Index

• • A
  • Achievement documentation
  • Active listening
  • African American women. See Women of color
  • Agreements: consider the small steps you can make toward full; contingent; getting past stalemate by exploring consequences of no; “reality testing” questions on consequences of no. See also BATNA (Best Alternative to a Negotiated Agreement)
  • Albright, Madeleine
  • “Alexandra's Case: Responding to an Ask,”
  • Alexandra's case: appealing for sympathy or flattery during; description of the; diverting strategic turn during the; integrating interests during the; opening dialogue in the; resistance during; shifting the balance in; small wins in; spreading small wins with stories like; transparency through clear criteria in the; what we learn about “good reasons” from
  • “Alicia's Ambition: Navigating the Negotiated Order,”
  • Alicia's case, learning from
  • Allies: based on mutual need; to deliver messages about status quo costs; getting past stalled negotiation by bringing in; Knowing Your Value story about; to make your value visible; quality of the relationship; setting the table by; sponsors. See also Networks; Relationships
  • Almaz's story
  • Amari's story
  • American Airlines–US Airways merger
  • Anchoring effect: anchoring on solutions; putting it to work; in workplace negotiations
  • Anxiety and stress
  • Appreciation stance
  • Ask for It (Babcock and Laschever)
  • Asks: Alexandra's Case: Responding to an Ask; gender and; gender differences in distinguishing between negotiating and; the “hardest question,”; “reality testing” questions; second-generation gender issues and small wins when; shift the balance to get the other person to question you; social costs of asking; turning asks into negotiations; when you should question the other person. See also Invisible work; Responses; “Yes, and…” response
  • Aspirational collapse
  • Aspirations: definition of; don't confuse with your bottom line; importance of; role of information to set
  • Assumptions: getting past stalled negotiations by exploring; questioning existing practice; that women won't relocate
  • Asymmetrical incentives to negotiate: getting the other side to see possible negotiation; initiating n-negotiations in an organizational hierarchy; issues to consider for; no preexisting structure of n-negotiations and

• • B
  • Babcock, Linda
  • Backlash, negotiating for yourself
  • Bargaining power: analyzing in BATNAs; considering how BATNAs are related to parties'; defined by the nature of interdependence of parties; interdependent relationship of formal and informal. See also Parties; Power
  • Barshefsky, Charlene
  • BATNA (Best Alternative to a Negotiated Agreement): analyzing in Charlotte's Chance Case; analyzing parties' interdependence in; analyzing the other party's; in Charlotte's Chance Case; Cheryl's Commute Case on locating the other party's; considering relationship to both parties' relative bargaining power; in the context of n-negotiations; as dependent on the context or situation; explore consequences of no agreement in order to reach; getting the negotiations started by identifying your; improving your agreement by improving your; introducing the concept of; Isobel's Case on raising the costs of the status quo BATNA of her boss; as less clear in n-negotiations; in Lisa's Case; main points on identifying your; in Marisa's Case; as means to educate instead of as a threat; origins and development of; positioning by considering other alternatives; smoothing it out to make it a velvet glove strategy. See also Agreements; Integrating interests
  • Bazerman, Max
  • Beatrice's story
  • Benchmarking: The What: Claudia's Case: Getting Good Facts; to evaluate information gathered on the what; how to apply in order to achieve your bottom line; increasing control over a negotiation provided by; main points to remember on; making you feel your ask is “defensible,”; Marisa's Case: Taking a “Yes, and…” Approach; n-negotiation use of
  • Benchmarking rewards
  • Beyond the zero sum: bringing value through; using contingent agreements; by expanding the range of trades; by paying in another currency; by trading on time
  • Biases: implicit; implicit association tests (IATs) to understand unconscious. See also Second-generation gender issues
  • Blind-siding
  • Body language: building rapport through; impact on negotiation by; mirroring or unconscious mimicry; power poses to feel and act more confident. See also Communication
  • Boston Consulting Group (BCG)
  • Bottom line: don't confuse your aspiration with your; how to apply benchmarking to achieve your
  • Bowles, Hannah
  • Brahimi, Lakhdar
  • Bridging solutions
  • Brzezinski, Mika
  • Building rapport: the costs of not; creating routines for; importance of; the power of schmoozing for; productive negotiations by; scheduling regular check-ins for; unconscious mimicry for

