Index

Accenture, 18

adaptation, 113

advice, 37

affective trust, 80–81

AIG, 116–119, 122, 123

Air India, 101, 105, 107

alignment, 128–129, 137–139

allies, in shadow negotiation, 52–54

Allred, Keith, 40

alternatives, yours vs. theirs, 31. See also BATNAs

Alvarez, Pedro, 78

American Arbitration Association, 122

American Seafoods, 153, 154–155

Andersen Consulting, 18. See also Accenture

anger, 33–34, 39–42

anxiety, 35, 36–39

crisis negotiation and, 88–89

AOL Time Warner, 129, 132

appreciative moves, 48, 53, 57–61

keeping the dialogue going, 59–60

soliciting new perspectives, 60–61

arbitration, 115–123

Art and Science of Negotiation (Raiffa), 7

Arthur Andersen, 18

The Art of War (Sun Tzu), 32

AT&T, 125–126, 134

Attica State Prison riot, 87–88

AutoNation, 5

autonomy, 143

Aventis Pharma, 137

Bain & Company, 146

Baker, James, 109–110, 110–112

Barshefsky, Charlene, 108

Bartolome, Ricardo, 81

baseball arbitration, 118

Bassi, Benoit, 150–151, 162, 163

BATNAs, 5, 14–16

Bazerman, Max, 7, 115–123

“benefit of hindsight” exercise, 133–135

Bentall Capital, 158–160

biases, 5

anger and, 40

being too invested, 153

fixed-pie, 11–12, 40

in job negotiations, 68–69

knowing your, 91–92

partisanship, 5, 18–19

positions vs. interests and, 11–12

seeing beyond initial, 60

self-serving role, 17–18

Blockbuster, 5

Blue Cross and Blue Shield of Florida, 142–143

Boeing, 102, 105, 107

Bowles, Hannah Riley, 68–69

breakthrough bargaining, 47–62

Bridgepoint, 149–151, 162, 163

Brooks, Alison Wood, 33–46

BT (British Telecom), 125–126, 134

Burd, Steve, 146

Bush, George H. W., 110–112

Bush, George W., 104

Business Affairs engine, 129, 132

Campagna, Rachel, 41

capabilities, 134

taking stock of target company’s, 152–153

Carr, Tim, 75

Centre Partners, 153, 154–155

Challenger space shuttle, 45

Chan, Alfred, 106–107

Chapin, Mark, 56–57

Chua, Roy, 80

Cinven, 156–157

Cisco Systems, 6

Clear Channel, 162–163

Clinton, Bill, 109

cognitive trust, 80

Colburn, David, 129, 132

collaboration, 40, 133–135, 142–143

common ground, 12–14

searching too hard for, 4–5

communication

building trust in, 79–81

cross-cultural, 75–85

emotional expressiveness in, 77–79

face-to-face vs. mediated, 96

implementation mind-set and, 136–137

keeping the dialogue going, 59–60

with the public, 103–104

seeding ideas early, 55

sending one message in, 129, 139–140

yes-or-no questions and, 81–84

commutations negotiations, 136–137

compensation systems, 162–163

competition, checking out the, 151–152

Concert, 125–126, 134

“Confession of Faith” (Roosevelt), 16–17

confidence

anxiety and, 37

arrogance vs., 6

confidentiality, 139

conflict

anger and, 33–35

cultural differences in expressing, 76–77, 83

encouraging reasonableness and, 115–123

final-offer arbitration and, 115–123

mergers and acquisitions and, 160–161

normalization of process and, 26–27

overreaction in, 26–27

uniting the opposition in, 108

confrontational cultures, 78–79

Conoco, 108

consensus, 54

building, 56–57

constraints, in job offer negotiations, 67

contracts, 84–85

the deal maker mind-set and, 126–127

controlling the frame, 30–32

cost economics, 152

Coutu, Diane L., 87–98

credibility, 142–143

crisis negotiation, 87–98

bad negotiators and, 93–94

communication in, 96

listening and empathy in, 91–93

saving face in, 97–98

skills for, 88–89

with suicidal people, 96–97

Cullinan, Geoffrey, 145–163

cultural bridges, 82–83

cultural differences, 75–85

in building trust, 79–81

contracts and, 84–85

in emotional expression, 77–79

in expressing disagreement, 76–77

yes-or-no questions and, 81–84

customers

acquisitions and, 148–151

getting to know, 151

