Preface
Negotiation is a topic of great interest to executives, MBA
students, undergraduates, consultants, lawyers, doctors,
salespeople, social workers, realtors, engineers, nurses,
administrators, and people in the public sector. I have taught
negotiation skills to all of these groups. I am always struck by the
commonality of concerns raised by participants. Many people want to
know how to best leverage their power, reach "win-win"
agreements, develop a comfortable negotiation style, and deal with
multiple parties. There already are several wonderful books about
negotiation in existence. Many of these books offer practical,
prescriptive advice; many contain reviews of important negotiation
studies. But there are few books that combine cutting-edge research
with practical, prescriptive advice for negotiators. The purpose of
this book is to provide executives and managers from all different
kinds of industries with solid, research-based advice and practical
tools.
This book has three unique features:
- Rigorous, cutting-edge research:
All of the material in
this book is produced by leading scholars in the broad field of
negotiation and represents hard science, in the strict sense of
the phrase.
Focus on skills: The ultimate purpose of this book is to
provide sound prescriptive advice for helping negotiators reach
their negotiation goals. Thus, each chapter contains strategies and
skills for improving negotiation effectiveness.
The mind and the heart: This book not only contains
practical advice based upon rational models of economic behavior,
but it also contains practical advice based upon psychological
insights about human behavior. The book’s title, The Mind and
Heart of the Negotiator, reflects the dual focus of the book. It
contains several sections in which managers and executives are
invited to test their own rationality; it also contains several
sections in which managers and executives explore insights about
human behavior. Throughout this book, we maintain a balance of
objective, rational analysis and insights about psychological
behavior.
The Mind and Heart of the Negotiator separates fact from
fiction and outlines—in a clear, step-by-step fashion—how young
managers, as well as seasoned executives, can improve their ability
to negotiate effectively. Each chapter opens with a case analysis
(or two). The reader of this book will learn how to effectively
prepare for negotiation, maximize his or her ability to expand the
pie of resources in a negotiation (win-win negotiation), enhance his
or her power in negotiation, sharpen his or her creative thinking
about negotiation, assess and develop an appropriate negotiation
style, effectively deal with multiple parties, navigate social
dilemmas, learn strategies for negotiating across cultures, and
learn how to negotiate via information technology.
The 12 chapters of this book are arranged into three major parts.
Part I, "Essentials of Negotiation," contains four
chapters that are essential for the improvement of a negotiator’s
ability to expand, and simultaneously slice, the pie of resources.
Chapter 1 reviews the major myths about negotiation, the most common
negotiator shortcomings, and the learning principles upon which this
book is based. Chapter 2 teaches negotiators how to effectively
prepare for a negotiation in terms of what information to assess
about the other party and how to diagnose the situation they are in.
Chapter 3 focuses on the distributive aspect of negotiation (which
we call "slicing the pie") and coaches negotiators on how
to leverage their power within a negotiation. Chapter 4 is arguably
the most important chapter in this book, focusing on how to achieve
integrative agreements (also known as win-win agreements). It
contains useful and practical strategies for expanding the pie and
maximizing joint gain.
Section II focuses on "Advanced Negotiation Skills."
Chapter 5 teaches negotiators how to assess and develop their own
negotiating style, outlining the major motives people bring to
negotiation, the different emotional styles that negotiators adopt,
and the different ways negotiators can approach dispute situations.
This chapter has the dual function of serving as a "wake-up
call" for negotiators and providing alternative strategies to
add to their repertoire. Chapter 6 focuses on how to establish trust
in a negotiating relationship. It reviews the major kinds of trust
and types of negotiation relationships, focusing on the rational
approaches to assessing and enhancing trust, as well as
psychological approaches. Chapter 7 focuses on power and influence
in a negotiation. It reviews the major bases of a negotiator’s
power and how to improve upon them, as well as how to deal with
power ploys launched by the opponent. Chapter 8 deals with
creativity in negotiation. It challenges readers to assess their own
creative and problem-solving skills, and then, in a step-by-step
fashion, outlines methods for increasing your creative abilities at
the negotiation table.
Section III focuses on "Applications and Special
Scenarios." Chapter 9 deals with groups and multiple parties at
the bargaining table. It provides advice for navigating constituent
interests, the formation of coalitions, and principal-agent
relationships, among many others. Chapter 10 focuses on negotiation
across cultures. It invites readers to assess their own cultural
assumptions and provides them a method for assessing the cultural
assumptions of other parties. It outlines the major shortcomings to
effective cross-cultural negotiation and provides a step-by-step
guide for improving the effectiveness of cross-cultural negotiation.