• • C
  • Career development and promotion: as negotiation issue; network role in
  • Challenges: Charlotte's Chance Case on her; identify your own; prenegotiation; preparing for moves by knowing your personal; putting them in a positive light
  • Challenging your competence or expertise
  • “Charlotte's Chance,”
  • Charlotte's case: analyzing her BATNA; analyzing the “good reasons” in; anchoring in the context of the; circular and linear responses for integrating interests; considering small steps you can take toward agreement in; considering the other person's perspective in the; correcting strategic turn during; creating moments of learning in; figuring out her value proposition and challenges; help from sponsors in; integrating interests during; knowing your challenges preparation in; positioning negotiation; possibility of contingent agreement in; questioning strategic turn during; raising the cost of the status quo in; the several BATNAs in; small wins through strategic turns during; stonewalling challenge to overcomes in the; strategic move preparation by knowing the who; transparency through clear criteria in the; the trap of countermoves in
  • “Cheryl's Commute,”
  • Cheryl's case: anchoring on solutions; anticipating José's potential concerns in the; challenging outdated policies in the; Cheryl's interests in the; considering small steps you can take toward agreement in; demeaning your ideas strategic move in; as example of second-generation gender issues and small wins; focusing on the future strategic turn during; generating multiple ideas based on multiple trades; honing an organization's message during the; hypothetical testing questions asked during; identifying the other José's incentive to negotiate; integrating interests during; interruptions used as strategic turn in; the issue to be negotiated in; negotiation stance described during the; promoting organization change by sharing stories from; questioning strategic turn during; raising the cost of the status quo in; transparency regarding clear rewards during; use what you know about the other person; what it teaches us about circular response; what we learn about “good reasons” from the; “Yes, and…” applied to
  • Circular questions
  • Circular response: description of the; mindfulness and tensions in the; what Cheryl's Commute Case teaches us about
  • Circular response tensions: appreciate the interest of face or image; relational interests
  • “Claudia's Case: Getting Good Facts,”
  • Claudia's Case: analyzing “good reasons” in; anchoring in the context of the; benchmarking: Getting Good Facts; bridging solutions used in; deciding on the best time to negotiate; promoting organization change by sharing stories from; role of networks in; threatening moves during; transparency provided through clear communication channels in; transparency through clear opportunities provided in; what it teaches us about knowing your counterpart
  • Clinton, Hillary
  • Closed-ended questions
  • Cobb, Sara
  • Collaboration: activating communally versus acting with agency; cultural expectation regarding women and; owning the responsibility that everyone leave satisfied; processes to support
  • Collaborative problem solving: circular questions for; Margaret's Mandate Case's process of successful; processes to support; questions that promote; root-cause questions for
  • Collective bargaining openings
  • Communication: active listening for; avoid closed-ended questions which inhibit; how power impacts; questions to promote problem solving; small wins that open dialogue and; transparency through clear channels of. See also Body language; Responses
  • Compensation: n-negotiations on; providing clear rewards through
  • Competitive negotiation approach: improvising; questions asked to further
  • Compromise as way of dealing with conflict
  • Conflict: compromise as way of dealing with; domination as way of dealing with; “governance committees” to resolve; transformation of
  • “Constructive Conflict” (Follett)
  • Context: anchoring functions in case; BATNA as dependent on the situation or; BATNA in the n-negotiation; preparing for moves and turns by understanding; shifting gears by enlarging the negotiation
  • Contextual questions
  • Contingent agreements
  • Cooperative negotiation approach: improvising; questions asked to further. See also Mutual-gains problem solving
  • Correcting strategic turn
  • Countermoves: description of; the trap of. See also Strategic moves
  • Counterparts. See Understanding Your Counterpart: The Who
  • Creative Experience (Follett)
  • Creative options: be the person who brings solutions and; bridging solutions; contingent agreements; expanding the range of trades; paying in another currency; trading on time
  • Criticizing style
  • Cuddy, Amy
  • Curiosity stance
  • Currency: making negotiation trades by paying in another; setting your value

• • D
  • Demeaning your ideas
  • Diaphragmatic breathing
  • Difficult Conversations (Stone, Patton, and Heen)
  • “Dirty tricks” strategic moves
  • Distributive negotiations
  • Diverting strategic turn
  • Documenting achievements
  • Domination as way of dealing with conflict
  • Domination negotiation
  • Double-binds: as challenge faced by women; Hillary Clinton and; the velvet glove strategy to manage the. See also Second-generation gender issues

