Negotiation de Roy J Lewicki

Additional information and teaching resources to support this text are available from www.mhhe.com/lewickinegotiation
Negotiation is a critical skill needed for effective management. Negotiation: Readings, Exercises, and Cases 7e by Roy J. Lewicki, Bruce Barry, and David M. Saunders takes an experiential approach and explores the major concepts and theories of the psychology of bargaining and negotiation and the dynamics of interpersonal and inter-group conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates. The Readings portion of the book is ordered into seven sections: (1) Negotiation Fundamentals, (2) Negotiation Subprocesses, (3) Negotiation Contexts, (4) Individual Differences, (5) Negotiation across Cultures, (6) Resolving Differences, and (7) Summary. The next section of the book presents a collection of role-play exercises, cases, and self-assessment questionnaires that can be used to teach negotiation processes and subprocesses.

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Negotiation

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Section 1: Negotiation Fundamentals

1.1 Three Approaches to Resolving Disputs: Interests, Rights, and Power

1.2 Selecting a Strategy

1.3 Balancing Act: How to Manage Negotiation Tensions

1.4 The Negotiation Checklist

1.5 Effective Negotiating Techniques: From Selecting Strategies to Side-Stepping Impasses and Assumptions

1.6 Closing Your Business Negotiations

1.7 Defusing the Exploding Offer: The Farpoint Gambit

1.8 Implementing a Collaborative Strategy

1.9 Solve Joint Problems to Create and Claim Value

1.10 The Walk in the Woods: A Step-by-Step Method for Facilitating Interest-Based Negotiation and Conflict Resolution

1.11 Negotiating with Liars

1.12 Negotiation Ethics

1.13 Three Schools of Bargaining Ethics

Section 2: Negotiation Subprocesses

2.1 Negotiating Rationally: The Power and Impact of the Negotiator’s Frame

2.2 Managers and Their Not-So Rational Decisions

2.3 Untapped Power: Emotions in Negotiation

2.4 Negotiating with Emotion

2.5 Negotiating Under the Influence: Emotional Hangovers Distort Your Judgment and Lead to Bad Decisions

2.6 Staying with No

2.7 Negotiation via (the New) E-mail

2.8 Where Does Power Come From?

2.9 Harnessing the Science of Persuasion

2.10 The Six Channels of Persuasion

2.11 A Painful Close

Section 3: Negotiation Contexts

3.1 Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation

3.2 Bargaining in the Shadow of the Tribe

3.3 Create Accountability, Improve Negotiations

3.4 The Fine Art of Making Concessions

3.5 The High Cost of Low Trust

3.6 Consequences of Principal and Agent

3.7 The Tension between Principals and Agents

3.8 When a Contract Isn’t Enough: How to Be Sure Your Agent Gets You the Best Deal

3.9 This Is Not a Game: Top Sports Agents Share Their Negotiating Secrets

3.10 Can’t Beat Them? Then Join a Coalition

3.11 Building and Maintaining Coalitions and Allegiances throughout Negotiations

3.12 How to Manage Your Negotiating Team

Section 4: Individual Differences

4.1 Women Don’t Ask

4.2 Become a Master Negotiator

4.3 Should You Be a Negotiator?

Section 5: Negotiation across Cultures

5.1 Culture and Negotiation

5.2 Intercultural Negotiation in International Business

5.3 American Strengths and Weaknesses

Section 6: Resolving Differences

6.1 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia?

6.2 Don’t Like Surprises? Hedge Your Bets with Contingent Agreements

6.3 Extreme Negotiations

6.4 Taking the Stress Out of Stressful Conversations

6.5 Renegotiating Existing Agreements: How to Deal with “Life Struggling against Form”

6.6 How to Handle “Extreme” Negotiations with Suppliers

6.7 When and How to Use Third-Party Help

6.8 Investigative Negotiation

Section 7: Summary

7.1 Best Practices in Negotiation

7.2 Getting Past Yes: Negotiating as if Implementation Mattered

7.3 The Four Pillars of Effective Negotiation

7.4 Seven Strategies for Negotiating Success

7.5 Six Habits of Merely Effective Negotiators

Exercises

1. Pemberton’s Dilemma

2. The Commons Dilemma

3. Pasta Wars

4. Planning for Negotiations

5. The Used Car

6. GTechnica—AccelMedia

7. Knight Engines/Excalibur Engine Parts

8. Toyonda

9. The Pakistani Prunes

10. Universal Computer Company

11. Bestbooks/Paige Turner

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