negotiation Traps
- Becoming an Effective Negotiator
- Feedback
- Strategy
- Focused Practice
- Debunking Negotiation Myths
- Myth 1: Negotiations Are Fixed-Sum
- Myth 2: You Need to Be Either Tough or Soft
- Myth 3: Good Negotiators Are Born
- Myth 4: Good Negotiators Rely on Intuition
- Chapter Capstone
- Chapter 2: Preparation: What to do Before Negotiation
- Self-Assessment
- Targets and Aspirations
- BATNA
- Reservation Point
- Focal Points
- Sunk Costs
- Target Point versus Reservation Point
- Negotiation Issues
- Issue Alternatives
- Multi-issue Proposals
- Risk and Uncertainty
- Endowment Effects
- Buyer's Remorse and Seller's Regret
- Negotiator Confidence
- Perspective-Taking
- Counterparty
- Are the Parties Monolithic?
- Counterparties' Interests and Positions
- Counterparties' BATNAs
- Situational Awareness
- One-Shot versus Long-Term
- Transactions versus Disputes
- Linkage Effects
- False versus Sincere Negotiations
- Is It Legal to Negotiate?
- Ratification
- Time Constraints
- Formal versus Handshake Agreement
- Onsite versus Offsite Meetings
- Public versus Private
- Scripted versus Unscripted
- Single versus Multiple Offers
- Chapter Capstone
- Chapter 3: Distributive Negotiation: Claiming Value.
- The Bargaining Zone
- Bargaining Surplus
- Negotiator's Surplus
- Value-Claiming Strategies
- Accurately Assess Your BATNA
- Unpack Alternatives
- Improve Your BATNA
- Determine Your Reservation Point, but Do Not Reveal It
- Research the Other Party's BATNA and Estimate Their Reservation Point
- Set High Aspirations (Be Realistic but Optimistic)
- First Offers
- Anchoring Information Model
- Anchoring Effect
- Range Offers
- Precise versus Round Numbers
- Early versus Late First Offers
- Re-anchoring
- Concessions
- Reciprocity versus Aversion
- Concession Pattern
- Magnitude of Concessions
- Timing of Concessions
- Substantiation
- Power Conversation Tactics
- Constraints versus Disparagement
- "Agreement" versus "Option"
- Fairness Arguments
- Social Comparison
- Equity Principle
- Final Offers
- Face-Saving
- Chapter Capstone
- Chapter 4: Integrative Negotiation: Expanding the Pie
- Fixed-Sum versus Variable-Sum Negotiation
- False Conflict
- Fixed-Pie Perception
- Integrative Negotiation
- Compromise versus Integrative Negotiation
- Pareto Optimal Agreements
- Assessing the Likelihood of Win-Win Agreement
- Multiple Issues
- Add Issues
- Side Deals
- Differing Strengths of Preference
- Strategies for Expanding the Pie
- Separate Positions from Interests
- Perspective Taking
- Ask Questions about Interests and Priorities
- Reveal Information about Interests and Priorities
- Unbundle the Issues
- Value-Added Trade-offs (Logrolling)
- Multi-issue Offers versus Single-Issue Offers
- MESOs: Multiple Equivalent Simultaneous Offers
- Contingent Contracts
- Pre-settlement Settlements (PreSS)
- Post-settlement Settlements
- Focal Points and Turning Points
- Decision-Making Model of Integrative Agreements
- Resource Assessment
- Assessment of Differences
- Offers and Trade-offs.
- Acceptance/Rejection Decision
- Prolonging Negotiation and Renegotiation
- Chapter Capstone
- Part II: Negotiation Skills
- Chapter 5: Understanding Personality and Motivation
- Individual Differences
- Implicit Theories
- Acoustic and Visual Cues
- "Big 5" Personality Traits
- Psychopathic Personality Traits
- Dyadic Interaction
- Attachment Style
- Motivational Orientation
- Cooperative Negotiator
- Competitive Negotiator
- Individualistic Negotiator
- Strategic Issues concerning Motivational Style
- Gender and Negotiation
- Economic Outcomes
- Opening Offers
- Initiating Negotiations
- The Backlash Effect
- The Costs of "Leaning In"
- Lying and Misrepresentation
- Discrimination
- Gender and Third-Party Dispute Resolution
- Leveling the Playing Field
- Chapter Capstone
- Chapter 6: Managing Emotions and Contentious Negotiations
- Emotions
- Genuine versus Strategic Emotion
- Anger
- Disappointment
- Sadness
- Ambivalence
- Positive Emotion
- Happiness
- Emotional Consistency
- Emotional Intelligence
- Managing Emotions at the Table
- Disputes
- Interests, Rights, and Power Model
- Time Course of Interests, Rights, and Power
- Strategic Issues concerning Interests, Rights, and Power
- Refocusing
- High Costs Associated with Power and Rights
- When to Use Rights and Power
- How to Use Rights and Power
- Social Dilemmas
- Social Dilemmas in Business
- Prisoner's Dilemma
- Actual Behavior in Dilemmas
- Tit-for-Tat
- Inducing Trust and Cooperation in Social Dilemmas
- Restoring Broken Trust
- How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
- Chapter Capstone
- Chapter 7: Establishing Trust and Building Relationships
- Money versus Relationships
- Subjective Value
- Rapport
- Sequential Negotiations and Bargaining History
- Trust and Temptation.