• • E
  • Ecosystem motivation
  • “Elena's Case: Converting an Ask into a Negotiation,”
  • Elena's case: transparency through clear criteria in the; “Yes, and…” application to
  • Ely, Robin
  • Emily's story
  • Empathy
  • Empathy-assertiveness framework
  • Empowerment
  • Enlisting allies. See Allies
  • Ethic of care
  • Ethiopian marketplace n-negotiations: BATNA in the context of; description of the process of; exemplifying that information is power
  • Everyday Negotiation (Kolb and Williams)
  • Expectations: gender and salary; how they become self-fulfilling prophecies
  • Exploring assumptions
  • Exploring consequences of no agreement

• • F
  • “Face” (or image): analyzing the one we present; appreciate the other party's interest of saving
  • Fairness
  • Faith's story
  • Fatherhood bonus
  • Figuring out what you want: challenge 1: negotiating for yourself and not as an agent; challenge 2: your own negotiation history; challenge 3: the negotiation culture around you; challenge 4: your organization's negotiated order
  • Fili-Krushel, Pat
  • Firm-specific human capital
  • Fisher, Roger
  • Flattery
  • Fletcher, Joyce
  • Flexibility: examples of negotiations for; as issue for negotiation; potential for small wins and
  • Focusing on the future
  • Follett, Mary Parker

• • G
  • Galinsky, Adam
  • Gender: definition of; as essential and stable attribute of individuals; N-negotiations and issues related to; negotiated order and; pronouns and; work challenges and
  • Gender differences: in access to networks and information; in contribution to housework and child care; in distinguishing between asking and negotiating; double-binds faced by women; in form and function of networks; in higher outcomes of salary negotiations; initiated negotiations and; negotiation steps that reveal; in perception of achievements by others; in response to being asked for favors; in salary expectations; in tendency to volunteer; types of additional work responsibilities requested and; varying ability to access negotiation opportunities; wage gap related to. See also Women
  • Gender-status beliefs: academic tenure system reflecting; all organizations have; assumption that women won't relocate; description and significance of; expectation that women are collaborative; how they can discipline negotiations; hysterical female stereotype; presuming that men are more deserving of rewards. See also Second-generation gender issues; Women
  • Getting Past No (Ury)
  • Getting to Yes (Ury, Fisher, and Patton)
  • Gherardi, Silvia
  • “Glass cliff,”
  • Goffman, Erving
  • “Going to the balcony,”
  • “Good reasons”: Alexandra's Case: Responding to an Ask on; Cheryl's Commute Case analysis of the; considering the other person's; discovering the other person's; putting them to work; sometimes called the hidden agenda; strategic moves preparation by knowing the other person's
  • “Good reasons” objections: ceding control; there are likely to be many good reasons; tipping your counterpart off
  • Gratitude: carefully use; you don't have to be grateful for bad opportunities
  • Great Negotiator Award (Harvard Law School)
  • Griffen, Phil
  • Gruenfeld, Deborah

• • H
  • “The hardest question,”
  • Harvard Law School
  • Heroes of our own stories stance
  • Hewlett, Sylvia Ann
  • Horton, Tom
  • Hostage negotiations
  • Hulse, Rebecca
  • Human capital (firm-specific)
  • Hypothetical testing questions
  • Hysterical female stereotype

• • I
  • Ideal worker concept
  • Identity: gender as essential and stable attribute of; taken during negotiation
  • If-then questions
  • Iger, Robert
  • Image (or face)
  • Implicit association tests (IATs)
  • Implicit bias. See also Biases; Second-generation gender issues
  • Indra's story
  • Information: gathered from within your negotiated order; gender differences in access to networks and; making your value visible by sharing; prepare to be mindful by being open to new; putting information to work; role in setting aspirations; transparency of wage and salary; transparency through clear communication and; on the what: benchmarking the what; on the who: your counterpart
  • Information is power: Ethiopian marketplace negotiations exemplifying; putting to work the fact that
  • Integrating interests: Cheryl's Commute Case on; circular response and the linear response; differences in n-negotiations; Follett's notion of; preparing to problem-solve by; understand the different interests but beware of the trap. See also BATNA (Best Alternative to a Negotiated Agreement)
  • Interests: benchmarking the “what,”; dispute resolution factors of rights, power, and; integrating; mindfulness as extending understanding beyond substantive; related to face or image; relational; understanding your counterpart and their. See also Perspectives; Trades
  • Interruption strategic turns. See also Silence
  • Invisible work: claiming value for; how allies can point out your; Isobel's Inducements Case on her; raising the status quo costs by quitting; second-generation gender issue and small wins related to; strategies for revealing; women often asked to do. See also Asks; Value visibility
  • Iron fist strategy: the power of relaxing and positive mood for; use power poses to feel and act more confident; prime yourself to feel powerful using the
  • “Isobel's Inducements,”
  • Isobel's case: getting negotiations started; help from sponsors in; integrating interests during; on making her value visible; promoting organization change by sharing stories from; putting good reasons to work in; raising the cost of the status quo in; resistance during; small wins in; smoothing out her BATNA in; transparency through clear criteria in the