higher prices and, 30–31

negotiation campaigns and, 110–111

outsourced service providers and, 132–133

Daley, Bill, 109

Davis, Bob, 1

deal maker mind-set, 126–133

building alignment and, 138–139

compared with implementation mind-set, 130–131

contracts and, 126–127

de Callières, François, 20

decision making, 59–60, 95, 136–137

Dell, 102

differences inventories, 14

disagreement, expressing, 76–77

disappointment, 42–44

dominance vs. equality, 31–32

Dominick’s, 145–146

downgraders, 77

due diligence, 145–163

nice surprises in, 153, 154–155

questions in, 147

research on, 146–147

synergies and skeletons in, 149, 157–161

walk-away price and, 149, 161–163

what are we really buying, 148–153

what is the target’s stand-alone value, 148–149, 153–157

Eban, Abba, 51

emotions, 33–46

anger, 33–34, 39–42

anxiety, 35, 36–39

controlling, 94–95

controlling your experience of, 35

cultural differences in expressing, 77–79

disappointment and regret, 42–44

empathy and, 4–5, 92–93

happiness and excitement, 44–45

influencing others’, 39

knowing your hot buttons and, 91–92

managing your counterpart’s, 38–39

preparing your strategy around, 43

trust and, 80–81

venting, 93–95

empathy, 4–5

in crisis negotiation, 92–93

Epley, Nicholas, 38–39

equality vs. dominance, 31–32

Equitas, 136

errors of omission vs. commission, 43–44

Ertel, Danny, 125–144

ethics, 16–17

excitement, 44–45

expectations, 136–137

expense sharing, 135

exploding offers, 64

Facebook, 68, 69

failure, costs of, 87

fairness, determining, 119–120

FBI, 88

Fenn, Steve, 140

final-offer arbitration challenge, 116–123

building your reputation and, 120–121

getting started in, 121–123

primer on, 118

when to use, 119–120

Finn, Tom, 135

Firnhaber, Dirk, 79

Fisher, Roger, 7, 14

fixed-pie bias, 11–12, 40

forecasts, 13–14

framing

controlling the, 30–32

reframing the process, 55–56

fundraising efforts, 113

Galinsky, Adam, 38

game theory, 7

gender bias, 68–69

getting to yes, 75–85

Getting to Yes (Fisher, Ury, and Patton), 7, 14

Gino, Francesca, 37

Glaxo, 9–10

goodwill, 133–135

government, 103, 133

Gulf War, 110–112

Gutierrez, Carlos, 161–162

Hancock, Peter, 116–119, 121, 123

hand-off meetings, 140

Hanjin, 101

happiness, 44–45

Hartig, Karen, 51–52

Harvard Negotiation Project, 126

health care, 142–143

Hewlett-Packard, 87

Hitchcock, Donna, 61

Holtzman, Steve, 4–5

Home Depot, 102

Hong Kong & China Gas Company, 106–107

“Honoring the Contract” exercise, 33–34

hostage negotiation, 87–98

HP Services, 142–143

Huhn, Steve, 142–143

Huizenga, Wayne, 5

Hussein, Saddam, 109

IBM Global Services, 140

ideas, seeding early, 55

image, 58–59

implementation, 125–144

managing negotiation like a business process, 141–143

negotiating for, 133–143

implementation mind-set, 127, 130–131

alignment as a shared responsibility, 137–139

helping your counterpart prepare, 136–137

sending one message, 139–140

starting with the end in mind, 133–135

incentives, 49–51

interdependencies, 107–108, 112

interests

of all players, 9–10

defined, 11

letting positions drive out, 4, 11–12

mapping out the negotiation space and, 27–30

price vs. other, 4, 6–10

International Longshore and Warehouse Union, 100–104

International Mass Retail Association, 103

Iraq, invasion of, 109–110

Jewel, 146

job offers, negotiating, 63–73

gender bias in, 68–69

likability and, 64–65

making it clear they can get you, 66

perspective in, 73

questioner’s intent vs. questions in, 67, 70

the rules in, 64–73

showing them why you deserve your request, 65–66

staying at the table in, 72–73

timing and, 71

tough questions in, 66, 67

ultimatums in, 71–72

understanding the constraints in, 67

