| 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 |