• • K
  • Kanter, Rosabeth Moss
  • Kassebaum, Nancy
  • Katherine's Case: on raising the status quo costs; velvet glove moves made in
  • Kissinger, Henry
  • Knowing Your Value (Brzezinski)
  • Kristin's story

• • L
  • Langer, Ellen
  • Laschever, Sara
  • Lax, David
  • Lean In (Sandberg)
  • Learning moments
  • Ledbetter, Lilly
  • Linear response
  • “Lisa's Case,”
  • Lisa's Case: the BATNA in; making Lisa's value visible during; prenegotiation strategic moves during the; promoting organization change by sharing stories from; raising the costs of the status quo in; smoothing out the BATNA in; velvet glove moves made in
  • Lucas, George
  • Lucy's story

• • M
  • Making your value visible. See Value visibility
  • “Margaret's Mandate,”
  • Margaret's case: circular questions asked during the; contextual questions asked during; different forecasts as not preventing an agreement in the; enrolling stance taken in; explore consequences of no agreement during the; getting past stalled negotiation by bringing in others; hypothetical testing questions asked during; if-then questions asked during the; naming what's happening to get past stalled negotiation; negotiation stance in the; questions that promote collaborative problem solving during the; root-cause questions asked during the; second-generation gender issues and small wins during the; shaping stance to the circumstance in; a stance of appreciation taken in; successful problem-solving collaboration during the
  • “Marisa's Case: Taking a ‘Yes, and…’ Approach,”
  • Marisa's case: anchoring in the context of the; BATNAs of the; benchmarking: Taking a “Yes, and…” Approach; correcting strategic turn during; getting pointers from her network to prepare to negotiate; honing her organization's messages during the; if-then questions asked during the; relocation decision to be made in; role of networks in; spreading small wins with stories like; what it teaches us about knowing your counterpart
  • McGinn, Kathleen
  • Meera's story
  • MESOs (multiple equivalent simultaneous offers). See also Opening offers
  • Meyerson, Debra
  • Mia's story
  • Mikulski, Barbara
  • Miles, Edward
  • Mindfulness: analyzing the “face” we present; appreciate the interest of “face” or image as; appreciating the other party's concerns; as appreciating the process and not the outcome; considering the other person's good reasons for saying no; extending your understanding of concerns beyond substantive interests as; how good positioning sets up for; Langer's work on premature cognitive commitment; putting it to work; remembering our relational interests as; tensions in the circular response and; as way to escape double bind
  • Miriam's story
  • Mirroring actions (unconscious mimicry)
  • Mnookin, Robert
  • Moments of learning
  • Motherhood penalty
  • Moves. See Strategic moves
  • MSNBC morning show
  • Multiple equivalent simultaneous offers (MESOs)
  • Mutual-gains problem solving: anchoring functions in; be the person who brings the solutions; Cheryl's Commute Case as example of; creative options for; different forecasts need not prevent an agreement; enlarging the pie concept to understand; integrating divergent interests for; mindfulness used in; moving beyond the zero sum using; n-negotiations application of; open-ended questions to promote; various descriptions as a win-win approach; “Yes, and…” response applied to. See also Cooperative negotiation approach; Problem-solving negotiation

