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BL
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| Record Number
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872192
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| Main Entry
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Lewicki, Roy J.
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| Title & Author
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Negotiation /\ Roy J. Lewicki, David M. Saunders, Bruce Barry.
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| Edition Statement
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Seventh edition.
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| Publication Statement
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New York, NY :: McGraw-Hill Education,, [2015]
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| Page. NO
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xvii, 685 pages :: illustrations ;; 24 cm
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| ISBN
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0078029449
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: 1259010740
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: 1259254399
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: 9780078029448
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: 9781259010743
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: 9781259254390
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| Bibliographies/Indexes
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Includes bibliographical references and index.
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| Contents
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Contents note continued: 2. Defining the Major Issue Related to Achieving the Goal -- 3. Assembling the Issues, Ranking Their Importance, and Defining the Bargaining Mix -- 4. Defining the Interests -- 5. Knowing Your Alternatives (BATNAs) -- 6. Knowing Your Limits, Including a Resistance Point -- 7. Analyzing and Understanding the Other Party's Goals, Issues, and Resistance Points -- 8. Setting One's Own Targets and Opening Bids -- 9. Assessing the Social Context of Negotiation -- 10. Presenting the Issues to the Other Party: Substance and Process -- Chapter Summary -- ch. 5 Ethics in Negotiation -- A Sampling of Ethical Quandaries -- What Do We Mean by "Ethics", and Why Do They Matter in Negotiation? -- Ethics Defined -- Applying Ethical Reasoning to Negotiation -- Ethics versus Prudence versus Practicality versus Legality -- Four Approaches to Ethical Reasoning -- End-Result Ethics -- Duty Ethics -- Social Contract Ethics -- Personalistic Ethics.
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Contents note continued: An Understanding of the Dynamics of Integrative Negotiation -- Why Integrative Negotiation Is Difficult to Achieve -- 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 -- Short Time Perspectives -- Distributive Bargaining versus Integrative Negotiation -- Chapter Summary -- ch. 4 Negotiation: Strategy and Planning -- Goals-The Focus That Drives a Negotiation Strategy -- 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 -- Strategy versus Tactics -- Unilateral versus Bilateral Approaches to Strategy -- The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies -- Understanding the Flow of Negotiations: Stages and Phases -- Getting Ready to Implement the Strategy: The Planning Process -- 1. Defining the Negotiating Goal.
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Contents note continued: Are Negotiators Consistent or Adaptive? -- Does It Matter What Is Said Early in the Negotiation? -- Is More Information Always Better? -- How People Communicate in Negotiation -- Characteristics of Language -- Use of Nonverbal Communication -- Selection of a Communication Channel -- How to Improve Communication in Negotiation -- The Use of Questions -- Listening -- Role Reversal -- Special Communication Considerations at the Close of Negotiations -- Avoiding Fatal Mistakes -- Achieving Closure -- Chapter Summary -- ch. 8 Finding and Using Negotiation Power -- Why Is Power Important to Negotiators? -- A Definition of Power -- Sources of Power---How People Acquire Power -- Informational Sources of Power -- Power Based on Personality and Individual Differences -- Power Based on Position in an Organization (Structural Power) -- Power Based on Relationships -- Contextual Sources of Power -- The Consequences of Unequal Power.
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Contents note continued: ch. 3 Strategy and Tactics of Integrative Negotiation -- An Overview of the Integrative Negotiation Process -- 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 Needs and Objectives of Both Sides -- Key Steps in the Integrative Negotiation Process -- Step 1 Identify and Define the Problem -- Step 2 Surface Interests and Needs -- Step 3 Generate Alternative Solutions -- Step 4 Evaluate and Select Alternatives -- Assessing the Quality of the Agreement -- Factors That Facilitate Successful Integrative Negotiation -- 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.
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Contents note continued: Dealing with Others Who Have More Power -- Chapter Summary -- ch. 9 Influence -- Two Routes to Influence: An Organizing Model -- The Central Route to Influence: The Message and Its Delivery -- Message Content -- Message Structure -- Persuasive Style: How to Pitch the Message -- Peripheral Routes to Influence -- Aspects of Messages That Foster Peripheral Influence -- Source Characteristics That Foster Peripheral Influence -- Aspects of Context That Foster Peripheral Influence -- The Role of Receivers---Targets of Influence -- Understanding the Other's Perspective -- Resisting the Other's Influence -- Chapter Summary -- pt. 3 Negotiation Contexts -- ch. 10 Relationships in Negotiation -- Challenging How Relationships in Negotiation Have Been Studied -- Forms of Relationships -- Four Fundamental Relationship Forms -- Key Elements in Managing Negotiations within Relationships -- Reputation -- Trust -- Justice.
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Contents note continued: Fundamental Mistakes That Cause Impasses -- Preventing Impasses -- How to Resolve Impasses -- Agreement on the Rules and Procedures -- 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 -- Chapter Summary -- ch. 18 Managing Difficult Negotiations -- Managing the Shadow Negotiation and Social Contract -- Power Moves -- Process Moves -- Appreciative Moves -- Responding to the Other Side's Hard Distributive Tactics -- Call Them on It -- Ignore Them -- Respond in Kind -- Offer to Change to More Productive Methods -- Responding to Irrationality -- Responding When the Other Side Has More Power -- The Special Problem of Handling Ultimatums -- Responding to Anger -- Responding When the Other Side Is Being Difficult -- Ury's Breakthrough Approach -- Responding to Difficult People.
