Negotiating Skills for Managers (Briefcase Books Series) / Edition 1

by Steven Cohen, Roger A. Formisano

Overview

Now translated into nine languages! This reader-friendly, icon-rich series is must reading for all managers at every level.

All managers, whether brand new to their positions or well established in the corporate hierarchy, can use a little "brushing up" now and then. The skills-based Briefcase Books series is filled with ideas and strategies to help managers become more capable, efficient, effective, and valuable to their corporations.

Virtually everything in business is negotiated, and the ability to negotiate strong agreements and understandings is among today's most valuable talents. Negotiating Skills for Managers explains how to establish a solid pre-negotiation foundation, subtly guide the negotiation, and consistently set and achieve satisfactory targets. From transferring one's existing strengths to the negotiating table to avoiding common negotiating errors, it reveals battle-proven steps for reaching personal and organizational objectives in every negotiation.

Product Details

ISBN-13:	9780071387576
Publisher:	McGraw Hill LLC
Publication date:	03/01/2002
Series:	Briefcase Books Series
Pages:	180
Product dimensions:	6.00(w) x 9.00(h) x 1.00(d)

About the Author

Steven Cohen is the head of The Negotiation Skills

Company and delivers seminars and speeches on training worldwide.

Table of Contents

	Preface	xi
1.	Competitive Versus Collaborative Decision Making	1
	What Is Negotiation?	2
	What Negotiation Is Not	4
	Types of Negotiation	5
	Investigating Your Interests	7
	What Differences Does It Make to Distinguish Between Interests and Positions?	8
	How Do You Deal with Positional Bargainers?	10
	Is Money Really the Interest?	12
	Primary (Fundamental) and Secondary (Derivative) Interests	13
	Looking Beyond Our Personal Interests	15
	The Three C's of Interests	17
	When Interests Conflict	19
	Manager's Checklist for Chapter 1	20
2.	BATNA--Choosing Whether to Walk Away	23
	Making Choices	23
	Balance of Power	24
	Understanding Our BATNA Offers Choices	25
	What Is Our Walking-in BATNA?	27
	Does BATNA Ever Change?	27
	BATNA Is Not the Bottom Line	29
	Elements of BATNAs	30
	Strengthening and Weakening BATNAs	35
	Assumptions	36
	Manager's Checklist for Chapter 2	37
3.	Are We Ready? Inoculation Protects the Parties	39
	Substantive Inoculation: Knowing the Subject	40
	In Negotiation, the Past Has No Future	41
	Selling the Product to the Salesperson	42
	Goals of Inoculation	43
	Inoculation as a Tool for Improving Your BATNA	43
	What Information Do We Need About Ourselves?	44
	What Information Do We Need About Other Parties?	46
	Preparing for Negotiation on Your Own	46
	Active Listening	47
	Inoculation Includes Process as Well as Substance	50
	Internal and External Inoculation	52
	The Bottom Line	54
	When Inoculation Is Impossible	54
	Manager's Checklist for Chapter 3	55
4.	Preparation Part One: Stakeholders, Constituents, and Interests	57
	Shooting from the Hip	57
	Unplanned Negotiations	58
	Surprises	58
	What Does Preparation Mean?	59
	Looking Inside Yourself	60
	Understanding the Subject Matter	61
	Internal Negotiation	62
	Preparing Other Parties	63
	Juggling Conflicting Agendas	65
	Strengthening and Weakening BATNAs	66
	Reasons to Prepare for Negotiation	67
	Manager's Checklist for Chapter 4	68
5.	Preparation Part Two: Developing a Strategy Using Interest Mapping	70
	Making Assumptions	70
	Interested Parties	71
	Stakeholders	72
	Create Your Interest Map	72
	Record Your Assumptions About Stakeholders' Interests	73
	Don't Go It Alone	75
	Low-Cost Solutions	76
	How to Use Interest Maps	78
	Using Your Interest Map in Negotiation	79
	Be Prepared for Hot Buttons	79
	Donut Hole Interest Maps	80
	After the Negotiation	81
	Be Prepared!	82
	Manager's Checklist for Chapter 5	82
6.	Communication: Key to Effective Negotiating	84
	Preparation Put to Use	84
	Communicating to Influence	85
	Active Listening	87
	Communicating with Difficult People	92
	Reframing	93
	What Is Your Point?	94
	Communicating Information	94
	Manager's Checklist for Chapter 6	95
7.	Emotions: Dealing with Ourselves and Others	96
	Do Emotions Belong in Negotiation?	96
	Recognizing and Prioritizing Emotions	97
	Surprise	98
	Are You Negotiating to Solve a Problem or Have a Fight?	99
	Confidence-Building Measures	100
	Only One Person Can Get Angry at a Time	101
	Reacting to Emotional Outbursts	102
	De-escalation	103
	Healing Relationships	104
	Dealing with Difficult People	105
	Bullies	105
	Expressing Emotions Is Not Bad Negotiating	106
	Manager's Checklist for Chapter 7	106
8.	Dealing with Annoyance and Leveling the Playing Field	108
	Myths	108
	Psychological Games	113
	Giving or Taking Offense	114
	Controlling the Board	115
	Physical Set-Up	116
	Building Confidence in Your Counterpart	116
	I Understand You, But That Doesn't Mean I Agree with You	118
	Expectations	119
	Early Wins Can Be Traded Away Later	122
	Level Playing Field	122
	Manager's Checklist for Chapter 8	123
9.	Globalism Starts at Home: Cross-Cultural Issues	125
	Nationality Is Not the Only Difference	125
	Internal Negotiation	126
	Bringing Tribes Together	128
	You Can't Tell a Book by Its Cover	129
	Negotiation Choreography	130
	When Yes Means No	131
	Offense as a Cultural Barrier	132
	Overcoming Cultural Obstacles	132
	Can I Depend on Them?	135
	Don't Get Hung Up on Style	136
	Manager's Checklist for Chapter 9	137
10.	Creativity and Bargaining Chips	138
	Single-Issue Negotiating	138
	Multi-Issue Negotiations	139
	The Value Creation Curve	140
	Value Versus Price	142
	Don't Dictate Value	143
	Separating People from the Problem	145
	Healing Relationships	145
	Check the Appeal of Creative Elements--One by One	147
	Don't Hog the Credit	147
	Confirming Mutual Understanding	148
	Open Your Mind and Expand the Possibilities	149
	Manager's Checklist for Chapter 10	149
11.	The Negotiation Process	152
	Agenda Setting	153
	Building Confidence and Comfort	156
	Utilizing Your Interest Map	157
	Bargaining	158
	Building Long-Term Commitment	161
	Objective Criteria	162
	ZOPA	163
	Expectations and Concessions	164
	Compromise	165
	Collaboration	165
	Multitasking	166
	It's Not Over Until It's Over	167
	Not Rocket Science	168
	Manager's Checklist for Chapter 11	168
12.	The Seven Pillars of Negotiational Wisdom	171
	Paying Attention to Priorities	171
	Relationship	172
	Interests	176
	BATNA	178
	Creativity	179
	Fairness	181
	Commitment	182
	Communication	184
	Foundation of the Seven Pillars	185
	Manager's Checklist for Chapter 12	186
	Index	189