• • N
  • n-negotiation stances: of appreciation; of curiosity; enrollment through role reversal; Margaret's Mandate Case example of enrolling; open dialogue; role reversal
  • n-negotiations: appeals for sympathy and flattery during; asymmetrical incentives to negotiate; BATNA in the context of; BATNAs as less clear in; benchmarking for; challenges to getting them off the ground; changing the organization's negotiated order using; Charlotte's Chance Case on constructing her; comparing to capitalized N-negotiation; compensation as common topic of; Elena's Case converting an ask into a; Ethiopian marketplace; feeling empowered during; framing for problem solving in; gender issues related to; getting past bumps in the road or stalled; getting the other side to see possibility of a; getting them off the ground; how openings work differently in a; initiating in an organizational hierarchy; integrating interest differences in; interdependent relationship of formal and informal power in; mutual-gains problem solving application to; negative perception of women who engage in; negotiation-launching techniques for; no one-size-fits-all approach for women in; nonverbal cues during; positioning by “constructing,”; potential for opening up new areas of negotiation; recognizing opportunities for work-related; second-generation gender issues and small wins of; sources of resistance during; stances that help in; “Yes, and…” initial response during. See also Negotiation process
  • N-negotiations: benchmarking the what about; comparing lower-case n-negotiation to capitalized; distributive; familiarity of. See also Negotiation process
  • Naming: to get past stalled negotiation; used as strategic turn
  • NBC News
  • Negotiated order: challenge of getting good information about; codes of your organization's; definition of; gender and; how each negotiation adds and shapes the; how n-negotiations can create small wins and change your; negotiation opportunities embedded in the. See also Negotiation culture; Your organization
  • Negotiating mistakes: bargaining down; letting expectations limit your options; missing opportunities to negotiate
  • Negotiation culture: expectation that a woman will be collaborative; how it impacts ability to negotiate; of your organization. See also Negotiated order
  • Negotiation history: challenges related to your own; training each other what to expect or not expect through past
  • Negotiation-launching challenges: the agenda is hijacked; Isobel's Inducements Case on overcoming; the other party refuses to negotiate likely in an understated way; you are stonewalled
  • Negotiation-launching techniques: asymmetrical incentives to negotiate; as dependent on the N-negotiation context; enlisting allies; getting n-Negotiations off the ground; an “iron fist in a velvet glove,”; making your value visible; putting them to work; raising the costs of the status quo; second-generation gender issues and small wins
  • Negotiation opportunities: description of problems and; don't bargain yourself down; don't let expectations limit your options; don't miss out on; embedded in the negotiated order; main points to remember about; second-generation gender issues and small wins; tennis partner's story on; two examples of; “women don't ask” notion of missed. See also Positioning to negotiate
  • Negotiation prep: challenges of figuring out what you want; learn all you can about the what; learn all you can about the who; second-generation gender issues and small win; two steps required for. See also Prenegotiation techniques
  • Negotiation prep challenges: negotiating for yourself and not as an agent; the negotiation culture around you; your organization's negotiated order; your own negotiation history
  • Negotiation process: benchmarking during the; body language impact on; Ethiopian marketplace; feeling empowered during; feelings of anxiety and stress impact on; gender differences in initiation of the; improvising cooperative or competitive; navigating past bumps in the road or stalemates; obstacles to compliance during; out-of-keeping acts during the; second-generation gender issues and small wins in managing; setting the table; value of schmoozing to the; winner's curse during the. See also n-negotiations; N-negotiations
  • Negotiation program for women (Ethiopia)
  • Negotiation stance: helpful n-negotiations; heroes of our own stories; Margaret's Mandate Case on; one story, different versions; shaping your
  • Negotiations (Strauss)
  • Negotiators: description of the; efficacy (having agency) versus accommodation (being communal); raising the stakes with reluctant; study comparing average negotiators with expert. See also Parties
  • Networks: Claudia's Case on gathering information through; disproportionate hiring of male managers due to informal; gender differences in access to information through; gender differences in form and function of; Marisa's Case on gathering information through; role in career development and promotion; role in gathering information for negotiating by; value to women of women's. See also Allies; Relationships; Sponsors
  • Nongovernmental organizations (NGOs): participation in negotiation program for women in Ethiopia; revising the dominant narrative to better serve the needs of the; study on perception of time as unlimited resource by
  • Nonverbal cues: building rapport through; mirroring; power poses to feel and act more confident

