Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict


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Mastering Business Negotiation is a handy resource for any leader or manager who needs practical strategies and ideas when conducting business negotiations. Grounded in solid research, the authors - experts in the field of business negotiation - reduce the huge volume of available information into an accessible handbook for busy executives who need to prepare for everyday negotiations as well as for more demanding and complex negotiation situations.

Mastering Business Negotiation offers down-to-earth advice for learning to play the negotiation game and shows how to: Understand the game so you can better control what happens Predict the sequence of negotiation activities and move from disagreement toward agreement Identify the strategies and tactics of other players in the game. Apply the rules of the game - the "do's and don'ts" that will ultimately lead to success. Fisher College of Business, The Ohio State University, where he teaches courses in negotiation, leadership, and management.

Lewicki received his B. He is the author of over thirty books, including Negotiation, Negotiation: Readings, Exercises and Cases and Essentials of Negotiation, which are the top-selling textbooks used to teach negotiation skills in business schools. Lewicki conducts numerous executive seminars in negotiation and leadership for companies such as Wells Fargo, Schlumberger, American Electric Power, Nationwide, Limited Stores, Eli Lilly, and Netjets and many government and nonprofit organizations.

To browse Academia. Skip to main content. You're using an out-of-date version of Internet Explorer. By using our site, you agree to our collection of information through the use of cookies. To learn more, view our Privacy Policy. Log In Sign Up. The flexibility of the master negotiator Global Business and Organizational Excellence, Roy J Lewicki.

Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict

The flexibility of the master negotiator. The you and your company. Adopting the best style— CEO of a regional furniture manufacturer is exam- avoiding, accommodating, competing, collaborat- ining his schedule for the day. Lewicki and laid-off employee who has claimed age dis- Alexander Hiam.

To master every negotiating situation quarterly sales goals. This is a little like dressing for the ager, who has asked for an increase in the correct sport before you go onto the playing field. And make sure you know how to play both in the plant. Athletes may not be able to switch games easily and still be the best at both, but master negotiators In the great game of negotiation, you should always should be able to.

Getting ready for negotiation is more often find yourself playing the wrong game. Lewicki and Alexander Hiam. Reprinted by permission of the publisher. All rights reserved. Published online in Wiley InterScience www. A good long-term relation- ship with the community is clearly important.

If the request is for more than our executive can comfortably accommodate, then he might sug- gest a compromise and offer some smaller amount. He could also offer to help find other local compa- Before he meets with the sales manager, the CEO nies that might provide sponsorships. He should know what his negotiating will need to take a different tack. It would prob- in private, but when talking to the attorneys for the ably be helpful to know what comparable compa- former employee, careful competition is probably nies in the area are paying their salespeople.

He the best approach.

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Whatever the salaries are already better than the regional aver- other side asks, threatens, or offers should be dis- age, so what needs fixing? Perhaps the salespeople really call on hold or talking after the call and before giv- need some form of special recognition for their ing a firm response. The celebratory lunch with the sales staff should In reviewing proposals from potential vendors, be handled in a positive, friendly style. But the one of the things the CEO needs to look for is the CEO has to keep in mind that there is, in the back- style of each proposal.

Others may There are many ways to negotiate.

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What might you win or lose on the ter each of the negotiating situations comfortably substantive issues in negotiation? How will the negotiation process, and the specific outcome settlement, affect your relations with the other player now The final meeting of the afternoon, with the CEO and in the future?

Outcome and relation- early-stage discussion with the goal of learning ship. Every time more. Maybe this company has some kind of prob- you approach the beginning of a negotiation, think lem, such as falling sales or heavy debt. Why else about the outcome, and think about the relation- would this CEO have come to him?


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He should be ship. This is such an important point that we illus- cautious about this conversation, ask a lot of ques- trate it with an example. If Imagine you are negotiating to rent an office for a it sounds serious after the first meeting, then it year. The office is in a desirable building and a good might be best approached by involving financial location, and you really like it.

You learned and worth further attention. Would you handle each one the same way? How important is outcome to you? Which of these would you find the easi- Fairly important. On a one-to-five scale, for example, est and handle the best? Which might cause you the it might rate a four, since you want this unit and you most stress or give you the most trouble? Like the CEO in the example, you no doubt have to How important is the relationship with the agent? Considering Outcome and Relationship Concerns Make reference to both axes in Exhibit 1, and you can plot your outcome and relationship concerns to select High an optimal style for each of the problems at the begin- ning of this article.

For example, if you are meeting with the lawyers representing a former employee who Importance of Relationship performed poorly and you never expect to hire again, then you are going to rate relationship concerns fairly low. If the employee is pursuing potentially expensive claims that you feel are unjustified and that portray your firm in a bad light, then you will rate the out- come as important.

Table of contents for Mastering business negotiation

Low relationship and high out- come plot to the compete style and no other. See the side- bar for the style choices in this negotiation. So on a one-to-five scale, relationship How important is your past and especially your probably only gets a two. How have the two of you gotten along in the past, and how What you have then is a situation in which outcome important is it for the two of you to get along, work is fairly important and relationship is not very together, and like each other in the future?

Perhaps it important. To help you visualize this, put outcome is very important. Perhaps it does not matter at all. If Exhibit 1. Importance of the outcome is represent- maintaining a good relationship with the other party ed on the horizontal dimension left to right , and is important to you, then you should negotiate dif- importance of the relationship is represented on the ferently than if the relationship is unimportant.

Knowing that outcome is important and relationship is not in this How do you think about the importance of the rela- example of renting an office, Exhibit 1 reveals that tionship? This list of relation- other favorable terms. She will probably be ready and willing to adopt than just relying on intuition or off-the-cuff judgments: this same strategy.

If so, what did you learn about the other good outcome terms, so that is what you will do. It will not ignore you. Counterclaims based same company that maintains them for you and you on her poor performance and an assertion of the due expect to work with this person on deals in the process used to dismiss her may undermine her claim future—or this person can affect your reputation— and save your firm a potentially costly settlement.

If it is a congenial relationship, you may wish to you and the other party? How hard are you and the other person you may prefer not to negotiate, or you may want to willing to work to keep the relationship strong lower the emotional level in the negotiations.

Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict

If commitment has been low Lowering the emotional level is important if you historically on either side, then be suspicious expect the relationship to continue in the future. One simple way is to tell the other party needs met, as opposed to having other ways to you want to improve relations.

Take time away get your needs met?


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  • If you depend on each other from the specific negotiations to get to know the to any significant degree, then rate this relation- other person better. Talk about subjects on which ship high on your importance scale. If communication is do to increase his trust and confidence in you. You may wish to in other areas. Most business and personal rela- offer small concessions, which you hope will be seen tionships can stand a lot of give-and-take as long as goodwill gestures and will help rebuild the level as the overall balance is maintained.

    If this person val- on pursuing your negotiation goals. In other words, collaborate to solve problems instead of Negotiators who value their relationships pick up competing.

    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict
    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict
    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict
    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict
    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict
    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict
    Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict Mastering Business Negotiation : A Working Guide to Making Deals and Resolving Conflict

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