Home Page Icon
Home Page
Table of Contents for
The Mind and Heart of the Negotiator
Close
The Mind and Heart of the Negotiator
by Leigh L. Thompson
The Mind and Heart of the Negotiator, Sixth Edition
The Mind and Heart of the Negotiator
Brief Contents
Contents
Preface
Overview
Faculty Resources
Reviewers
About the Author
Part I: Essentials of Negotiation
1 Negotiation: The Mind and the Heart
Negotiation: Definition and Scope
Negotiation as a Core Management Competency
Dynamic Nature of Business
Interdependence
Economic Forces
Information Technology
Globalization
Most People are Ineffective Negotiators
Negotiation Traps
Why People are Ineffective Negotiators
Egocentrism
Confirmation Bias
Satisficing
Self-Reinforcing Incompetence
Debunking Negotiation Myths
Myth 1: Negotiations are Fixed-Sum
Myth 2: You Need to be either Tough or Soft
Myth 3: Good Negotiators are Born
Myth 4: Life Experience is a Great Teacher
Myth 5: Good Negotiators Take Risks
Myth 6: Good Negotiators Rely on Intuition
Learning Objectives
The Mind and Heart
2 Preparation: What to Do Before Negotiation
Self-Assessment
What Do I Want?
What Is My Alternative to Reaching Agreement in This Situation?
BATNAs and Reality
Your BATNA is Time Sensitive
Do Not Let the Other Party Manipulate Your BATNA
Determine Your Reservation Point
Be Aware of Focal Points
Beware of Sunk Costs
Do Not Confuse Your Target Point with Your Reservation Point
Identify the Issues in the Negotiation
Identify the Alternatives for Each Issue
Identify Equivalent Multi-Issue Proposals
Assess Your Risk Propensity
Strategic Risk
BATNA RISK
Contractual Risk
Endowment Effects
Am I Going to Regret This?
Violations of the Sure Thing Principle
Do I Have an Appropriate Level of Confidence?
Other Assessment
Who Are the Other Parties?
Are the Parties Monolithic?47
Counterparties’ Interests and Position
Counterparties’ BATNAs
Situation Assessment
Is the Negotiation One Shot, Long Term, or Repetitive?49
Do the Negotiations Involve Scarce Resources, Ideologies, or Both?
Is the Negotiation One of Necessity or Opportunity?
Is the Negotiation a Transaction or Dispute?
Are Linkage Effects Present?60
Is Agreement Required?62
Is it Legal to Negotiate?
Is Ratification Required?66
Are Time Constraints or Other Time-Related Costs Involved?67
Time Pressure and Deadlines
Time-Related Costs
Time Horizon
Are Contracts Official or Unofficial?
Where Do the Negotiations Take Place?
Are Negotiations Public or Private?84
Is Third-Party Intervention a Possibility?87
What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)?
Do Negotiations Involve More Than One Offer?
Do Negotiators Communicate Explicitly or Tacitly?
Is There a Power Differential Between Parties?
Is Precedent Important?
Conclusion
3 Distributive Negotiation: Slicing the Pie
The Bargaining Zone
Bargaining Surplus
Negotiator’s Surplus
Pie-Slicing Strategies
Strategy 1: Assess Your BATNA and Improve It
Strategy 2: Determine Your Reservation Point, but do not reveal It
Situation #1
Situation #2
Strategy 3: Research the Other Party’s BATNA and Estimate Their Reservation Point
Strategy 4: Set High Aspirations (Be Realistic but Optimistic)
Strategy 5: Make the First Offer (If You Are Prepared)
Strategy 6: Immediately Reanchor if the Other Party Opens First
Strategy 7: Plan Your Concessions
Pattern of Concessions
Magnitude of Concessions
Timing of Concessions
Strategy 8: Support Your Offer with Facts
Strategy 9: Appeal to Norms of Fairness
Strategy 10: Do Not Fall for the “Even Split” Ploy
Most Commonly Asked Questions
Should I Reveal My Reservation Point?
Should I Lie About My Reservation Point?
Should I Try to Manipulate the Counterparty’s Reservation Point?
Should I Make a “Final Offer” or Commit to a Position?
Saving Face
The Power of Fairness
Multiple Methods of Fair Division
Situation-Specific Rules of Fairness
Social Comparison
The Equity Principle
Restoring Equity
Procedural Justice
Fairness in Relationships
Egocentrism
Wise Pie Slicing
Consistency
Simplicity
Effectiveness
Justifiability
Consensus
Generalizability
Satisfaction
Conclusion
4 Win-Win Negotiation: Expanding the Pie
What is Win-Win Negotiation?
Telltale Signs of Win-Win Potential
Does the Negotiation Contain More Than One Issue?
Can Other Issues Be Brought In?
Can Side Deals Be Made?
Do Parties Have Different Preferences Across Negotiation Issues?