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Contents note continued: Having Conversations with Difficult People -- Chapter Summary -- ch. 19 Third-Party Approaches to Managing Difficult Negotiations -- Adding Third Parties to the Two-Party Negotiation Process -- Benefits and Liabilities of Third-Party Intervention -- When Is Third-Party Involvement Appropriate? -- Which Type of Intervention Is Appropriate? -- Types of Third-Party Intervention -- Formal Intervention Methods -- Arbitration -- Mediation -- Process Consultation -- Process Consultation Behaviors -- Combining Formal Intervention Methods -- Informal Intervention Methods -- Which Approach Is More Effective? -- Alternative Dispute Resolution Systems -- Chapter Summary -- pt. 7 Summary -- ch. 20 Best Practices in Negotiations -- 1. Be Prepared -- 2. Diagnose the Fundamental Structure of the Negotiation -- 3. Identify and Work the BATNA -- 4. Be Willing to Walk Away -- 5. Master the Key Paradoxes of Negotiation -- Claiming Value versus Creating Value.
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Contents note continued: How Frames Work in Negotiation -- Another Approach to Frames: Interests, Rights, and Power -- The Frame of an Issue Changes as the Negotiation Evolves -- Cognitive Biases in Negotiation -- 1. Irrational Escalation of Commitment -- 2. Mythical Fixed-Pie Beliefs -- 3. Anchoring and Adjustment -- 4. Issue Framing and Risk -- 5. Availability of Information -- 6. The Winner's Curse -- 7. Overconfidence -- 8. The Law of Small Numbers -- 9. Self-Serving Biases -- 10. Endowment Effect -- 11. Ignoring Others' Cognitions -- 12. Reactive Devaluation -- Managing Misperceptions and Cognitive Biases in Negotiation -- Mood, Emotion, and Negotiation -- Chapter Summary -- ch. 7 Communication -- Basic Models of Communication -- Distortion in Communication -- What Is Communicated during Negotiation? -- 1. Offers, Counteroffers, and Motives -- 2. Information about Alternatives -- 3. Information about Outcomes -- 4. Social Accounts -- 5.Communication about Process.
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Contents note continued: Relationships among Reputation, Trust, and Justice -- Repairing a Relationship -- Chapter Summary -- ch. 11 Agents, Constituencies, Audiences -- The Number of Parties in a Negotiation -- How Agents, Constituents, and Audiences Change Negotiations -- Audiences: Team Members, Constituents, Bystanders, and Others -- Tactical Implications of Social Structure Dynamics: The Negotiator's Dilemma -- Advice to Agents on Managing Constituencies and Audiences -- When to Use an Agent -- Managing Agents -- Chapter Summary -- ch. 12 Coalitions -- A Situation with More Than Two Parties -- What Is a Coalition? -- Types of Coalitions -- How and Why Coalitions Form and Develop -- When Do Coalitions Form? -- How Do Coalitions Develop? -- Standards for Coalition Decision Making -- Power and Leverage in Coalitions -- How to Build Coalitions: Some Practical Advice -- Chapter Summary -- ch. 13 Multiple Parties, Groups, and Teams in Negotiation.
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Contents note continued: Self-Efficacy and Locus of Control -- Self-Monitoring -- Machiavellianism -- Face Threat Sensitivity -- Epistemic Motivation -- The "Big Five" Personality Factors -- Abilities in Negotiation -- Cognitive Ability -- Emotional Intelligence -- Perspective-Taking Ability -- Cultural Ability -- An Alternative Approach: Studying Successful Negotiators -- A Concluding Note -- Chapter Summary -- pt. 5 Negotiation across Cultures -- ch. 16 International and Cross-Cultural Negotiation -- International Negotiation: Art and Science -- What Makes International Negotiation Different? -- Environmental Context -- Immediate Context -- Conceptualizing Culture and Negotiation -- Culture as Learned Behavior -- Culture as Shared Values -- Culture as Dialectic -- Culture in Context -- The Influence of Culture on Negotiation: Managerial Perspectives -- Definition of Negotiation -- Negotiation Opportunity -- Selection of Negotiators -- Protocol -- Communication.
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Contents note continued: Sticking by Your Principles versus Being Resilient Enough to Go with the Flow -- Sticking with Your Strategy versus Opportunistically Pursuing New Options -- Being Too Honest and Open versus Being Too Closed and Opaque -- Being Too Trusting versus Being Too Distrusting -- 6. Remember the Intangibles -- 7. Actively Manage Coalitions---Those Against You, For You, and Unknown -- 8. Savor and Protect Your Reputation -- 9. Remember That Rationality and Fairness Are Relative -- 10. Continue to Learn from Your Experience.
