adaptation, of approach 103–108
agenda, drafting, 48–49
alternatives
best, 5, 7, 33–34, 95–98, 101–102, 132–133
challenging other party’s, 34–35, 97–98
comparing options to, 95–97
of counterpart, 34–35, 97–98, 129
preparing a list of, 33
assessment, of negotiation, 106, 107–108, 167–169
assumptions
being aware of, 17–18
challenging your, 21
about counterparts, 17–18, 19–20
enabling, 19–20
about the negotiation, 18, 19–20
questioning your, 15–21
shifting your, 18–20
authority, to make commitments, 43–46, 99
BATNA (best alternative to a negotiated agreement), 5. See also best alternative
best alternative, 5, 7, 33–34, 95–98, 101–102, 132–133
body language, 127
brevity, 73–74
buy-in, 65
calm, remaining, 149–151
challenges
communication breakdowns, 110, 135–146
heated conversations, 110, 147–155
multiple parties, 110, 111–122
circle of value approach, xvi–xvii, 69–70, 131
collaborative approach, xv, 65–66
commitments, 2, 5–6, 43–46, 98–100, 102, 130
common ground, identifying areas of, 28–29
communication
brevity in, 73–74
clarity in, 73–74
with decision makers, 160–161
to implementers about agreement, 161–166
planning messaging and process, 46–49
relationships and, 52
concessions, xiii–xiv, 69, 74–75
conflict
addressing recurring, 154–155
identifying areas of, 28–29
management, xi
continuous improvement, striving for, 170
counterpart
alternatives of, 34–35, 97–98, 129
connecting with, in advance, 57–67
hard bargaining by, 110, 123–133
helping prepare, 65–66
identifying, 60–65
interests of, 27–28, 82–84, 128
negative reactions from, 83–84
perceptions of, 137–139
persuading, 93–94
premature judgments about, 17–18
relationship with, 49–53, 130–131
shifting assumptions about, 19
understanding, through role-play, 105
waiting for opening move from, 71–72
creative thinking, xi–xvii
decision makers
clarifying, 112–116
communication with, 160–161
influencing, 64–65
documentation
one-text procedure and, 117–121
post-negotiation review and, 169–170
of terms, 159–160
elements. See seven elements of success
emotional triggers, 151–153
emotions, 110, 139–141, 147–155
physical reaction to, 149–151
triggers, 151–153
using your, 153–154
enabling assumptions, 19–20
external factors, affecting negotiation, 54
fallback solutions, 33–35. See also alternatives
Fisher, Roger, xvi, 54, 77, 141
flexibility, 103–108
heated conversations, 110, 147–155. See also emotions
impact of actions, addressing, 139–141
implementation, of agreement, 161–166
information, identifying needed, 48
informational role, 113–116
intentions, 139–141
interests
common, 28–29
conflicting, 28–29
of counterpart, 27–28, 82–84, 128
drawing out, 82–85
versus positions, 101
sacrificing your, 101
sharing your, 84–85
of stakeholders, 28
understanding your, 27–29
issues, identifying core, 26
lessons learned, from negotiation, 167–170
listening
to counterpart, 72–73, 83–84, 150
failure of, 100
location, for negotiation, 59–60
messages
clarifying, 73–74
planning, 46–48
setting tone and, 66–67
milestones
identifying, 43–45
missed, 162
mistakes, common, 100–102
misunderstandings, 74
motivations, 3. See also interests
multiple parties, 110, 111–122
mutual understanding, building, 137–139
negative assumptions, 15–18, 20
negative outcomes, 143–144
negotiation
adapting during, 103–108
assessment of, 106, 107–108, 167–169
assumptions about, 15–21
beginning, 71–79
breaks during, 106–107, 150–151
circle of value approach to, xvi–xvii, 69–70, 131
collaborative approach to, xv, 65–66
common challenges in, 109–110, 111–122, 123–133, 135–146, 147–155
common mistakes in, 100–102
communication breakdowns during, 110, 135–146
creative thinking in, xi–xvii
defined, xi
effective communication during, 6, 72–74
emotions during, 110, 139–141, 147–155
external factors affecting, 54
identifying players in, 60–65
misconceptions about, xii–xiii
with multiple parties, 110, 111–122
practicing, 104–105
preparation for (see preparation)
process of, 43–59
recurring conflicts in, 154–155
rethinking approach to, xii–xv
review of, 167–170
roles in, 113–116
success measures for, 1–12
time and place for, 59–60
on two tracks, 74–79
walking away from, 98
as zero-sum game, xiv–xv
objective criteria, 31–33. See also standards
one-text procedure, 117–122, 159–160
options
brainstorming possible, 29–31, 85–89
committing to, 98–100
comparing to alternatives, 95–97
creating “yesable,” 141–146
eliminating, using standards, 92
evaluating and refining, 89–90, 96, 101
narrowing down, 90–94
selecting right, 95–102
trade-offs, 30–31
outcome
negative, 143–144
selecting right, 95–102
paraphrasing, 150
partisan perceptions, 137–139
perspectives, understanding others’, 74, 142–145
persuasion, 93–94
physical reactions, 149
place, for negotiation, 59–60
positional bargaining, xiii–xv, 117, 132
possibilities, generating, 86–87. See also options
practice, 104–105
premature judgments, 17–18
prenegotiation contact, 57–67
preparation
anticipating surprises, 53–55
brainstorming options, 29–31
for communication, 46–49
connecting in advance, 57–67
considering alternatives, 33–35
of counterpart, 65–66
drafting agenda, 48–49
finding objective criteria, 31–33
getting others involved in, 25–26
identifying issues, 26
identifying stakeholders, 26
imagining potential solutions, 29–31
importance of, 13–14
for negotiation process, 43–56
pushing yourself during, 35–36
questioning assumptions, 15–21
questions to answer during, 55–56
for the relationship, 49–53
researching standards, 31–33
for substance of negotiation, 23–41
understanding interests, 27–29
when time is short, 36–39
questions
to answer during preparation, 40–41, 55–56
asking, 72–73
to obtain critical information, 48
for one-text procedure, 121
recurring conflicts, 154–155
relationship mapping, 26, 61–65
relationships
antagonistic, 65
broken, 51
building working, 74–79
communication and, 52
with counterpart, 49–53, 74–79, 130–131
damaging, xiv
dealing with, head-on, 75–76
gaps in, 49–51
growing, 76–77
lack of, 53
mapping, 61–65
recurring conflicts in, 154–155
sacrificing interests to preserve, 101
separating from substance of negotiation, 76, 79
threatened, 51–53
role-play, 104–105
roles in negotiation, assigning, 113–116
seven elements of success, 1–12
solutions
agreeing on, 116–122
creating “yesable,” 141–146
fallback, 33–35
imagining potential, 29–31
pushing for better, 96–97
selecting, 95–102
selling to key stakeholders, 99
stakeholders
communication with, 160–161
considering interests of, 28
mapping, 61–65
selling solution to, 99
standards
conflicting, 92–93
eliminating options using, 92
finding, 31–33
narrowing down options using, 90–94
supporting options using, 91–92
using with hard bargainers, 130
success
best alternative as bar for, 7–8, 101–102
seven elements of, 1–12
surprises, anticipating, 53–55
terms, documentation of, 159–160
threats. See hard bargainers
time
for negotiation, 59–60
trade-offs, making smart, 30–31
triggers, 151–153
written documentation. See documentation
“yesable” propositions, 141–146
zero-sum game, negotiation as, xiv–xv