Most Common Pie-Expanding Errors
False Conflict
Fixed-Pie Perception
Most Commonly Used Win-Win Strategies
Commitment to Reaching a Win-Win Deal
Compromise
Focusing on a Long-Term Relationship
Adopting a Cooperative Orientation
Taking Extra Time to Negotiate
Effective Pie-Expanding Strategies
Perspective Taking
Ask Questions About Interests and Priorities
Reveal Information About Your Interests and Priorities
Unbundle the Issues
Logrolling and Value-added Trade-offs
Make Package Deals, Not Single-Issue Offers
Make Multiple Offers of Equivalent Value Simultaneously
Be Aggressive in Anchoring
Gain Better Information About the Other Party
Be Persistent and Persuasive Regarding The Value of an Offer
Overcome Concession Aversion
Structure Contingency Contracts by Capitalizing on Differences
Differences in Valuation
Differences in Expectations
Differences in Risk Attitudes
Differences in Time Preferences
Differences in Capabilities
Cautionary Note
Presettlement Settlements (PreSS)
Search for Postsettlement Settlements
A Strategic Framework for Reaching Integrative Agreements
Resource Assessment
Assessment of Differences
Offers and Trade-Offs
Acceptance/Rejection Decision
Prolonging Negotiation and Renegotiation
Conclusion
Part II: Advanced Negotiation Skills
5 Developing a Negotiating Style
Motivational Orientation
Assessing Your Motivational Style
Motivational Style Assessment
Strategic Issues Concerning Motivational Style
The Myth of the Hard Bargainer
Do Not Lose Sight of Your Own Interests
Social Comparison Can Cause Breakdowns in Negotiation
Use Reinforcement to Shape Behavior
The Power of Reciprocity
Anticipate Motivational Clashes at the Bargaining Table
Motivational Convergence
Epistemic Motivation
Interests, Rights, and Power Model of Disputing
Assessing Your Approach
Interests
Rights
Power
Strategic Issues Concerning Approaches
The Principle of Reciprocity
Interests Are Effective for Pie Expansion
How to Refocus Your Opponent on Interests
Personal Strategies
Do Not Reciprocate!
Provide Opportunities to Meet
Don’t Get Personal: Use Self-Discipline
Use Behavioral Reinforcement
Send a Mixed Message
Try a Process Intervention
Let’s Talk and Then Fight
Strategic Cooling-Off Periods
Paraphrasing
Label the Process
Structural Strategies
Put the Focus on Interests
Build in “Loop-Backs” to Negotiation
Provide Low-Cost Rights and Power Backups
Build in Consultation Beforehand and Feedback Afterward
Provide Skills and Resources
High Costs Associated with Power and Rights
Know When to Use Rights and Power
Know How to Use Rights and Power
Threaten the Other Party’s Interests
Clarity
Credibility
Do Not Burn Bridges
Emotions and Emotional Knowledge
Genuine Versus Strategic Emotion
Negative Emotion
Real Versus Strategic Negative Emotion
Emotional Consistency
Disappointment Versus Anger
Anger, Power, and Threats
Positive Emotion
Emotional Intelligence and Negotiated Outcomes
Accuracy
Self-Efficacy
Strategic Advice for Dealing with Emotions at the Table
Monitor Your Emotional Displays
Beware of What You Are Reinforcing
Reevaluation Is More Effective Than Suppression
Emotions Are Contagious
Understand Emotional Triggers
Conclusion
6 Establishing Trust and Building a Relationship
The People Side of Win-Win
Trust as the Bedrock of Relationships
Three Types of Trust in Relationships
Deterrence-Based Trust
Knowledge-Based Trust
Identification-Based Trust
Building Trust: Rational and Deliberate Mechanisms
Transform Personal Conflict into Task Conflict
Agree on a Common Goal or Shared Vision
Capitalize on Network Connections
Find a Shared Problem or a Shared Enemy
Focus on the Future
Building Trust: Psychological Strategies
Similarity
Mere Exposure
Physical Presence
Reciprocity
Schmoozing
Flattery
Mimicry and Mirroring
Self-Affirmation
What Leads to Mistrust?
Miscommunication
Dispositional Attributions
Focusing on the “Bad Apple”
Repairing Broken Trust
Step 1: Arrange a Personal Meeting
Step 2: Put the Focus on the Relationship
Step 3: Apologize
Step 4: Let Them Vent
Step 5: Do Not Get Defensive
Step 6: Ask for Clarifying Information
Step 7: Test Your Understanding
Step 8: Formulate a Plan
Step 9: Think About Ways to Prevent a Future Problem
Step 10: Do a Relationship Checkup
Reputation
Relationships in Negotiation
Negotiating with Friends
Why People Are Uncomfortable Negotiating with Friends
Friends Are Less Competitive with Each Other
Reaching Integrative Agreements with Friends
Friendship and the Mismanagement of Agreement
If We Have to Negotiate, We Should Divide It Down the Middle
Negotiating with Businesspeople
We Choose Our Friends, but Not Our Coworkers
Business Relationships Often Have Status and Rank Issues Associated with Them
Swift Trust
The Myth of the One-Shot Business Situation
When in Business with Friends and Family
The Emotional Potential Is Higher
Internal Value Conflict
Myopia
Conclusion
7 Power, Gender, and Ethics
Power
The Power of Alternatives
Power Triggers in Negotiation
Symmetric and Asymmetric Power Relationships
The Effect of Using Power on Powerful People
Power Decreases Social Awareness (And Accuracy)
Power Increases Feelings Of Control
Power Increases Risk Taking
Situations and Stimuli that Trigger Power
The Effects of Power on Those with Less Power
Status
Gender
Gender and Negotiation Outcomes
Initiating Negotiations
Leveling the Playing Field
Stereotype Regeneration
REMOVE Ambiguity from Novel-Appearing Situations
Negotiate on Behalf of a Constituency
Evaluations of Negotiators
Gender and Race Discrimination in Negotiation
Gender and Third-Party Dispute Resolution
Ethics
Ethics and Lying
Lying
Other Questionable Negotiation Strategies
Sins of Omission and Commission
Costs of Lying
Under What Conditions Do People Engage in Deception?
