skip to content
The mind and heart of the negotiator Preview this item
ClosePreview this item
Checking...

The mind and heart of the negotiator

Author: Leigh L Thompson
Publisher: Boston : Pearson, ©2012.
Edition/Format:   Print book : English : 5th edView all editions and formats
Database:WorldCat
Summary:

For undergraduate and graduate-level business courses that cover the skills of negotiation. This text provides an integrated view of what to do and what to avoid at the bargaining table, facilitated  Read more...

Rating:

(not yet rated) 0 with reviews - Be the first.

Subjects
More like this

 

Find a copy in the library

&AllPage.SpinnerRetrieving; Finding libraries that hold this item...

Details

Document Type: Book
All Authors / Contributors: Leigh L Thompson
ISBN: 9780132543866 0132543869
OCLC Number: 711989071
Description: xx, 412 pages : illustrations ; 24 cm
Contents: Machine generated contents note: pt. I Essentials of Negotiation --
ch. 1 Negotiation: The Mind And The Heart --
Negotiation: Definition and Scope --
Negotiation as a Core Management Competency --
Dynamic Nature of Business --
Interdependence --
Economic Forces --
Information Technology --
Globalization --
Most People Are Ineffective Negotiators --
Negotiation Traps --
Why People Are Ineffective Negotiators --
Egocentrism --
Confirmation Bias --
Satisficing --
Self-Reinforcing Incompetence --
Debunking Negotiation Myths --
Myth 1 Negotiations Are Fixed-Sum --
Myth 2 You Need to Be Either Tough or Soft --
Myth 3 Good Negotiators Are Born --
Myth 4 Life Experience Is a Great Teacher --
Myth 5 Good Negotiators Take Risks --
Myth 6 Good Negotiators Rely on Intuition --
Learning Objectives --
Mind and Heart --
ch. 2 Preparation: What To Do Before Negotiation --
Self-Assessment --
What Do I Want? --
What Is My Alternative to Reaching Agreement in This Situation? --
Determine Your Reservation Point --
Be Aware of Focal Points --
Beware of Sunk Costs --
Do Not Confuse the Target Point with Your Reservation Point --
Identify the Issues in the Negotiation --
Identify the Alternatives for Each Issue --
Identify Equivalent Multi-Issue Proposals --
Assess Your Risk Propensity --
Endowment Effects --
Am I Going to Regret This? --
Violations of the Sure Thing Principle --
Do I Have an Appropriate Level of Confidence? --
Sizing Up the Other Party --
Who Are the Other Parties? --
Are the Parties Monolithic? --
Counterparties' Interests and Position --
Counterparties' BATNAs --
Situation Assessment --
Is the Negotiation One Shot, Long Term, or Repetitive? --
Do the Negotiations Involve Scarce Resources, Ideologies, or Both? --
Is the Negotiation One of Necessity or Opportunity? --
Is the Negotiation a Transaction or Dispute Situation? --
Are Linkage Effects Present? --
Is Agreement Required? --
Is It Legal to Negotiate? --
Is Ratification Required? --
Are Time Constraints or Other Time-Related Costs Involved? --
Are Contracts Official or Unofficial? --
Where Do the Negotiations Take Place? --
Are Negotiations Public or Private? --
Is Third-Party Intervention a Possibility? --
What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)? --
Do Negotiations Involve More Than One Offer? --
Do Negotiators Communicate Explicitly or Tacitly? --
Is There a Power Differential Between Parties? --
Is Precedent Important? --
Conclusion --
ch. 3 Distributive Negotiation: Slicing The Pie --
Bargaining Zone --
Bargaining Surplus --
Negotiator's Surplus --
Pie-Slicing Strategies --
Strategy 1 Assess Your BATNA and Improve It --
Strategy 2 Determine Your Reservation Point, but Do Not Reveal It --
Strategy 3 Research the Other Party's BATNA and Estimate Their Reservation Point --
Strategy 4 Set High Aspirations (Be Realistic but Optimistic) --
Strategy 5 Make the First Offer (If You Are Prepared) --
Strategy 6 Immediately Reanchor if the Other Party Opens First --
Strategy 7 Plan Your Concessions --
Strategy 8 Support Your Offer with Facts --
Strategy 9 Appeal to Norms of Fairness --
Strategy 10 Do Not Fall for the "Even Split" Ploy --
Most Commonly Asked Questions --
Should I Reveal My Reservation Point? --
Should I Lie About My Reservation Point? --
Should I Try to Manipulate the Counterparty's Reservation Point? --
Should I Make a "Final Offer" or Commit to a Position? --
Saving Face --
Power of Fairness --
Multiple Methods of Fair Division --
Situation-Specific Rules of Fairness --
Social Comparison --
Equity Principle --
Restoring Equity --
Procedural Justice --
Fairness in Relationships --
Egocentrism --
Wise Pie-Slicing --
Consistency --
Simplicity --
Effectiveness --
Justifiability --
Consensus --
Generalizability --
Satisfaction --
Conclusion --
ch. 4 Win-Win Negotiation: Expanding The Pie --
What Is Win-Win Negotiation? --
Telltale Signs Of Win-Win Potential --
Does the Negotiation Contain More Than One Issue? --
Can Other Issues Be Brought In? --
Can Side Deals Be Made? --
Do Parties Have Different Preferences Across Negotiation Issues? --
Pyramid Model --
Most Common Pie-Expanding Errors --
False Conflict --
Fixed-Pie Perception --
Strategies That Do Not Really Work --