- Trust Propensity
- Three Types of Trust in Relationships
- Building Trust: Rational and Deliberate Mechanisms
- Building Trust: Psychological Strategies
- Distrust and Suspicion
- Repairing Broken Trust
- Relationships in Negotiation
- Negotiating with Friends
- Negotiating in Exchange Relationships
- Multiplex Relationships
- Chapter Capstone
- Chapter 8: Power, Ethics, and Reputation
- Power
- Sources of Power
- BATNAs as Power
- Symmetric versus Asymmetric Power
- Perspective-Taking
- Powerlessness
- Status
- Status and Negotiation Performance
- Primary Status Characteristics
- Secondary Status Characteristics
- Negotiation Ethics
- Seven-Factor Model of Ethically Questionable Behavior
- Lying
- Bad-Faith Bargaining
- Good-Faith Bargaining
- Sins of Omission and Commission
- Bidding Wars
- Detecting Deception in Negotiation
- Making Ethical Decisions
- Responding to Unethical Behavior
- Reputation
- Halos and Forked-Tails
- Reputations in Negotiation Communities
- Distributive versus Integrative Reputation
- BATNAs and Reputations
- Reputations and Self-Serving Views
- Chapter Capstone
- Chapter 9: Creativity, Problem Solving, and Learning in Negotiation
- Creativity in Negotiation
- Test Your Own Creativity
- Mental Models of Negotiation
- Haggling
- Cost-Benefit Analysis
- Game Playing
- Partnership
- Problem Solving
- Creative Negotiation Agreements
- Fractionating Single-Issue Negotiations into Multiple Issues
- Pattern-Finding
- Expanding the Pie
- Bridging
- Cost Cutting
- Nonspecific Compensation
- Structuring Contingencies
- Improving Negotiation Skills
- Relationships, Contracts, and Learning
- Negotiation Skills Training
- Bilateral versus Unilateral Training
- Feedback
- Learning versus Performance Goals
- Prevention versus Promotion Goals
- Easy versus Difficult to Learn.
- Analogical Training
- Counterfactual Reflection
- Incubation
- Rational Problem-Solving Model
- Brainstorming
- Negotiation Engineering
- Chapter Capstone
- Part III: Complex Negotiations
- Chapter 10: Multiple Parties, Coalitions, and Teams
- Multiparty Negotiations
- Key Challenges of Multiparty Negotiations
- Strategies for Successful Multiparty Negotiations
- Coalitions
- Challenges of Coalitions
- Maximizing Coalitional Effectiveness
- Principal-Agent Negotiations
- Disadvantages of Agents
- Working Effectively with Agents
- Constituent Relationships
- Challenges for Constituent Relationships
- Improving Constituent Relationships
- Team Negotiation
- Challenges that Face Negotiating Teams
- Improving Team Negotiation
- Intergroup Negotiation
- Challenges of Intergroup Negotiations
- Optimizing Intergroup Negotiations
- Chapter Capstone
- Chapter 11: Cross-Cultural Negotiation
- Learning About Culture
- Defining Culture
- Prototypes versus Stereotypes
- Iceberg Model
- Cultural Frameworks
- Hofstede Model
- Implications for Negotiation
- Tripartite Model of Culture
- Tight versus Loose Cultures
- Challenges of Intercultural Negotiation
- Creating Value
- Claiming Value
- Sacred Values and Taboo Trade-offs
- Biased Punctuation of Conflict
- Ethnocentrism
- Affiliation Bias
- Faulty Perceptions of Conciliation and Coercion
- Naïve Realism
- Cultural Intelligence
- CQ Model
- Advice for Cross-Cultural Negotiations
- Anticipate Differences in Strategy and Tactics
- Perspective Taking
- Perceptions of Power
- Attribution Errors
- Respect
- Emotion
- Perceptions of Time
- Acculturation Framework
- Chapter Capstone
- Chapter 12: Negotiating in a Virtual World
- Place-Time Model of Social Interaction
- Face-to-Face Communication
- Same Time, Different Place
- Different Time, Same Place.
- Different Place, Different Time.