Responding to Unethical Behavior
Conclusion
8 Creativity and Problem Solving in Negotiations
Creativity in Negotiation
Test Your Own Creativity
What Is Your Mental Model of Negotiation?
Card Decision*
Person in a Room Decision†
Betting Decision**
Water Jugs††
Real Problems
Stick Problem*
Letter Sequence†
Chain Problem*
Susan and Martha
Necklace†
Gold Chain
Nine Dot Problem*
Pigpen†
Water Lilies**
Bartender Problem††
Haggling
Cost-Benefit Analysis
Game Playing
Partnership
Problem Solving
Creative Negotiation Agreements
Fractionating Single-Issue Negotiations into Multiple Issues
Finding Differences: Looking for Patterns in Offers
Expanding the Pie
Bridging
Cost Cutting
Nonspecific Compensation
Structuring Contingencies
Threats to Effective Problem Solving and Creativity
The Inert Knowledge Problem
Availability Heuristic
Representativeness
Anchoring and Adjustment
Unwarranted Causation
Belief Perseverance
Illusory Correlation
Just World
Hindsight Bias
Functional Fixedness
Set Effect
Selective Attention
Overconfidence
The Limits of Short-Term Memory
Techniques for Enhancing Creative Negotiation Agreements
Negotiation Skills Training
Bilateral or Unilateral Training
Feedback
Learning Versus Performance Goals
Analogical Training
Counterfactual Reflection
Incubation
Rational Problem-Solving Model
Brainstorming
Deductive Reasoning
Inductive Reasoning
Conclusion
Card Decision*
Correct answer: E and 7.
Person in a Room Decision**
Correct answer: Jack is a lawyer.
Betting Decision††
Correct answer: A (for the first bet).
Water Jugs*
Stick Problem†
Correct answer: Form a tetrahedron (something like a pyramid).
Letter Sequence**
Correct answer: E.
Chain Problem††
Susan and Martha
Correct answer: 36.
Necklace*
Gold Chain
Correct answer: 2.
Nine Dot Problem†
Correct answer: See Panels 3 and 4.
Pigpen*
Correct answer: See diagram.
Waterlilies†
Correct answer: Day 59.
Bartender Problem**
Part III: Applications and Special Scenarios
9 Multiple Parties, Coalitions, and Teams
Analyzing Multiparty Negotiations
MULTIPARTY NEGOTIATIONS
Key Challenges of Multiparty Negotiations
Dividing Resources
Coalitions
Formulating Trade-Offs
Voting and Majority Rule
Problems with Voting and Majority Rule
Voting Paradoxes
Strategic Voting
Consensus Agreements
Strategies for Successful Multiparty Negotiations
Know Who Will Be at the Table
Manage the Information and Systematize Proposal Making
Brainstorm Options
Develop and Assign Process Roles
Stay at the Table
Strive for Equal Participation
Allow for Some Points of Agreement, Even If Only on Process
Avoid the “Equal Shares” Bias
Avoid the Agreement Bias
Avoid Sequential Bargaining
Coalitions
Key Challenges of Coalitions
Optimal Coalition Size
Trust and Temptation in Coalitions
Dividing the Pie
Getting Out of the Vicious Circle
The Core Solution
The Shapley Model
Raiffa’s Hybrid Model
Tips for Low-Power Players
Strategies for Maximizing Coalitional Effectiveness
Make Your Contacts Early
Seek Verbal Commitments
Use Unbiased-Appearing Rationale to Divide the Pie
Principal-Agent Negotiations
Disadvantages of Agents
Shrinking ZOPA
Incompatible Incentive Structure
Loss of Control
Agreement at Any Cost
Strategies for Working Effectively with Agents
Shop Around
Know Your BATNA Before Meeting with Your Agent
Communicate Your Interests to Your Agent Without Giving Away Your BATNA
Capitalize on the Agent’s Expertise
Tap into Your Agent’s Sources of Information
Agent Networks
Discuss Ratification
Use Your Agent to Help Save Face
Use Your Agent to Buffer Emotions
Constituent Relationships
Challenges for Constituent Relationships
Behind-The-Table Barriers
Accountability
Decision-Making Vigilance
Impression Management and Face-Saving
Prototypical versus Peripheral Representatives
Conflicts of Interest
Strategies for Improving Constituent Relationships
Communicate with Your Constituents
Do Not Expect Homogeneity of Constituent Views
Educate Your Constituents on Your Role and Your Limitations
Help Your Constituents Do Horizon Thinking
Team Negotiation
Challenges That Face Negotiating Teams
Selecting Your Teammates
How Many on the Team?