• • O
  • Obama, Barack
  • Ombudsman
  • One story, different versions stance
  • Open-ended questions: contextual; hypothetical testing; promoting mutual-gains problem solving; reciprocity; WH (who, whose, what, when, why, which and how)
  • Opening dialogue
  • Opening offers: creative options and anchoring effect of the; “Yes, and …” response to. See also MESOs (multiple equivalent simultaneous offers); Trades
  • Openings: building rapport during; collective bargaining; discovering the other person's “good reasons,”; use gratitude carefully; hostage negotiations; importance of a good; n-negotiations; putting to work; second-generation gender issues and small wins during; shift the balance to get the other person to question you; shifting gears; similarities between responding to an ask and; when you should question the other person
  • Opportunities for negotiations. See Negotiation opportunities
  • Organizational citizenship behavior
  • Organization change: creating moments of learning for; personal stories used to promote; recognizing opportunities for n-negotiations to promote; revising dominant narratives as needed for; spreading wins with stories. See also Small wins
  • Organizations. See Your organization
  • Out-of-keeping acts
  • Overconfidence
  • Overseas assignments

• • P
  • Parker, Doug
  • Parties: the agenda is hijacked by the other; appreciating their concerns; bargaining power of each of the; BATNA and analysis of the other; being stonewalled by the other; feeling empowered; integrating interests of both; refusal to negotiate likely in an understated way; understanding the “good reasons” of the other. See also Bargaining power; Negotiators; Understanding Your Counterpart: The Who
  • Patton, Bruce
  • Perspectives: appreciating the other person's concerns and; considering their good reasons for saying no; prepare to be mindful by being open to new. See also Interests
  • Policies and practices: challenging outdated; honing an organization's messages; questioning assumptions about existing; showcasing an organization's deep bench
  • Positioning to negotiate: BATNA (Best Alternative To a Negotiated Agreement); Charlotte's Chance Case on; “constructing” n-negotiations; how it can set up for mindfulness; main points to remember about; N-negotiations and established; the other person's role; putting positioning to work; second-generation gender issues and small wins; taking stock of your value; your role as negotiator. See also Negotiation opportunities
  • Power: adverse relationship between empathy and high level of; dispute resolution factors of rights, interests, and; how communication is impacted by; information is; iron fist strategy to exercise; link between sense of control and; negotiating behavior and different power primes; physical effects of feeling more powerful; of a positive mood; as product of social relations between two actors; velvet glove to carefully wield. See also Bargaining power
  • Power dynamics: avoiding the trap of countermoves; cultivating your repertoire of turns; preparing for strategic moves; putting moves and turns to work in; second-generation gender issues and small wins related to; shifting negotiation; strategic moves that change
  • The Power of a Positive No (Ury)
  • Power poses
  • “Powering up” tricks
  • Premature cognitive commitment
  • Prenegotiation techniques. See Negotiation-launching techniques
  • Private-sphere ethic of care
  • Problem-solving collaboration: circular questions for; Margaret's Mandate Case's successful; questions that promote; root-cause questions
  • Problem-solving negotiation: anticipating the resistance to; creative options for; description of problems and opportunities for; domination versus compromise options in; Follet's study of; framing for n-negotiations; integrating divergent interests approach to; navigating past bumps in the road or stalemates; putting problem-solving techniques to work; questions used to promote; second-generation gender issues and small wins in; shaping your stance to the circumstance. See also Mutual-gains problem solving
  • Problem-solving stance: going into the negotiation; Margaret's Mandate Case on shaping; shaping your
  • Professional development opportunities: as negotiation issue; network role in career development and promotion
  • Program on Negotiation (Harvard Law School)
  • Promotion: as negotiation issue; network role in
  • Pronouns and gender

• • Q
  • Questioning strategic turn
  • Questions: Alexandra's Case: Responding to an Ask; contextual; hypothetical testing; open-ended; posed for competitive or cooperative reasons; preparing for the “hardest,”; problem-solving through the use of; promoting collaborative problem solving; promoting mutual-gains problem solving; promoting problem solving by using; “reality testing,”; reciprocity; shift the balance to get the other person to ask you; WH (who, whose, what, when, why, which and how); when to ask the other person
  • Quindlen, Anna

