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Breakthrough Business Negotiation: A Toolbox for Managers
by Michael Watkins (Author)
• Hardcover: 310 pages ; Dimensions (in inches): 1.07 x 9.32 x 6.31
• Publisher: Jossey-Bass; 1st edition (June 15, 2002)
• ISBN: 0787960128
• Average Customer Review:
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Breakthrough Business Negotiation
Breakthrough
Business
Negotiation
A Toolbox
for Managers
Michael Watkins
Copyright © 2002 by John Wiley & Sons, Inc.
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Contents
Preface xi
Acknowledgments xv
Introduction xvii
Part One: Foundations of the Breakthrough Approach 1
1. Diagnosing the Situation 5
2. Shaping the Structure 45
3. Managing the Process 72
4. Assessing the Results 102
Part Two: Building the Breakthrough Toolbox 115
5. Overcoming Power Imbalances 117
6. Building Coalitions 135
7. Managing Conflict 159
8. Leading Negotiations 189
vii
viii CONTENTS
9. Negotiating Crises 214
Conclusion: Building Breakthrough Negotiation
Capabilities 233
Notes 241
Suggested Reading 259
Conceptual Glossary 263
About the Author 271
Index 273
[...]... can also be facilitated by proposing a new formula for agreement or a face-saving compromise that breaks a logjam But irreversible movement can also be created by setting up barriers to backsliding that propel the process forward By getting early agreement on basic principles or a framework for detailed bargaining, for example, a negotiator can make reversal more costly Action-forcing events such as... negotiation has a structure: it involves certain parties and certain sets of INTRODUCTION xix issues, which result in predictable dynamics.1 More complex negotiation systems can be analyzed as interlinked sets of negotiations Consider, for example, a manager advocating for a change initiative, a legislator seeking support for a crucial vote, and a family member promoting a favorite vacation destination... the cases will also illustrate how analysis and interaction, strategizing and bargaining, and actions at and away from the table intersect in the course of actual negotiations Chapter One will demonstrate how to diagnose a negotiation by pinpointing unexplored opportunities in a recruiting situation at a start-up Chapter Two uses an impasse in a commercial lease deal to explore the process of shaping... clarify Ken’s authority to commit to a deal If he has full authority, fine If not, Daniel should expect him to use the need for others’ approval to veto deals particularly favorable to Daniel and his team a ratification tactic that car salesmen and their managers often use In negotiations with large organizations, the crucial questions about decision-making authority within the other side are: • Who has... Stephenson, and Kim Winters Thanks too to colleagues at the Kennedy School of Government and Harvard Business School for their support, especially Geri Augusto, Nancy Beaulieu, David Garvin, Brian Mandell, Guhan Subramanian, and Michael Wheeler Special thanks to Ann Goodsell for her efforts to make this book more accessible The research for this book was supported by the Program on Negotiation (PON) at Harvard... difference between a two-party negotiation over the sale of a new car and a merger negotiation between two large multinational companies To be successful, the company leaders have to build support internally and win approval from many external parties: regulators, Wall Street analysts, and shareholders This means that they have to be good at coalition building The number of parties (a key characteristic of... received a call from a headhunter She told Daniel that a Coloradobased entrepreneur wanted to talk to him and members of his team about joining a new software venture Barely a month earlier, Alpha Micro had announced its decision to close the Austin facility and transfer its personnel elsewhere The move was intended to consolidate Alpha’s programming staff Daniel, recruited by Alpha five years earlier... one negotiates with and what the issue agenda is, takes place before the parties sit down across the table from each other.2 Similarly, actions taken away from the table can be as important as what goes on at the table Even after the negotiation has begun, adroit negotiators continue shaping the structure by altering the agenda, introducing action-forcing events, and linking or delinking negotiations... are almost always strongly shaped by coalitions.4 So one of the first orders of business is to look for existing and potential alliances, both supportive and antagonistic The other engineers on Daniel’s team are potential allies Ken is clearly trying to deal with Daniel and his colleagues separately rather than as a group, perhaps as an intentional divide-andconquer strategy to prevent them from coalescing... structure Breakthrough negotiators carefully assess their situations and develop strategies and tactics accordingly They don’t adopt a single style and apply it to all situations; they understand that context matters—that deal making demands different approaches than dispute resolution does and that multiparty negotiations pose fundamentally different challenges than two-party ones do Think about the . negotia- tions. Consider, for example, a manager advocating for a change initiative, a legislator seeking support for a crucial vote, and a fam- ily member promoting a favorite vacation destination corporations, professional associations, and other organizations. For details and discount information, contact the special sales department at Jossey-Bass. This title is also available in print as. their support, especially Geri Augusto, Nancy Beaulieu, David Garvin, Brian Mandell, Guhan Subramanian, and Michael Wheeler. Spe- cial thanks to Ann Goodsell for her efforts to make this book more accessible. The
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