Communication on the Team
Team Cohesion
Information Processing
Strategies for Improving Team Negotiations
Goal and Strategy Alignment
Prepare Together
Plan Scheduled Breaks
Assess Accountability
Intergroup Negotiation
Challenges of Intergroup Negotiations
Shared Versus Individual Identity
In-Group Bias
Extremism
Strategies for Optimizing Intergroup Negotiations
Separate Conflict of Interest from Symbolic Conflict
Search for Common Identity
Avoid the Out-Group Homogeneity Bias
Contact
The GRIT Strategy
Conclusion
10 Cross-Cultural Negotiation
Learning About Cultures
Culture as an Iceberg
Cultural Values and Negotiation Norms
Individualism versus Collectivism
Individualism
Collectivism
Implications for Negotiation
Social Networks
Cooperation
In-Group Favoritism
Social Loafing Versus Social Striving
Emotion and Inner Experience
Dispositionalism Versus Situationalism
Preferences for Dispute Resolution
Egalitarianism versus Hierarchy
Egalitarian Power Relationships
Hierarchical Power Relationships
Implications for Negotiation
Choose Your Representative
Understand the Network of Relationships
Face Concerns
The Conduct of Negotiation
Direct versus Indirect Communications
Direct Communication
Indirect Communication
Implications for Negotiation
Information Necessary to Reach Integrative Agreements
Dispute Resolution Preferences
Key Challenges of Intercultural Negotiation
Expanding the Pie
Dividing the Pie
Sacred Values and Taboo Trade-Offs
Biased Punctuation of Conflict
Ethnocentrism
Affiliation Bias
Faulty Perceptions of Conciliation and Coercion
Naïve Realism
Predictors of Success in Intercultural Interactions
Advice for Cross-Cultural Negotiations
Anticipate Differences in Strategy and Tactics That May Cause Misunderstandings
Cultural Perspective Taking
Recognize That the Other Party May Not Share Your View of What Constitutes Power
Avoid Attribution Errors
Find Out How to Show Respect in the Other Culture
Find Out How Time is Perceived in the Other Culture
Know Your Options for Change
Conclusion
11 Social Dilemmas
Social Dilemmas in Business
The Prisoner’s Dilemma
Cooperation and Defection as Unilateral Choices
Rational Analysis
Case 1: One-Shot Decision
Case 2: Repeated Interaction Over a Finite Amount of Time
Case 3: Repeated Interaction for an Infinite or Indefinite Amount of Time
The Tournament of Champions
The Winner is a Loser
Psychological Analysis of Why Tit-for-Tat Is Effective
Not Envious
Nice
Tough
Forgiving
Simple
Recovering from Defection
Make Promises
Make Situational Attributions
One Step at a Time
Getting Even and Catching Up
Make Your Decisions at the Same Time
Ultimatum Dilemma
Dictator Game
Trust Game
Binding versus Nonbinding Contracts
Social Networks and Reputations
Relationship Threat
Self-Blame and Regret
Restoring Broken Trust
Volunteer Dilemma
Multiparty Dilemmas
The Tragedy of the Commons
Types of Social Dilemmas
How to Build Cooperation in Social Dilemmas
Structural Strategies
Align Incentives
Monitor Behavior
Regulation
Privatization
Tradable Permits
Psychological Strategies
Psychological Contracts
Economics
Communication
Personalize Others
Social Sanctions
Focus on Benefits of Cooperation
How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
Escalation of Commitment
Avoiding the Escalation of Commitment in Negotiations
Set Limits
Avoid Decision Myopia
Recognize Sunk Costs
Diversify Responsibility and Authority
Redefine the Situation
Conclusion
12 Negotiating Via Information Technology
Place-Time Model of Social Interaction
Face-to-Face Communication
Same Time, Different Place
Loss of Informal Communication
Lost Opportunity
Separation of Feedback
Negotiation Timing
Different Time, Same Place
Different Place, Different Time
Temporal Synchrony Bias
Exit Bias
Flaming Bias
Sinister Attribution Bias
Information Technology and Its Effects on Social Behavior
Trust
Deception
Status and Power: The “Weak Get Strong” Effect
Social Networks
Risk Taking
Rapport and Social Norms
Paranoia
Intergenerational Negotiation
Strategies for Enhancing Technology-Mediated Negotiations
Initial Face-to-Face Experience
One-Day Videoconference/Teleconference
Schmoozing
Humor
Conclusion
Appendix 1 Are You a Rational Person? Check Yourself
Why Is It Important to Be Rational?
Individual Decision Making
Game Theoretic Rationality
Appendix 2 Nonverbal Communication and Lie Detection
What Are We Looking for in Nonverbal Communication?
Detecting Deception
Appendix 3 Third-Party Intervention
Common Third-Party Roles
Key Choice Points in Third-Party Intervention
Challenges Facing Third Parties
Enhancing the Effectiveness of Third-Party Intervention
Appendix 4 Negotiating a Job Offer
Preparation
In Vivo: During the Negotiation Itself
Post-offer: You Have the Offer, Now What?
Name Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Subject Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Y
Z
Search in book...
Toggle Font Controls
Playlists
Add To
Create new playlist
Name your new playlist
Playlist description (optional)
Cancel
Create playlist
Sign In
Email address
Password
Forgot Password?