Commitment to Reaching a Win-Win Deal --
Compromise --
Focusing on a Long-Term Relationship --
Adopting a Cooperative Orientation --
Taking Extra Time to Negotiate --
Effective Pie-Expanding Strategies --
Perspective-Taking --
Ask Questions About Interests and Priorities --
Provide Information About Your Interests and Priorities --
Unbundle the Issues --
Make Package Deals, Not Single-Issue Offers --
Make Multiple Offers of Equivalent Value Simultaneously --
Structure Contingency Contracts by Capitalizing on Differences --
Presettlement Settlements (PreSS) --
Search for Postsettlement Settlements --
Strategic Framework for Reaching Integrative Agreements --
Resource Assessment --
Assessment of Differences --
Offers and Trade-Offs --
Acceptance/Rejection Decision --
Prolonging Negotiation and Renegotiation --
Do Not Forget About Claiming --
Conclusion --
pt. II Advanced Negotiation Skills --
ch. 5 Developing A Negotiating Style --
Motivational Orientation --
Assessing Your Motivational Style --
Strategic Issues Concerning Motivational Style --
Interests, Rights, and Power Model of Disputing --
Assessing Your Approach --
Strategic Issues Concerning Approaches --
Emotions and Emotional Knowledge --
Emotions and Moods --
Expressed Versus Felt Emotion --
Genuine Versus Strategic Emotion --
Negative Emotion --
Emotional Intelligence --
Positive Emotion --
Emotional Intelligence and Negotiated Outcomes --
Strategic Advice for Dealing with Emotions at the Table --
Conclusion --
ch. 6 Establishing Trust And Building A Relationship --
People Side of Win-Win --
Trust as the Bedrock of Relationships --
Three Types of Trust in Relationships --
Building Trust: Rational and Deliberate Mechanisms --
Building Trust: Psychological Strategies --
What Leads to Mistrust? --
Repairing Broken Trust --
Reputation --
Relationships in Negotiation --
Negotiating with Friends --
Negotiating with Businesspeople --
When in Business with Friends and Family --
Conclusion --
ch. 7 Power, Persuasion, And Ethics --
Your BATNA Is Your Most Important Source of Power in Negotiation --
Sources of Power --
Analyzing Your Power --
Persuasion Tactics --
Two Routes to Persuasion --
Central Route Persuasion Tactics --
Peripheral Route Persuasion Tactics --
Effects of Power on Those Who Hold Power --
Effects of Power on Those with Less Power --
Negotiation Ethics --
Lying --
Other Questionable Negotiation Strategies --
Sins of Omission and Commission --
Costs of Lying --
Under What Conditions Do People Engage in Deception? --
Psychological Bias and Unethical Behavior --
Conclusion --
ch. 8 Creativity And Problem Solving In Negotiations --
Creativity in Negotiation --
Test Your Own Creativity --
What Is Your Mental Model of Negotiation? --
Haggling --
Cost-Benefit Analysis --
Game Playing --
Partnership --
Problem Solving --
Creative Negotiation Agreements --
Fractionating Problems into Solvable Parts --
Finding Differences: Issue Alignment and Realignment --
Expanding the Pie --
Bridging --
Cost Cutting --
Nonspecific Compensation --
Structuring Contingencies --
Threats to Effective Problem Solving and Creativity --
Inert Knowledge Problem --
Availability Heuristic --
Representativeness --
Anchoring and Adjustment --
Unwarranted Causation --
Belief Perseverance --
Illusory Correlation --
Just World --
Hindsight Bias --
Functional Fixedness --
Set Effect --
Selective Attention --
Overconfidence --
Limits of Short-Term Memory --
Creative Negotiation Strategies --
Analogical Training --
Feedback --
Counter-Factual Reflection --
Incubation --
Rational Problem-Solving Model --
Fluency, Flexibility, and Originality --
Brainstorming --
Convergent Versus Divergent Thinking --
Deductive Reasoning --
Inductive Reasoning --
Flow --
Conclusion --
pt. III Applications and Special Scenarios --
ch. 9 Multiple Parties, Coalitions, And Teams --
Analyzing Multiparty Negotiations --
Multiparty Negotiations --
Key Challenges of Multiparty Negotiations --
Key Strategies for Multiparty Negotiations --
Coalitions --
Key Challenges of Coalitions --
Strategies for Maximizing Coalitional Effectiveness --
Principal-Agent Negotiations --
Disadvantages of Agents --
Strategies for Working Effectively with Agents --
Constituent Relationships --
Challenges for Constituent Relationships --
Strategies for Improving Constituent Relationships --
Team Negotiation --
Challenges That Face Negotiating Teams --
Strategies for Improving Team Negotiations --
Intergroup Negotiation --
Challenges of Intergroup Negotiations --
Strategies for Optimizing Intergroup Negotiations --
Conclusion --
ch. 10 Cross-Cultural Negotiation --
Learning About Cultures --
Defining Culture --
Culture as an Iceberg --
Cultural Values and Negotiation Norms --
Individualism Versus Collectivism --
Egalitarianism Versus Hierarchy --
Direct Versus Indirect Communications --
Key Challenges of Intercultural Negotiation --
Expanding the Pie --
Dividing the Pie --
Sacred Values and Taboo Trade-Offs --
Biased Punctuation of Conflict --
Ethnocentrism --
Affiliation Bias --
Faulty Perceptions of Conciliation and Coercion --
Naive Realism
Responsibility: Leigh L. Thompson.