understanding the person across the table, 66

joint gains, 13–14

Kahneman, Daniel, 115–123

Katz, John, 79–80

Keebler, 160–162

keeping the dialogue going, 59–60

Kellogg, 160–162

Kimeldorf, Howard, 102

KLA-Tencor, 141

Kolb, Deborah M., 47–62

labor negotiations, 100–104, 105–106

Lanier, Robin, 103

Lax, David, 7, 99–114

Lazard Frères, 6

leadership, 122–123, 133

legal system stability/instability, 84–85

Le Roux, Jean-Marc, 145–163

likability, 64–65

listening, 55

in crisis negotiation, 91, 92–93

longshoremen, 100–104, 105–106

Lopez, Joe, 55

Lufthansa Flight 592, 88, 90

Maersk, 101

Malhotra, Deepak, 23–32, 63–73

management, 133

The Manager as Negotiator (Lax and Sebenius), 7

manipulation, 2, 36

mapping backward from your target deal, 105, 106–107

mapping out the negotiation space, 27–30

Mays, Randall, 162–163

McGinn, Kathleen, 100

media, 103–104, 126

mental models, 148–150

mergers and acquisitions, 125–126

final-offer arbitration and, 122

synergies and skeletons in, 149, 157–161

walking away from the deal, 145–163

what are we really buying in, 148–153

what is the target’s stand-alone value, 148–149, 153–157

Meyer, Erin, 75–85

Millennium Pharmaceuticals, 4–5

mind-sets

deal maker, 126–133, 130–131

fixed-sum pie, 11–12

implementation, 127, 130–131

Miniace, Joseph, 100–104

Misino, Dominick J., 87–98

Mittal, Aditya, 99

Mittal, Lakshmi, 99

Mittal Steel, 99

Moffett Studios, 16–17

multifront campaigns, 99–114

assessing interdependencies among fronts in, 107–108

choosing parties and grouping them into fronts, 105–107

designing and executing, 105–113

how much information to share and when, 113

illustration of, 100–104

internal elements in, 102–103

learning and adapting in, 113

samples of, 110–111

sequencing, 109–112

when and why to choose, 104–105

whether and when to combine fronts in, 108–109

Munich Olympics, 88

Murdoch, Rupert, 6

mutuality, 58

National Football League, 44

Neale, Margaret, 7

negative synergies, 160–161

Negotiating Rationally (Bazerman and Neale), 7

negotiation

academic research on, 7

as binary, 42

common problems in, 2–19

complex, 99–114

controlling before it begins, 23–32

as core competency, 1

cross-cultural, 75–85

emotions in, 33–46

habits for effective, 1–21

implementation and, 125–144

of job offers, 63–73

limitations of direct, 100–104

managing like a business process, 129, 141–143

reasonableness in, 115–123

shadow, 47–62

walking away from, 145–163

Newton, Sam, 58–59

New York Police Department, 87–88

Nissan, 102

nonverbal communication, 82–83

normalization of process, 26–27

North American Free Trade Agreement, 109

objectivity, 79, 91–92

observation, of others’ emotions, 38–39

Odeon Cinemas, 156–157

O’Neill, Tip, 9

outsourcing

alignment and, 138

negotiation, 38–39

negotiations with providers, 132

overconfidence, 45

Ovitz, Michael, 126

O&Y Properties, 158–160

Pacific Maritime Association, 100–104, 105–106, 109

package deals, 108–109

partisan perceptions, 5, 18–19

Patton, Bruce, 7, 14

Perkins, George, 16–17

Perlman, Steve, 112

Pernod Ricard, 149–151

perspective

on BATNAs, 14–15

in crisis negotiation, 93

ignoring the other side’s problem and, 2–6

inability to see others’, 4–5

in job offer negotiations, 66, 73

mapping out the negotiation space and, 29

partisanship and, 5, 18–19

seeing beyond initial ideas and, 60

skewed vision and, 16–19

soliciting new, 60–61

Philbin, Marcia, 55–56

positions

defined, 11

interests vs., 4, 11–12

postnegotiation reviews, 141

post-settlement settlement, 44

power, shadow negotiation and, 47–48

power moves, 48–54

enlisting support, 52–54

offering incentives, 49–51

putting a price on the status quo, 51–52

price