Chapter 11 focuses on social dilemmas and situations in which
negotiators have an incentive to compete against one another. The
classic prisoner’s dilemma game is analyzed, and its multiparty
equivalent, the social dilemma, is treated as well, with
applications to real-world industries. Finally, chapter 12 focuses
on negotiating via information technology. We introduce a place-time
model of social interaction and discuss the advantages, as well as
the pitfalls, of negotiating in impoverished media.
We have also included four special appendices in this book.
Appendix 1 invites negotiators to examine the rationality of their
own behavior and thinking. Appendix 2 provides a short course on
nonverbal skills and lie detection. Appendix 3 provides guidance for
third-party intervention (namely, mediation and arbitration).
Finally, appendix 4 provides tips for negotiating a job offer. Each
of the chapters includes three learning aids in addition to the
regular text:
- real-life examples from actual people and companies as
chapter-opening cases;
- sidebars (lively examples and notes of interest for the hungry
reader); and
- figures, tables, and boxes for summarizing key points and
illustrating concepts.
The research and ideas in this book come from an invaluable set
of scholars in the fields of social psychology, organizational
behavior, sociology, negotiation, and cognitive psychology. During
the past 13 years, my research, thinking, and writing has been
enriched in very important ways by the following people: Wendi
Adair, Linda Babcock, Max Bazerman, Terry Boles, Jeanne Brett, Susan
Brodt, Karen Cates, Gary Fine, Craig Fox, Adam Galinsky, Dedre
Gentner, Robert Gibbons, Kevin Gibson, James Gillespie, Rich
Gonzalez, Deborah Gruenfeld, Reid Hastie, Peter Kim, Shirli Kopelman,
Rod Kramer, Laura Kray, Terri Kurtzburg, John Levine, Allan Lind,
George Loewenstein, Jeff Loewenstein, Deepak Malhotra, Beta Mannix,
Vicki Medvec, Dave Messick, Terry Mitchell, Don Moore, Michael
Morris, Keith Murnighan, Janice Nadler, Robin Pinkley, Ashleigh
Rosette, Nancy Rothbard, Vanessa Seiden, Harris Sondak, Tom Tyler,
Kathleen Valley, Leaf Van Boven, Kimberly Wade-Benzoni, Laurie
Weingart, and Judith White. In The Mind and Heart of the
Negotiator, I use the pronoun "we" because so much of
my thinking has been influenced and shaped by this set of eminent
scholars.
A number of people read the book in an earlier form and provided
very helpful comments. In particular, I am deeply indebted to Jeanne
Brett and Karen Cates of the Kellogg School of Management
and John Darley of Princeton University for their insight and
advice. The following outside reviewers wrote detailed comments that
had the most impact on the revision: Laura Kray, University of
Arizona; Edward Bergman, University of Pennsylvania; Douglas Benton,
Cal State University; Ann Bartel, Columbia University; Roger Mayer,
Baylor University; and Sheryl Ball, Virginia Tech.
The revision of this book would not have been possible without
the dedication, organization, and editorial skills of Rachel Claff,
who created the layout, organized hundreds of drafts, mastered the
figures, and researched many case studies for this book.
I completed this book while I was at the Kellogg School of
Management, a place whose spirit is motivating, energizing, and
inspirational. I feel honored to live and work in the midst of so
many great people, and I am indebted to Dean Don Jacobs, the Kellogg
Teams and Groups Center, and the Dispute Resolution Research Center
for their generous support of this book. I am particularly indebted
to Jeanne Brett and Max Bazerman, who had the vision to establish
the Dispute Resolution Research Center (DRRC) at Kellogg in 1985,
and to the Hewlett Foundation, for their generous support of the
DRRC.
Grants from the National Science Foundation’s Decision Risk and
Management Science program have made it possible for me to conduct
several of the research studies that I discuss in this book. I am
also grateful for a grant received by the Citigroup Research
Council, which made possible many of the studies about learning and
negotiation reviewed in this book.
This book is very much a team effort of the people I have
mentioned here, whose talents are diverse, broad, and
extraordinarily impressive. I am deeply indebted to my colleagues
and my students, and I feel grateful that they have touched my life
and this book.
more...