Create account
Login
or
Continue with Facebook
Continue with Google
Sign Up
Full Name
Email address
Confirm Email Address
Password
Login
Create account
or
Continue with Facebook
Continue with Google
Prev
Previous Chapter
Z
Contents
The Mind and Heart of the Negotiator
Brief Contents
Contents
Preface
Overview
Faculty Resources
Reviewers
About the Author
Part I: Essentials of Negotiation
1
Negotiation: The Mind and the Heart
Negotiation: Definition and Scope
Negotiation as a Core Management Competency
Dynamic Nature of Business
Interdependence
Economic Forces
Information Technology
Globalization
Most People are Ineffective Negotiators
Negotiation Traps
Why People are Ineffective Negotiators
Egocentrism
Confirmation Bias
Satisficing
Self-Reinforcing Incompetence
Debunking Negotiation Myths
Myth
1
: Negotiations are Fixed-Sum
Myth
2
: You Need to be either Tough or Soft
Myth
3
: Good Negotiators are Born
Myth
4
: Life Experience is a Great Teacher
Myth
5
: Good Negotiators Take Risks
Myth
6
: Good Negotiators Rely on Intuition
Learning Objectives
The Mind and Heart
2
Preparation: What to Do Before Negotiation
Self-Assessment
What Do I Want?
What Is My Alternative to Reaching Agreement in This Situation?
BATNAs and Reality
Your BATNA is Time Sensitive
Do Not Let the Other Party Manipulate Your BATNA
Determine Your Reservation Point
Be Aware of Focal Points
Beware of Sunk Costs
Do Not Confuse Your Target Point with Your Reservation Point
Identify the Issues in the Negotiation
Identify the Alternatives for Each Issue
Identify Equivalent Multi-Issue Proposals
Assess Your Risk Propensity
Strategic Risk
BATNA RISK
Contractual Risk
Endowment Effects
Am I Going to Regret This?
Violations of the Sure Thing Principle
Do I Have an Appropriate Level of Confidence?
Other Assessment
Who Are the Other Parties?
Are the Parties Monolithic?
47
Counterparties’ Interests and Position
Counterparties’ BATNAs
Situation Assessment
Is the Negotiation One Shot, Long Term, or Repetitive?
49
Do the Negotiations Involve Scarce Resources, Ideologies, or Both?
Is the Negotiation One of Necessity or Opportunity?
Is the Negotiation a Transaction or Dispute?
Are Linkage Effects Present?
60
Is Agreement Required?
62
Is it Legal to Negotiate?
Is Ratification Required?
66
Are Time Constraints or Other Time-Related Costs Involved?
67
Time Pressure and Deadlines
Time-Related Costs
Time Horizon
Are Contracts Official or Unofficial?
Where Do the Negotiations Take Place?
Are Negotiations Public or Private?
84
Is Third-Party Intervention a Possibility?
87
What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)?
Do Negotiations Involve More Than One Offer?
Do Negotiators Communicate Explicitly or Tacitly?
Is There a Power Differential Between Parties?
Is Precedent Important?
Conclusion
3
Distributive Negotiation: Slicing the Pie
The Bargaining Zone
Bargaining Surplus
Negotiator’s Surplus
Pie-Slicing Strategies
Strategy 1: Assess Your BATNA and Improve It
Strategy 2: Determine Your Reservation Point, but do not reveal It
Situation #1
Situation #2
Strategy 3: Research the Other Party’s BATNA and Estimate Their Reservation Point
Strategy 4: Set High Aspirations (Be Realistic but Optimistic)
Strategy 5: Make the First Offer (If You Are Prepared)
Strategy 6: Immediately Reanchor if the Other Party Opens First
Strategy 7: Plan Your Concessions
Pattern of Concessions
Magnitude of Concessions
Timing of Concessions
Strategy 8: Support Your Offer with Facts
Strategy 9: Appeal to Norms of Fairness
Strategy 10: Do Not Fall for the “Even Split” Ploy
Most Commonly Asked Questions
Should I Reveal My Reservation Point?
Should I Lie About My Reservation Point?
Should I Try to Manipulate the Counterparty’s Reservation Point?
Should I Make a “Final Offer” or Commit to a Position?
Saving Face
The Power of Fairness
Multiple Methods of Fair Division
Situation-Specific Rules of Fairness
Social Comparison
The Equity Principle
Restoring Equity
Procedural Justice
Fairness in Relationships
Egocentrism
Wise Pie Slicing
Consistency
Simplicity
Effectiveness
Justifiability
Consensus
Generalizability
Satisfaction
Conclusion
4
Win-Win Negotiation: Expanding the Pie
What is Win-Win Negotiation?
Telltale Signs of Win-Win Potential
Does the Negotiation Contain More Than One Issue?
Can Other Issues Be Brought In?
Can Side Deals Be Made?
Do Parties Have Different Preferences Across Negotiation Issues?
