Negotiating Skills for Managers

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 Managersexplains 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.

Steven Cohen is the head of The Negotiation Skills

Company and delivers seminars and speeches on training worldwide.

Preface

xi

Competitive Versus Collaborative Decision Making

1

(22)

What Is Negotiation?

2

(2)

What Negotiation Is Not

4

(1)

Types of Negotiation

5

(2)

Investigating Your Interests

7

(1)

What Differences Does It Make to Distinguish Between Interests and Positions?

8

(2)

How Do You Deal with Positional Bargainers?

10

(2)

Is Money Really the Interest?

12

(1)

Primary (Fundamental) and Secondary (Derivative) Interests

13

(2)

Looking Beyond Our Personal Interests

15

(2)

The Three C's of Interests

17

(2)

When Interests Conflict

19

(1)

Manager's Checklist for Chapter 1

20

(3)

BATNA---Choosing Whether to Walk Away

23

(16)

Making Choices

23

(1)

Balance of Power

24

(1)

Understanding Our BATNA Offers Choices

25

(2)

What Is Our Walking-in BATNA?

27

(1)

Does BATNA Ever Change?

27

(2)

BATNA Is Not the Bottom Line

29

(1)

Elements of BATNAs

30

(5)

Strengthening and Weakening BATNAs

35

(1)

Assumptions

36

(1)

Manager's Checklist for Chapter 2

37

(2)

Are We Ready? Inoculation Protects the Parties

39

(18)

Substantive Inoculation: Knowing the Subject

40

(1)

In Negotiation, the Past Has No Future

41

(1)

Selling the Product to the Salesperson

42

(1)

Goals of Inoculation

43

(1)

Inoculation as a Tool for Improving Your BATNA

43

(1)

What Information Do We Need About Ourselves?

44

(2)

What Information Do We Need About Other Parties?

46

(1)

Preparing for Negotiation on Your Own

46

(1)

Active Listening

47

(3)

Inoculation Includes Process as Well as Substance

50

(2)

Internal and External Inoculation

52

(2)

The Bottom Line

54

(1)

When Inoculation Is Impossible

54

(1)

Manager's Checklist for Chapter 3

55

(2)

Preparation Part One: Stakeholders, Constituents, and Interests

57

(13)

Shooting from the Hip

57

(1)

Unplanned Negotiations

58

(1)

Surprises

58

(1)

What Does Preparation Mean?

59

(1)

Looking Inside Yourself

60

(1)

Understanding the Subject Matter

61

(1)

Internal Negotiation

62

(1)

Preparing Other Parties

63

(2)

Juggling Conflicting Agendas

65

(1)

Strengthening and Weakening BATNAs

66

(1)

Reasons to Prepare for Negotiation

67

(1)

Manager's Checklist for Chapter 4

68

(2)

Preparation Part Two: Developing a Strategy Using Interest Mapping

70

(14)

Making Assumptions

70

(1)

Interested Parties

71

(1)

Stakeholders

72

(1)

Create Your Interest Map

72

(1)

Record Your Assumptions About Stakeholders' Interests

73

(2)

Don't Go It Alone

75

(1)

Low-Cost Solutions

76

(2)

How to Use Interest Maps

78

(1)

Using Your Interest Map in Negotiation

79

(1)

Be Prepared for Hot Buttons

79

(1)

Donut Hole Interest Maps

80

(1)

After the Negotiation

81

(1)

Be Prepared!

82

(1)

Manager's Checklist for Chapter 5

82

(2)

Communication: Key to Effective Negotiating

84

(12)

Preparation Put to Use

84

(1)

Communicating to Influence

85

(2)

Active Listening

87

(5)

Communicating with Difficult People

92

(1)

Reframing

93

(1)

What Is Your Point?

94

(1)

Communicating Information

94

(1)

Manager's Checklist for Chapter 6

95

(1)

Emotions: Dealing with Ourselves and Others

96

(12)

Do Emotions Belong in Negotiation?

96

(1)

Recognizing and Prioritizing Emotions

97

(1)

Surprise

98

(1)

Are You Negotiating to Solve a Problem or Have a Fight?

99

(1)

Confidence-Building Measures

100

(1)

Only One Person Can Get Angry at a Time

101

(1)

Reacting to Emotional Outbursts

102

(1)

De-escalation

103

(1)

Healing Relationships

104

(1)

Dealing with Difficult People

105

(1)

Bullies

105

(1)

Expressing Emotions Is Not Bad Negotiating

106

(1)

Manager's Checklist for Chapter 7

106

(2)

Dealing with Annoyance and Leveling the Playing Field

108

(17)

Myths

108

(5)

Psychological Games

113

(1)

Giving or Taking Offense

114

(1)

Controlling the Board

115

(1)

Physical Set-Up

116

(1)

Building Confidence in Your Counterpart

116

(2)

I Understand You, But That Doesn't Mean I Agree with You

118

(1)

Expectations

119

(3)

Early Wins Can Be Traded Away Later

122

(1)

Level Playing Field

122

(1)

Manager's Checklist for Chapter 8

123

(2)

Globalism Starts at Home: Cross-Cultural Issues

125

(13)

Nationality Is Not the Only Difference

125

(1)

Internal Negotiation

126

(2)

Bringing Tribes Together

128

(1)

You Can't Tell a Book by Its Cover

129

(1)

Negotiation Choreography

130

(1)

When Yes Means No

131

(1)

Offense as a Cultural Barrier

132

(1)

Overcoming Cultural Obstacles

132

(3)

Can I Depend on Them?

135

(1)

Don't Get Hung Up on Style

136

(1)

Manager's Checklist for Chapter 9

137

(1)

Creativity and Bargaining Chips

138

(14)

Single-Issue Negotiating

138

(1)

Multi-Issue Negotiations

139

(1)

The Value Creation Curve

140

(2)

Value Versus Price

142

(1)

Don't Dictate Value

143

(2)

Separating People from the Problem

145

(1)

Healing Relationships

145

(2)

Check the Appeal of Creative Elements---One by One

147

(1)

Don't Hog the Credit

147

(1)

Confirming Mutual Understanding

148

(1)

Open Your Mind and Expand the Possibilities

149

(1)

Manager's Checklist for Chapter 10

149

(3)

The Negotiation Process

152

(19)

Agenda Setting

153

(3)

Building Confidence and Comfort

156

(1)

Utilizing Your Interest Map

157

(1)

Bargaining

158

(3)

Building Long-Term Commitment

161

(1)

Objective Criteria

162

(1)

ZOPA

163

(1)

Expectations and Concessions

164

(1)

Compromise

165

(1)

Collaboration

165

(1)

Multitasking

166

(1)

It's Not Over Until It's Over

167

(1)

Not Rocket Science

168

(1)

Manager's Checklist for Chapter 11

168

(3)

The Seven Pillars of Negotiational Wisdom

171

(18)

Paying Attention to Priorities

171

(1)

Relationship

172

(4)

Interests

176

(2)

BATNA

178

(1)

Creativity

179

(2)

Fairness

181

(1)

Commitment

182

(2)

Communication

184

(1)

Foundation of the Seven Pillars

185

(1)

Manager's Checklist for Chapter 12

186

(3)

Index

189

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Negotiating Skills for Managers

Summary

Author Biography

Table of Contents

Supplemental Materials