3-D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals

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When discussing being stuck in a "win-win vs. win-lose" debate, most negotiation books focus on face-to-face tactics. Yet, table tactics are only the "first dimension" of David A. Lax and James K. Sebenius' pathbreaking 3-D Negotiation (TM) approach, developed from their decades of doing deals and analyzing great dealmakers. Moves in their "second dimension"—deal design—systematically unlock economic and noneconomic value by creatively structuring agreements. But what sets the 3-D approach apart is its "third dimension": setup. Before showing up at a bargaining session, 3-D Negotiators ensure that the right parties have been approached, in the right sequence, to address the right interests, under the right expectations, and facing the right consequences of walking away if there is no deal. This new arsenal of moves away from the table often has the greatest impact on the negotiated outcome. Packed with practical steps and cases, 3-D Negotiation demonstrates how superior setup moves plus insightful deal designs can enable you to reach remarkable agreements at the table, unattainable by standard tactics.
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What People Are Saying

Stephen Friedman
Lax and Sebenius capture what I've seen great deal makers take years to perfect. (former Chairman and Senior Partner, Goldman Sachs & Co.)
Peter G. Peterson
...a first-rate piece of work. I recommend it highly. (Senior Chairman and cofounder, The Blackstone Group )
Vasella MD
...the clear and innovative concept has contributed invaluably...to many agreements that are critical to Novartis. (Chairman and CEO, Novartis AG, Switzerland)
Roger Fisher
At last, practical advice on how to overcome obstacles that prevent us from getting to yes. (coauthor of Getting to Yes)
Paul F. Levy
3-D Negotiation is a brilliant and rigorous exposition of key bargaining strategy techniques from two masters of negotiation. (President and CEO, Beth Israel Deaconess Medical Center)
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Product Details

  • ISBN-13: 9781591397991
  • Publisher: Harvard Business Review Press
  • Publication date: 9/26/2006
  • Edition description: 1ST
  • Pages: 286
  • Sales rank: 328,793
  • Product dimensions: 6.52 (w) x 9.56 (h) x 1.10 (d)

Table of Contents

Pt. 1 Overview : 3-D negotiation in a nutshell
1 Negotiate in three dimensions 7
2 Do a 3-D audit of barriers to agreement 21
3 Craft a 3-D strategy to overcome the barriers 35
Pt. 2 Set up the right negotiation : "away from the table"
4 Get all the parties right 53
5 Get all the interests right 69
6 Get the no-deal options right 85
7 Get the sequence and basic process choices right 99
Pt. 3 Design value-creating deals : "on the drawing board"
8 Move "northeast" 119
9 Dovetail differences 135
10 Make lasting deals 149
11 Negotiate the spirit of the deal 163
Pt. 4 Stress problem-solving tactics : " at the table"
12 Shape perceptions to claim value 181
13 Solve joint problems to create and claim value 205
Pt. 5 3-D strategies in practice : "let them have your way"
14 Map backward to craft a 3-D strategy 227
15 Think strategically, act opportunistically 237
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Sort by: Showing all of 2 Customer Reviews
  • Posted May 27, 2009

    more from this reviewer

    Smart ways to reframe negotiation

    If you have read a few books on negotiation, you will find much in this book familiar. If you're serious about the subject, however, reading it will amply reward your curiosity. Many of its negotiating techniques and approaches are familiar because the authors, David A. Lax and James K. Sebenius, reviewed and tested the existing literature on the subject. They put the best current suggestions into a larger conceptual frame that can help negotiators make better deals. This book is approachable for beginners and useful for experienced negotiators, so getAbstract recommends it to both types of readers, even if it isn't perfect. In some parts of the book, the authors highlight negotiating issues that parties must face without giving practical guidance on how to handle them. On the whole, though, this is a useful, methodical and realistic treatment of negotiation.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted October 4, 2006

    First Rate

    Davis A. Lax and James K. Sebenius are both graduates of Harvard Business School, co-founders of Harvard¿s Negotiation Roundtable in the 1980s, and developers of the Business School program for top executives entitled ¿Strategic Negotiation: Deal Making for the Long Term.¿ They are also the co-authors of a book that many readers will know, The Manager as Negotiator. James Sebenius is the first Gordon Donaldson Professor at Harvard Business School and also serves as Vice Chair of the Program on Negotiation at Harvard Law School. David Lax, formerly on the Harvard Business School faculty, is Managing Principal of Lax Sebenius LLC, a strategy firm founded by the two men that advises both and governments and major corporations on their most important negotiations. This work is the product of their ¿over two decades of deal-making experience ¿ study¿ and collaboration in the field of negotiation (p. x). It is first-rate. ¿This is a book,¿ the authors tell us, ¿about seeing the world in three dimensions ¿ [rather than] ¿ the alternative, which we¿ll refer to as one-dimensional negotiation (p.7).¿ The writers then go on to explain their work is unlike the two types of negotiation that dominate the seminar and the written products of the field today (the win-lose and the win-win views of negotiation) with their concentration on face-to-face approaches and tactics. Lax and Sebenius view negotiation quite differently from the focus on table tactics used in many popular seminars today. Their approach examines negotiation far more than as a tactical table encounter, but rather as focusing on three distinctive but inter-related negotiation activities (p. 37): ¿ Setting-up the right negotiation ¿ Designing value-creating deals ¿ Stressing problem-solving tactics If you¿ve been to a seminar lately or read much of the face-to-face tactical material streaming out of the publishing houses, you will find this book a refreshing look at the breadth and depth of the negotiator¿s over-all task and a far cry from the negotiator who asserts that given a topic they can ¿just wing it¿ effectively. Every negotiator needs to read this book and learn the three dimensional nature of the craft. You will be hard pressed to find a better resource for the job. Readers will learn how to get all the interests right and position their advocates either at the table or in the ¿wings¿ as powerful influencers of the negotiation. You will in sum, learn how to set the most promising table and how to best utilize the full cast of actors. You will learn to develop lasting deals through finding and creating value so that each party is strengthened in its implementation by significant value through the new agreement. Here, as so often in this carefully crafted work, the authors have drawn on both their own experience and the work of experimental psychology to illustrate their findings. This incorporation of the dual thrust of experience and research is one of the book¿s hallmarks. In this case, the authors explore a wide-spread skepticism of some negotiators that ¿pie-growing stuff is realistic¿ and has real potential (p.128). The authors also acknowledge that psychologists confirm that ¿adversarialism is a pervasive and deep-rooted human tendency.¿ Additionally, the writers also cite a survey of some 5,000 persons involved in over 32 negotiating studies, fifty percent of whom failed ¿to spot and take advantage of value-creating issues¿ (p. 129). All this explored, the writers conclude: ¿ ¿Learning to negotiate effectively takes time and effort.¿ ¿ ¿It can be done. Half of the people ¿ did find the value-creating issues.¿ ¿ ¿Psychological biases ¿ have to be recognize[d] and worke[d] to overcome them.¿ In many ways, this illustration forms the theme of this most valuable book. This reviewer fully concurs that negotiation is a complex, learnable skill acquired by anyone who works at it, but it needs to be viewed as tr

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