Most Common Pie-Expanding Errors
False Conflict
Fixed-Pie Perception
Most Commonly Used Win-Win Strategies
Commitment to Reaching a Win-Win Deal
Compromise
Focusing on a Long-Term Relationship
Adopting a Cooperative Orientation
Taking Extra Time to Negotiate
Effective Pie-Expanding Strategies
Perspective Taking
Ask Questions About Interests and Priorities
Reveal Information About Your Interests and Priorities
Unbundle the Issues
Logrolling and Value-added Trade-offs
Make Package Deals, Not Single-Issue Offers
Make Multiple Offers of Equivalent Value Simultaneously
Be Aggressive in Anchoring
Gain Better Information About the Other Party
Be Persistent and Persuasive Regarding The Value of an Offer
Overcome Concession Aversion
Structure Contingency Contracts by Capitalizing on Differences
Differences in Valuation
Differences in Expectations
Differences in Risk Attitudes
Differences in Time Preferences
Differences in Capabilities
Cautionary Note
Presettlement Settlements (PreSS)
Search for Postsettlement Settlements
A Strategic Framework for Reaching Integrative Agreements
Resource Assessment
Assessment of Differences
Offers and Trade-Offs
Acceptance/Rejection Decision
Prolonging Negotiation and Renegotiation
Conclusion
Part II: Advanced Negotiation Skills
5
Developing a Negotiating Style
Motivational Orientation
Assessing Your Motivational Style
Motivational Style Assessment
Strategic Issues Concerning Motivational Style
The Myth of the Hard Bargainer
Do Not Lose Sight of Your Own Interests
Social Comparison Can Cause Breakdowns in Negotiation
Use Reinforcement to Shape Behavior
The Power of Reciprocity
Anticipate Motivational Clashes at the Bargaining Table
Motivational Convergence
Epistemic Motivation
Interests, Rights, and Power Model of Disputing
Assessing Your Approach
Interests
Rights
Power
Strategic Issues Concerning Approaches
The Principle of Reciprocity
Interests Are Effective for Pie Expansion
How to Refocus Your Opponent on Interests
Personal Strategies
Do Not Reciprocate!
Provide Opportunities to Meet
Don’t Get Personal: Use Self-Discipline
Use Behavioral Reinforcement
Send a Mixed Message
Try a Process Intervention
Let’s Talk and Then Fight
Strategic Cooling-Off Periods
Paraphrasing
Label the Process
Structural Strategies
Put the Focus on Interests
Build in “Loop-Backs” to Negotiation
Provide Low-Cost Rights and Power Backups
Build in Consultation Beforehand and Feedback Afterward
Provide Skills and Resources
High Costs Associated with Power and Rights
Know When to Use Rights and Power
Know How to Use Rights and Power
Threaten the Other Party’s Interests
Clarity
Credibility
Do Not Burn Bridges
Emotions and Emotional Knowledge
Genuine Versus Strategic Emotion
Negative Emotion
Real Versus Strategic Negative Emotion
Emotional Consistency
Disappointment Versus Anger
Anger, Power, and Threats
Positive Emotion
Emotional Intelligence and Negotiated Outcomes
Accuracy
Self-Efficacy
Strategic Advice for Dealing with Emotions at the Table
Monitor Your Emotional Displays
Beware of What You Are Reinforcing
Reevaluation Is More Effective Than Suppression
Emotions Are Contagious
Understand Emotional Triggers
Conclusion
6
Establishing Trust and Building a Relationship
The People Side of Win-Win
Trust as the Bedrock of Relationships
Three Types of Trust in Relationships
Deterrence-Based Trust
Knowledge-Based Trust
Identification-Based Trust
Building Trust: Rational and Deliberate Mechanisms
Transform Personal Conflict into Task Conflict
Agree on a Common Goal or Shared Vision
Capitalize on Network Connections
Find a Shared Problem or a Shared Enemy
Focus on the Future
Building Trust: Psychological Strategies
Similarity
Mere Exposure
Physical Presence
Reciprocity
Schmoozing
Flattery
Mimicry and Mirroring
Self-Affirmation
What Leads to Mistrust?
Miscommunication
Dispositional Attributions
Focusing on the “Bad Apple”
Repairing Broken Trust
Step
1
: Arrange a Personal Meeting
Step
2
: Put the Focus on the Relationship
Step
3
: Apologize
Step
4
: Let Them Vent
Step
5
: Do Not Get Defensive
Step
6
: Ask for Clarifying Information
Step
7
: Test Your Understanding
Step
8
: Formulate a Plan
Step
9
: Think About Ways to Prevent a Future Problem
Step
10
: Do a Relationship Checkup
Reputation
Relationships in Negotiation
Negotiating with Friends
Why People Are Uncomfortable Negotiating with Friends
Friends Are Less Competitive with Each Other
Reaching Integrative Agreements with Friends
Friendship and the Mismanagement of Agreement
If We Have to Negotiate, We Should Divide It Down the Middle
Negotiating with Businesspeople
We Choose Our Friends, but Not Our Coworkers
Business Relationships Often Have Status and Rank Issues Associated with Them
Swift Trust
The Myth of the One-Shot Business Situation
When in Business with Friends and Family
The Emotional Potential Is Higher
Internal Value Conflict
Myopia
Conclusion
7
Power, Gender, and Ethics
Power
The Power of Alternatives
Power Triggers in Negotiation
Symmetric and Asymmetric Power Relationships
The Effect of Using Power on Powerful People
Power Decreases Social Awareness (And Accuracy)
Power Increases Feelings Of Control
Power Increases Risk Taking
Situations and Stimuli that Trigger Power
The Effects of Power on Those with Less Power
Status
Gender
Gender and Negotiation Outcomes
Initiating Negotiations
Leveling the Playing Field
Stereotype Regeneration
REMOVE Ambiguity from Novel-Appearing Situations
Negotiate on Behalf of a Constituency
Evaluations of Negotiators
Gender and Race Discrimination in Negotiation
Gender and Third-Party Dispute Resolution
Ethics
Ethics and Lying
Lying
Other Questionable Negotiation Strategies
Sins of Omission and Commission
Costs of Lying
Under What Conditions Do People Engage in Deception?