focusing on, 4, 6–10

value vs., 30–31

process, 9

disappointment related to, 42

managing negotiations like a business process, 129, 141–143

negotiating before substance, 23–25

negotiation as an interpersonal, 38–39

normalizing, 26–27

process moves, 48, 52–53, 54–57

building consensus, 56–57

reframing the process, 55–56

seeding ideas early, 55

Procter & Gamble Pharmaceuticals, 135

profit splits, 135

Psycho (film), 36

public perceptions, 113

putting a price on the status quo, 51–52

questions

questioner’s intent in, 67, 70

tough, in job negotiations, 67, 70

yes-or-no, 81–84

Raiffa, Howard, 7

rapport, 41

reasonableness, 115–123

receptivity, 55

reframing anger, 42

regret, 42–44

rejection, 93–94

relationships

anger and, 41

building alignment and, 138–139

credibility and, 142–143

in crisis negotiation, 90–91

focus on price vs., 8

job negotiations and, 68–69

reputation, building, 120–121

respect, 89–90

reverse Midas negotiators, 6–10, 12

Riley, Dan, 54

Rohatyn, Felix, 6

role bias, 5

Roosevelt, Theodore, 16–17

Rossi, Francesca, 59–60

Sachlichkeit, 79

Safeway, 145–146

Sandberg, Sheryl, 68, 69

Sarbanes-Oxley, 133

saving face, 58–59, 97–98

Schweinsberg, Martin, 41

Schweitzer, Maurice, 37

Sebenius, James K., 1–21, 99–114

secrecy, 137

self-serving role bias, 17–18

sequence, 99–100, 109–112

shadow negotiation, 47–62

appreciative moves in, 57–61

defined, 47

power inequality and, 47–48

power moves in, 48–54

process moves in, 54–57

research on, 50

Shark Tank (TV show), 37

silencing, 54

Singapore Management University, 80

Six Sigma, 133

SmithKline Beecham, 9–10

social contract, 8–9

social mapping, 106–107

soliciting new perspectives, 60–61

Southern Pacific Railroad, 161

stakeholders

identifying all, 129

involving, 139

mapping out the negotiation space and, 27–30

stalls in negotiation

keeping the dialogue going vs., 59–60

power moves and, 48–50

status quo, putting a price on the, 51–52

step-down royalties, 135

Stevens, Carl, 118

Stevens, Sarah, 82–83

Stone Container, 113

strategic challenges, 100

strategic levers, 48

substance, negotiating process before, 23–25

suicides, 96–97

Summit Partners, 157

Sun Tzu, 32

support, enlisting as a power move, 52–54

Sweeney, Fiona, 50–51, 52–53

synergies, 149, 157–161

mapping, 158, 159

negative, 160–161

tactical challenges, 100

tactics, 15–16

Taft-Hartley Act, 104

target deals, mapping backward from, 105, 106–107

teams, 95, 129, 132

Terra Lycos, 1

TGG, 116–119

Thinking, Fast and Slow (Kahneman), 116

think personally, act communally strategy, 68

timing, 71

in multifront campaigns, 108–109

translators, 82

transparency, 108, 113, 137

Trump, Donald, 126

trust

anger and, 41

appreciative moves and, 57–61

cognitive vs. affective, 80–81

credibility and, 142–143

in crisis negotiation, 90–91

cultural differences and building, 79–81

Trustey, Joe, 157

ultimatums, 71–72

Union Pacific Railroad, 161

upgraders, 77

Ury, Bill, 6, 7, 14

valuation

forecasts and, 13–14

trickery around, 154–156

value

creating and showing in shadow negotiation, 50–51

price vs., 30–31

as product of negotiation, 144

what is the target’s stand-alone, 148–149, 153–157

value creation, 128

van Kleef, Gerben, 40–41

Vare, Daniele, 2–19

venting, 93–95

verbal cues of disagreement, 77

vision, skewed, 16–19

Volpi, Mike, 6

Wagner, John, 85

walk-away price, 149, 161–163

Walmart, 102, 103

Wasserstein, Bruce, 126

Waste Management, 5

WebTV, 112

Weddigen, Rolf-Magnus, 145–163

Whitelaw, Gary, 159–160

Williams, Judith, 47–62

win-lose bargaining, 7, 41

win-win bargaining, 7

Witter, Dina, 100

Wolf, Elizabeth Baily, 39

yes-or-no questions, 81–84

Yip, Jeremy, 41