Practical Business Negotiation by Baber, William W. -- Read -- Imperial Library of Trantor

Index

Cover Title Copyright CONTENTS List of figures List of tables List of cases Acknowledgments Introduction 1 What do you want to get from negotiations?

Distributive and integrative Choosing the strategy When not to negotiate at all

2 First connections

Gaining and giving information Relationships Empathy Perspective taking Impression management Satisfaction

3 Core negotiation concepts

Anchoring effect BATNA Understanding and misunderstanding interests Principle-based negotiation

4 Structure and planning

Building momentum 3D negotiation Basic planning Identifying interests Backward mapping Priority and outcome mapping The sequence of talk at the table

5 Some cultural considerations

Top-down/bottom-up Culture and negotiation Weak/strong points of North American negotiators Weak/strong points of Japanese negotiators Weak/strong points of Chinese negotiators Gender

6 Talking the talk

Designing offers and suggesting tradeoffs Accepting and rejecting Summarizing and clarifying Practical verbal signals Deadlock and breaking deadlock Shutdown moves Language choice Visual communication Remote electronic negotiations

7 Negotiation tactics

Tactics at the table Persuasion approaches Humor in the negotiation Ethics Who should you not negotiate with?

8 Win at home before you go

Educating the boss and coworkers Back table negotiations Problem solving techniques War gaming as preparation Financial modeling

9 What kind of negotiator…

… are you?… are they? Cognitive bias Bias and decision making Teamwork

10 Final phase

Robust agreements that can survive Control mechanisms often found in negotiated agreements When agreements don’t survive: outside support, mediation and arbitration Draft agreements

11 Review from a high altitude Appendix I Glossary Appendix II Case simulations Appendix III Planning documents

Issue/reserve planning document, Brett Planning document – clusters Reserve line Backward planning Flowchart planning Issues, steps, reserve, scorecard

Appendix IV Negotiation errors

Error: how not to give a concession Error: when to go slow Error: watch your BATNA Error: back table out of sync

Appendix V Cultural differences Appendix VI Stakeholder analysis References Index Notes