Responding to Unethical Behavior
Conclusion
8
Creativity and Problem Solving in Negotiations
Creativity in Negotiation
Test Your Own Creativity
What Is Your Mental Model of Negotiation?
Card Decision
*
Person in a Room Decision
†
Betting Decision
**
Water Jugs
††
Real Problems
Stick Problem
*
Letter Sequence
†
Chain Problem
*
Susan and Martha
Necklace
†
Gold Chain
Nine Dot Problem
*
Pigpen
†
Water Lilies
**
Bartender Problem
††
Haggling
Cost-Benefit Analysis
Game Playing
Partnership
Problem Solving
Creative Negotiation Agreements
Fractionating Single-Issue Negotiations into Multiple Issues
Finding Differences: Looking for Patterns in Offers
Expanding the Pie
Bridging
Cost Cutting
Nonspecific Compensation
Structuring Contingencies
Threats to Effective Problem Solving and Creativity
The Inert Knowledge Problem
Availability Heuristic
Representativeness
Anchoring and Adjustment
Unwarranted Causation
Belief Perseverance
Illusory Correlation
Just World
Hindsight Bias
Functional Fixedness
Set Effect
Selective Attention
Overconfidence
The Limits of Short-Term Memory
Techniques for Enhancing Creative Negotiation Agreements
Negotiation Skills Training
Bilateral or Unilateral Training
Feedback
Learning Versus Performance Goals
Analogical Training
Counterfactual Reflection
Incubation
Rational Problem-Solving Model
Brainstorming
Deductive Reasoning
Inductive Reasoning
Conclusion
Card Decision
*
Correct answer: E and 7.
Person in a Room Decision
**
Correct answer: Jack is a lawyer.
Betting Decision
††
Correct answer: A (for the first bet).
Water Jugs
*
Stick Problem
†
Correct answer: Form a tetrahedron (something like a pyramid).
Letter Sequence
**
Correct answer: E.
Chain Problem
††
Susan and Martha
Correct answer: 36.
Necklace
*
Gold Chain
Correct answer: 2.
Nine Dot Problem
†
Correct answer: See Panels 3 and 4.
Pigpen
*
Correct answer: See diagram.
Waterlilies
†
Correct answer: Day 59.
Bartender Problem
**
Part III: Applications and Special Scenarios
9
Multiple Parties, Coalitions, and Teams
Analyzing Multiparty Negotiations
MULTIPARTY NEGOTIATIONS
Key Challenges of Multiparty Negotiations
Dividing Resources
Coalitions
Formulating Trade-Offs
Voting and Majority Rule
Problems with Voting and Majority Rule
Voting Paradoxes
Strategic Voting
Consensus Agreements
Strategies for Successful Multiparty Negotiations
Know Who Will Be at the Table
Manage the Information and Systematize Proposal Making
Brainstorm Options
Develop and Assign Process Roles
Stay at the Table
Strive for Equal Participation
Allow for Some Points of Agreement, Even If Only on Process
Avoid the “Equal Shares” Bias
Avoid the Agreement Bias
Avoid Sequential Bargaining
Coalitions
Key Challenges of Coalitions
Optimal Coalition Size
Trust and Temptation in Coalitions
Dividing the Pie
Getting Out of the Vicious Circle
The Core Solution
The Shapley Model
Raiffa’s Hybrid Model
Tips for Low-Power Players
Strategies for Maximizing Coalitional Effectiveness
Make Your Contacts Early
Seek Verbal Commitments
Use Unbiased-Appearing Rationale to Divide the Pie
Principal-Agent Negotiations
Disadvantages of Agents
Shrinking ZOPA
Incompatible Incentive Structure
Loss of Control
Agreement at Any Cost
Strategies for Working Effectively with Agents
Shop Around
Know Your BATNA Before Meeting with Your Agent
Communicate Your Interests to Your Agent Without Giving Away Your BATNA
Capitalize on the Agent’s Expertise
Tap into Your Agent’s Sources of Information
Agent Networks
Discuss Ratification
Use Your Agent to Help Save Face
Use Your Agent to Buffer Emotions
Constituent Relationships
Challenges for Constituent Relationships
Behind-The-Table Barriers
Accountability
Decision-Making Vigilance
Impression Management and Face-Saving
Prototypical versus Peripheral Representatives
Conflicts of Interest
Strategies for Improving Constituent Relationships
Communicate with Your Constituents
Do Not Expect Homogeneity of Constituent Views
Educate Your Constituents on Your Role and Your Limitations
Help Your Constituents Do Horizon Thinking
Team Negotiation
Challenges That Face Negotiating Teams
Selecting Your Teammates
How Many on the Team?