Reviews

User-contributed reviews
Retrieving GoodReads reviews...
Retrieving DOGObooks reviews...

Tags

Be the first.

Similar Items

Related Subjects:(2)

Confirm this request

You may have already requested this item. Please select Ok if you would like to proceed with this request anyway.

Linked Data


Primary Entity

<http://www.worldcat.org/oclc/711989071> # The mind and heart of the negotiator
    a schema:Book, schema:CreativeWork ;
    library:oclcnum "711989071" ;
    library:placeOfPublication <http://dbpedia.org/resource/Boston> ; # Boston
    library:placeOfPublication <http://id.loc.gov/vocabulary/countries/mau> ;
    schema:about <http://dewey.info/class/658.4052/e22/> ;
    schema:about <http://id.worldcat.org/fast/1035551> ; # Negotiation
    schema:about <http://id.worldcat.org/fast/1035573> ; # Negotiation in business
    schema:bookEdition "5th ed." ;
    schema:bookFormat bgn:PrintBook ;
    schema:copyrightYear "2012" ;
    schema:creator <http://experiment.worldcat.org/entity/work/data/81337#Person/thompson_leigh_l> ; # Leigh L. Thompson
    schema:datePublished "2012" ;
    schema:exampleOfWork <http://worldcat.org/entity/work/id/81337> ;
    schema:inLanguage "en" ;
    schema:name "The mind and heart of the negotiator"@en ;
    schema:productID "711989071" ;
    schema:publication <http://www.worldcat.org/title/-/oclc/711989071#PublicationEvent/boston_pearson_2012> ;
    schema:publisher <http://experiment.worldcat.org/entity/work/data/81337#Agent/pearson> ; # Pearson
    schema:workExample <http://worldcat.org/isbn/9780132543866> ;
    wdrs:describedby <http://www.worldcat.org/title/-/oclc/711989071> ;
    .


Related Entities

<http://dbpedia.org/resource/Boston> # Boston
    a schema:Place ;
    schema:name "Boston" ;
    .

<http://experiment.worldcat.org/entity/work/data/81337#Person/thompson_leigh_l> # Leigh L. Thompson
    a schema:Person ;
    schema:familyName "Thompson" ;
    schema:givenName "Leigh L." ;
    schema:name "Leigh L. Thompson" ;
    .

<http://id.worldcat.org/fast/1035551> # Negotiation
    a schema:Intangible ;
    schema:name "Negotiation"@en ;
    .

<http://id.worldcat.org/fast/1035573> # Negotiation in business
    a schema:Intangible ;
    schema:name "Negotiation in business"@en ;
    .

<http://worldcat.org/isbn/9780132543866>
    a schema:ProductModel ;
    schema:isbn "0132543869" ;
    schema:isbn "9780132543866" ;
    .


Content-negotiable representations

Close Window

Please sign in to WorldCat 

Don't have an account? You can easily create a free account.