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Contents note continued: Tactical Tasks -- Assess the Other Party's Target, Resistance Point, and Costs of Terminating Negotiations -- Manage the Other Party's Impressions -- Modify the Other Party's Perceptions -- Manipulate the Actual Costs of Delay or Termination -- Positions Taken during Negotiation -- Opening Offers -- Opening Stance -- Initial Concessions -- Role of Concessions -- Pattern of Concession Making -- Final Offers -- Commitment -- 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 -- Provide Alternatives -- Assume the Close -- Split the Difference -- Exploding Offers -- Sweeteners -- Assessing the Quality of the Agreement -- Hardball Tactics -- Dealing with Typical Hardball Tactics -- Typical Hardball Tactics -- Distributive Bargaining Skills Applicable to Integrative Negotiations -- Chapter Summary.
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Contents note continued: The Nature of Multiparty Negotiations -- Differences between Two-Party Negotiations and Multiparty Negotiations -- What Dynamics Can Make a Multiparty Negotiation Effective? -- Managing Multiparty Negotiations -- The Prenegotiation Stage -- The Formal Negotiation Stage---Managing the Process and Outcome -- The Agreement Stage -- Interteam Negotiations -- Chapter Summary -- pt. 4 Individual Differences -- ch. 14 Individual Differences I: Gender and Negotiation -- Defining Sex and Gender -- Research on Gender Differences in Negotiation -- Male and Female Negotiators: Theoretical Perspectives -- Empirical Findings on Gender Differences in Negotiation -- Overcoming Gender Differences -- Motivational Interventions -- Cognitive Interventions -- Situational Interventions -- Chapter Summary -- ch. 15 Individual Differences II: Personality and Abilities -- Personality and Negotiation -- Conflict Style -- Social Value Orientation -- Interpersonal Trust.
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Contents note continued: Time Sensitivity -- Risk Propensity -- Groups versus Individuals -- Nature of Agreements -- Emotionalism -- The Influence of Culture on Negotiation: Research Perspectives -- Effects of Culture on Negotiation Outcomes -- Effects of Culture on Negotiation Process and Information Exchange -- Effects of Culture on Negotiator Cognition -- Effects of Culture on Negotiator Ethics and Tactics -- Effects of Culture on Conflict Resolution -- Culturally Responsive Negotiation Strategies -- Weiss's Culturally Responsive Strategies -- Chapter Summary -- pt. 6 Resolving Differences -- ch. 17 Managing Negotiation Impasses -- The Nature of Difficult-to-Resolve Negotiations and Why They Occur -- The Nature of Impasse -- What Causes Impasses and Intractable Negotiations? -- Characteristics of the Issues -- Characteristics of the Parties -- Characteristics of the Negotiation Environment -- Characteristics of the Negotiation Setting.
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Contents note continued: What Questions of Ethical Conduct Arise in Negotiation? -- Ethically Ambiguous Tactics: It's (Mostly) All about the Truth -- Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use -- Deception by Omission versus Commission -- The Decision to Use Ethically Ambiguous Tactics: A Model -- Why Use Deceptive Tactics? Motives and Consequences -- The Power Motive -- Other Motives to Behave Unethically -- The Consequences of Unethical Conduct -- Explanations and Justifications -- What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics? -- Demographic Factors -- Personality Differences -- Moral Development and Personal Values -- Contextual Influences on Unethical Conduct -- How Can Negotiators Deal with the Other Party's Use of Deception? -- Chapter Summary -- pt. 2 Negotiation Subprocesses -- ch. 6 Perception, Cognition, and Emotion -- Perception -- Perception Defined -- Perceptual Distortion -- Framing -- Types of Frames.
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Machine generated contents note: pt. 1 Negotiation Fundamentals -- ch. 1 The Nature of Negotiation -- A Few Words about Our Style and Approach -- Joe and Sue Carter -- Characteristics of a Negotiation Situation -- Interdependence -- Types of Interdependence Affect Outcomes -- Alternatives Shape Interdependence -- Mutual Adjustment -- Mutual Adjustment and Concession Making -- Two Dilemmas in Mutual Adjustment -- Value Claiming and Value Creation -- Conflict -- Definitions -- Levels of Conflict -- Functions and Dysfunctions of Conflict -- Factors That Make Conflict Easy or Difficult to Manage -- Effective Conflict Management -- Overview of the Chapters in This Book -- Chapter Summary -- ch. 2 Strategy and Tactics of Distributive Bargaining -- The Distributive Bargaining Situation -- The Role of Alternatives to a Negotiated Agreement -- Settlement Point -- Bargaining Mix -- Discovering the Other Party's Resistance Point -- Influencing the Other Party's Resistance Point.
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| Abstract
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Negotiation is a critical skill needed for effective management. Negotiation 7e by Roy J. Lewicki, David M. Saunders, and Bruce Barry 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.
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| Subject
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Negotiation in business.
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| Subject
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Négociations (affaires)
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| Subject
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Negotiation in business.
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| Subject
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Onderhandelen.
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| Dewey Classification
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658.4/052
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| LC Classification
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HD58.6.L49 2015
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| Added Entry
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Barry, Bruce,1958-
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Saunders, David M.
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