• • R
  • Raising the status quo costs: the fine line of making your value visible and; have allies deliver messages about the; Isobel's Case on; Katherine's Case on; for reluctant negotiators; risks in; stop doing “invisible” work; using an “iron fist in a velvet glove” for
  • Rapoport, Rhona
  • Rapport routines: establishing and creating your own; nonverbal cues; phone conversations and small talk; scheduling regular check-ins with your work colleagues; schmoozing in well-established relationships
  • “Reality testing” questions
  • Reciprocity building
  • Reciprocity questions
  • Relational interests
  • Relational malpractice
  • Relational work
  • Relationships: building rapport to build; developed with allies and sponsors; a negotiation stance of appreciation related to; quality of your ally; schmoozing in well-established. See also Allies; Networks
  • Resistance: anticipating problem-solving; sources of; strategic moves and
  • Responses: circular; domination versus compromise options for; use gratitude carefully in your; linear; preparing for your “hardest question,”; silence as a; similarities between opening moves and; when to question the other person; when to shift the balance to get other person to question you; “Yes, and…,”. See also Asking; Communication; Strategic turns
  • Rewards
  • Rhode, Deborah
  • Rhonda's story
  • Rice, Condoleezza
  • Role play: to build empathy for other person; for preparing for negotiation
  • Root-cause questions
  • “Rosalie's Case,”
  • Rosalie's case: appealing for sympathy during; challenging competence or expertise strategic move in; creating moments of learning in; “good reasons” in; honing an organization's message during the; integrating interests during; naming strategic move during; preparing for surprise issue in the; promoting organization change by sharing stories from; questioning strategic turn during; showcasing an organization's deep bench in the; small wins through strategic turns during; strategic move preparation by knowing the who; transparency through clear opportunities provided in; the trap of countermoves in

• • S
  • “Safe-identity workspaces,”
  • Salary. See Wage and salary transparency
  • Sally's story
  • Sandberg, Sheryl
  • Scarborough, Joe
  • Schmoozing: building rapport through the power of; use gratitude carefully; in well-established relationships; Yiddish schmeusen or shmoos for conversing or
  • Sebenius, James
  • Second-generation gender issues: Cheryl's Commute Case as example of; explanation of; impact on men; invisible work and; likelihood others won't recognize problems of; potential to change through small wins. See also Biases; Double-binds; Gender-status beliefs; Small wins
  • Setting the table
  • Shapiro, Dan
  • Shifting gears: looking for opportunities for; moves for successful
  • Shifting gears strategies: connecting to what is happening in the organization; enlarging the context for negotiating; look for ways to repurpose an existing meeting; picking the right time and place; providing an update on a new role
  • Shifting the balance
  • Silence. See also Interruption strategic turns
  • Small wins: accumulating big gains from the power of; Cheryl's Commute Case as example of; getting past stalled negotiations; how negotiating can change negotiated order and create; implications of building; Lucy's story to build on; mechanisms to disseminate; negotiation-launching techniques and role of invisible work; in openings and when asking; opportunities and positioning; as powerful because they are achievable; recognizing opportunities for n-negotiations to promote; storytelling as a simple way to build on; strategic moves and turns; three categories of; Weick's introduction of the idea of. See also Organization change; Second-generation gender issues
  • Small wins categories: increasing transparency; opening dialogue; questioning assumptions about existing practices
  • Small wins mechanisms: creating moments of learning; spreading wins with stories
  • Social capital
  • Social costs of asking
  • Solutions: be open to new; be the person who brings the; bridging; Cheryl's Commute Case anchor on; creative options for. See also Trades
  • Sponsors: as particularly valuable for women; value of enlisting. See also Networks
  • Stakeholders value messages
  • Stalled negotiation tips: ask for advice; bring in others who can help; consider small steps you can take; explore assumptions more deeply; explore consequences of no agreement; name what's happening; for navigating past the bumps; second-generation gender issues and small wins; take a break. See also Problem-solving negotiation; Stonewalling
  • Stance. See Negotiation stance
  • Star Wars (film)
  • Status quo costs. See Raising the status quo costs
  • Stone, Doug
  • Stonewalling. See also Stalled negotiation tips
  • Storytelling/stories: changing your organization with personal; Lucy's case on how small wins built on story; as organization change tradition; revising the dominant narrative as needed; as a simple way to build on small wins; spreading small wins through
  • Strategic moves: appealing for sympathy or flattery; challenging your competence or expertise; changing power dynamics using; criticizing style; demeaning your ideas; description of; “dirty tricks,”; the “hardest question,”; how to turn; preparing for; resistance to; second-generation gender issues and small wins for; threatening moves. See also Countermoves
  • Strategic moves preparation: importance of; know the other person's “good reasons,”; know what you know about the person you are dealing with; know your challenges
  • Strategic turns: additional ways to create a; Charlene Barshefsky's silence as a; correcting; cultivating your repertoire of; diverting; focusing on the future; hear how you say what you say when making; incorporate your own style into; instead of countermoves; interruption; naming; prepare for surprises; putting them to work; questioning; recognize possibilities for; Rosalie's Case on; second-generation gender issues and small wins for; silence. See also Responses
  • Strauss, Anselm
  • Stress and anxiety
  • Stuck negotiations. See Bumps in the road
  • Sturm, Susan
  • Sympathy appeals

