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

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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.

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Product Details

  • ISBN-13: 9780071387576
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 3/1/2002
  • Series: Briefcase Books Series
  • Edition number: 1
  • Pages: 180
  • Sales rank: 1,428,059
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.65 (d)

Meet the Author

Steven Cohen is the head of The Negotiation Skills

Company and delivers seminars and speeches on training worldwide.

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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
Creativity 179
Fairness 181
Commitment 182
Communication 184
Foundation of the Seven Pillars 185
Manager's Checklist for Chapter 12 186
Index 189
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