Communication on the Team
Team Cohesion
Information Processing
Strategies for Improving Team Negotiations
Goal and Strategy Alignment
Prepare Together
Plan Scheduled Breaks
Assess Accountability
Intergroup Negotiation
Challenges of Intergroup Negotiations
Shared Versus Individual Identity
In-Group Bias
Extremism
Strategies for Optimizing Intergroup Negotiations
Separate Conflict of Interest from Symbolic Conflict
Search for Common Identity
Avoid the Out-Group Homogeneity Bias
Contact
The GRIT Strategy
Conclusion
10
Cross-Cultural Negotiation
Learning About Cultures
Culture as an Iceberg
Cultural Values and Negotiation Norms
Individualism versus Collectivism
Individualism
Collectivism
Implications for Negotiation
Social Networks
Cooperation
In-Group Favoritism
Social Loafing Versus Social Striving
Emotion and Inner Experience
Dispositionalism Versus Situationalism
Preferences for Dispute Resolution
Egalitarianism versus Hierarchy
Egalitarian Power Relationships
Hierarchical Power Relationships
Implications for Negotiation
Choose Your Representative
Understand the Network of Relationships
Face Concerns
The Conduct of Negotiation
Direct versus Indirect Communications
Direct Communication
Indirect Communication
Implications for Negotiation
Information Necessary to Reach Integrative Agreements
Dispute Resolution Preferences
Key Challenges of Intercultural Negotiation
Expanding the Pie
Dividing the Pie
Sacred Values and Taboo Trade-Offs
Biased Punctuation of Conflict
Ethnocentrism
Affiliation Bias
Faulty Perceptions of Conciliation and Coercion
Naïve Realism
Predictors of Success in Intercultural Interactions
Advice for Cross-Cultural Negotiations
Anticipate Differences in Strategy and Tactics That May Cause Misunderstandings
Cultural Perspective Taking
Recognize That the Other Party May Not Share Your View of What Constitutes Power
Avoid Attribution Errors
Find Out How to Show Respect in the Other Culture
Find Out How Time is Perceived in the Other Culture
Know Your Options for Change
Conclusion
11
Social Dilemmas
Social Dilemmas in Business
The Prisoner’s Dilemma
Cooperation and Defection as Unilateral Choices
Rational Analysis
Case 1: One-Shot Decision
Case 2: Repeated Interaction Over a Finite Amount of Time
Case 3: Repeated Interaction for an Infinite or Indefinite Amount of Time
The Tournament of Champions
The Winner is a Loser
Psychological Analysis of Why Tit-for-Tat Is Effective
Not Envious
Nice
Tough
Forgiving
Simple
Recovering from Defection
Make Promises
Make Situational Attributions
One Step at a Time
Getting Even and Catching Up
Make Your Decisions at the Same Time
Ultimatum Dilemma
Dictator Game
Trust Game
Binding versus Nonbinding Contracts
Social Networks and Reputations
Relationship Threat
Self-Blame and Regret
Restoring Broken Trust
Volunteer Dilemma
Multiparty Dilemmas
The Tragedy of the Commons
Types of Social Dilemmas
How to Build Cooperation in Social Dilemmas
Structural Strategies
Align Incentives
Monitor Behavior
Regulation
Privatization
Tradable Permits
Psychological Strategies
Psychological Contracts
Economics
Communication
Personalize Others
Social Sanctions
Focus on Benefits of Cooperation
How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
Escalation of Commitment
Avoiding the Escalation of Commitment in Negotiations
Set Limits
Avoid Decision Myopia
Recognize Sunk Costs
Diversify Responsibility and Authority
Redefine the Situation
Conclusion
12
Negotiating Via Information Technology
Place-Time Model of Social Interaction
Face-to-Face Communication
Same Time, Different Place
Loss of Informal Communication
Lost Opportunity
Separation of Feedback
Negotiation Timing
Different Time, Same Place
Different Place, Different Time
Temporal Synchrony Bias
Exit Bias
Flaming Bias
Sinister Attribution Bias
Information Technology and Its Effects on Social Behavior
Trust
Deception
Status and Power: The “Weak Get Strong” Effect
Social Networks
Risk Taking
Rapport and Social Norms
Paranoia
Intergenerational Negotiation
Strategies for Enhancing Technology-Mediated Negotiations
Initial Face-to-Face Experience
One-Day Videoconference/Teleconference
Schmoozing
Humor
Conclusion
Appendix
1
Are You a Rational Person? Check Yourself
Why Is It Important to Be Rational?
Individual Decision Making
Game Theoretic Rationality
Appendix
2
Nonverbal Communication and Lie Detection
What Are We Looking for in Nonverbal Communication?
Detecting Deception
Appendix
3
Third-Party Intervention
Common Third-Party Roles
Key Choice Points in Third-Party Intervention
Challenges Facing Third Parties
Enhancing the Effectiveness of Third-Party Intervention
Appendix
4
Negotiating a Job Offer
Preparation
In Vivo: During the Negotiation Itself
Post-offer: You Have the Offer, Now What?
Name Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Subject Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Y
Z
List of Illustrations
Panel A
Panel B
Landmarks
Contents
Frontmatter
Start of Content
backmatter
Name Index
Subject Index
List of Illustrations
i
ii
iii
iv
v
vi
vii
viii
ix
x
xi
xii
xiii
xiv
xv
xvi
xvii
xviii
xix
xx
xxi
xxii
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
Add Highlight
No Comment
..................Content has been hidden....................
You can't read the all page of ebook, please click
here
login for view all page.
Day Mode
Cloud Mode
Night Mode
Reset