book

3-d Negotiation

Name: 3-d Negotiation
ISBN: 9781422143445

by David A. Lax, James K. Sebenius

August 2006

Intermediate to advanced

304 pages

8h 20m

English

Harvard Business Review Press

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Praise
Title Page
Copyright Page
Table of Contents
Introduction
Part One - Overview
Chapter One - Negotiate in Three Dimensions
Negotiating in One DimensionThe 3-D Negotiation AlternativeThe 3-D Focus on Deal DesignThe 3-D Focus on SetupFinancing Staples: Getting the Scope and Sequence RightCreating and Claiming ValueNot One Dimension, but Three Dimensions
Chapter Two - Do a 3-D Audit of Barriers to Agreement
LockStore: The 3-D Audit That Should Have HappenedAssessing Setup BarriersMapping All the Parties and Their No-Deal OptionsAssessing No-Deal OptionsChecking the Sequence and Process ChoicesAssessing Deal-Design BarriersAssessing Tactical and Interpersonal BarriersTwo Cross-Cutting Barriers to Be on Guard AgainstGetting from Here to There
Chapter Three - Craft a 3-D Strategy to Overcome the Barriers
3-D Strategy: The BasicsSet Up the Right NegotiationDesign Value-Creating DealsStress Problem-Solving TacticsPutting It Together: Acquiring a DivisionA Few Concluding Thoughts
Part Two - Set Up the Right Negotiation

Chapter Four - Get All the Parties Right
Sketching the All-Party Map: The Seven Key QuestionsHave You Included the Highest-Value Players?Have You Mapped All the Potentially Influential Players?Have You Included Those Involved in the Decision-Making and Governance Processes?Have You Mapped Influential Parties with the Wrong Incentives?Have You Anticipated Negotiations with Those Who Must Approve the Deal?Have You Considered Those Who Must Implement the Deal?Are There Too Many Parties?From Parties to Interests
Chapter Five - Get All the Interests Right
The Prime Directive: Make Mapping Interests a Central Priority, Early and OftenTwo More Directives: Big Mistakes to AvoidFour Practices That Help You Get Interests RightStaying Out of Psychological TrapsRemedies
Chapter Six - Get the No-Deal Options Right
Determine If a Zone of Possible Agreement ExistsMake Sure They Believe You Can Walk AwayProtect Your No-Deal OptionsUnder Very Special Circumstances, Consider Strategically Worsening Your No-Deal OptionAnalyze Each Side’s Best No-Deal Option to Determine the Potential Role for NegotiationThe Power of No-Deal Options—and Your Understanding of Them
Chapter Seven - Get the Sequence and Basic Process Choices Right
Get the Sequence RightGet the Basic Process Choices RightGood Basic Process Choices Make for Good Negotiations
Part Three - Design Value-Creating Deals
Chapter Eight - Move “Northeast”
“Moving Northeast” to Create ValueDeal-Design Principle #1: Dovetail Differences to Create ValueDeal-Design Principle #2: Maximize the Total Net PieSome Words for the SkepticsThe “Negotiator’s Dilemma”: Productively Managing the Creating/Claiming Tension
Chapter Nine - Dovetail Differences
Dovetailing Differences in Forecasts (or Beliefs About the Future)Dovetailing Differences in Attitudes Toward RiskDovetailing Differences in Attitudes Toward TimeDovetailing Differences in Other ArenasBringing It All Together: The Example of Structured SettlementsImagine a World . . .
Chapter Ten - Make Lasting Deals
Change Happens—and That’s Often a Good ThingDesign Your Agreements to Accommodate Predictable Change“Multiplex” Agreements to Protect Against Likely VulnerabilitiesMake “Insecure Contracts” Secure
Chapter Eleven - Negotiate the Spirit of the Deal
The Underlying Social ContractThe Ongoing Social ContractThe Social Contract: The Risk FactorsDovetailing the Social and Economic ContractsCommon Misperceptions About the Social Contract
Part Four - Stress Problem-Solving Tactics
Chapter Twelve - Shape Perceptions to Claim Value
How to Prepare for a Price DealLearn About the True ZOPAFocus on the Opportunity, Rather Than the DownsideSet an Ambitious Target PriceShould You Make the First Offer and, If So, at What Price?The Anchoring EffectRecognize and Use Key Steps of the Negotiation DanceMeta-Anchoring: Framing the Whole NegotiationBack to Creating and Claiming Value
Chapter Thirteen - Solve Joint Problems to Create and Claim Value
Ask, Listen, and LearnDivulge Information StrategicallyFoster an Appealing and Productive Negotiation ProcessAdopt a Persuasive StyleCan You Write Their Victory Speech?
Part Five - 3-D Strategies in Practice
Chapter Fourteen - Map Backward to Craft a 3-D Strategy
Back to 1912: The Roosevelt Campaign and Moffett StudiosSix Lessons/Reminders from the Moffett Studios Saga“Begin wich the End”: Backward Mapping to Develop a 3-D Strategy
Chapter Fifteen - Think Strategically, Act Opportunistically
AOL, Microsoft, and Netscape: Negotiating the Browser WarsKennecott in Chile: Negotiating ExpropriationConcord Pulp and Paper: An Unfolding 3-D NegotiationConcluding ThoughtsThe 3-D Negotiator: Creative Setup Architect, Insightful Deal Designer, Persuasive Tactician
Authors’ Note
Notes
Index
About the Authors

Content preview from 3-d Negotiation

Chapter Seven

Get the Sequence and Basic Process Choices Right

UP TO THIS POINT, we’ve concentrated on defining the right scope for your negotiations—in other words, defining the parties, issues, interests, and best no-deal options correctly. The last two items in this “setup” section of 3-D Negotiation are sequence and basic process choices. Getting these right also helps set the table for favorable negotiations.

An example from our own experience illustrates the importance of these factors. Not long ago, a U.S. auto parts manufacturing firm called us for urgent help with its faltering joint-venture negotiations in Mexico. Having determined that setting up a Mexican JV was a strategic priority, the U.S. firm had researched the industry and ...

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3-d Negotiation

by David A. Lax, James K. Sebenius

Chapter Seven

Get the Sequence and Basic Process Choices Right

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