• • T
  • Taking a break
  • Tanya's story
  • Tempered Radicals (Meyerson)
  • Tennis partner's story
  • Tenure system
  • Threatening moves
  • Time-based trades
  • Trades: establishing your value proposition for; expanding the range of; generating multiple ideas based on multiple; paying in another currency; shifting from a single issue to contingent agreements; time-based. See also Interests; Opening offers; Solutions
  • Transparency: clear communication channels for; clear criteria for; clear opportunities for; how small wins increase; on rewards and wage and salary information
  • Trust: nonverbal cues creating; other criteria for; productive negotiations by building
  • Turns. See Strategic turns

• • U
  • Unconscious mimicry (mirroring)
  • Understanding Your Counterpart: The Who: Cheryl's Commute Case application of; collecting information about; discovering their “good reasons,”; importance of knowing your counterpart; main points on; preparing for strategic moves by; using what you know about your counterpart; what Claudia's Case teaches us about knowing; what Marisa's Case teaches us about knowing. See also Parties
  • Ury, William
  • US Airways–American Airlines merger
  • US Capitol Building

• • V
  • Value proposition: challenge 1: to figure out your value; challenge 2: plan to make your value visible; collect records of your achievements; converting a distributive or win-lose game into a; Lisa's Case on presenting her; relay value messages from other stakeholders; setting your value currency; tailoring the value message to its recipient
  • Value proposition strategies: anticipate the other person's power moves; Isobel's Case on; Lisa's Case on
  • Value visibility: challenge of increasing your; how allies can increase your; increasing your own; Isobel's Case on making her; second-generation gender issues and small wins related to; strategic moves to make your; tailoring the value message to its recipient. See also Invisible work
  • Velvet glove strategies: double bind of the; linking your action to the good of the company; “reality testing” questions on consequences of no agreement; smoothing out your BATNA to make it a
  • Vulnerabilities: charlotte's Chance Case on her; identify your; preparing for moves by knowing your personal; putting them in a positive light

• • W
  • Wage and salary transparency
  • Wage gap
  • Wage negotiations: backlash against women in; gender differences in outcomes of; gender differences in salary expectations
  • Warren, Elizabeth
  • Weick, Karl
  • WH (who, whose, what, when, why, which and how) questions
  • The What. See Benchmarking: The What
  • Wheeler, Mike
  • The Who. See Understanding Your Counterpart: The Who
  • “Why” questions
  • Winner's curse, description of
  • Women: associated with communal traits; assumption that they won't relocate; cultural expectation of collaborative behavior of; double-binds faced by; ecosystem vs. egosystem motivation benefits for; hysterical female stereotype of; less likely to access negotiation opportunities; marketplace negotiations by Ethiopian; negative perception of those who negotiate for themselves; network role in career development and promotion of; perception of those engaged in male tasks; placed in the “glass cliff” to fail; sponsors as particularly valuable for; tendency to feel responsible for everyone; US Capitol Building metaphor on workplace culture and; value of women's networks to; wage gap of; ways to document accomplishments by. See also Gender differences; Gender-status beliefs
  • “Women don't ask” notion
  • Women of color
  • Workplace negotiations. See N-negotiations

• • Y
  • “Yes, and …” response: benefits of answering with a; Cheryl's Commute case application of; Elena's case application of; Marisa's case using the; remember the value of. See also Asks
  • Your counterpart. See Understanding Your Counterpart: The Who
  • Your organization: connecting your negotiation to what is happening in; getting good information from within negotiated order of; implications of building small wins in; increasing transparency in; negotiation culture of; opportunities to address gender equity in; questioning assumptions about existing practices of; small wins that open dialogue in; transparency through clear opportunities provided by; understanding that it is not gender neutral; your own negotiation history within. See also Negotiated order

• • Z
  • Zero sum. See Beyond the zero sum
  • Zuckerberg, Mark