The Mind and Heart of the Negotiator, Sixth Edition

The Mind and Heart of the Negotiator, Sixth Edition

by Leigh L. Thompson
Released August 2014
Publisher(s): Pearson
ISBN: 9780133571776

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Book description

This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book.

For undergraduate and graduate-level business courses that cover the skills of negotiation.

 

Delve into the mind and heart of the negotiator in order to enhance negotiation skills.

 

The Mind and Heart of the Negotiator is dedicated to negotiators who want to improve their ability to negotiate—whether in multimillion-dollar business deals or personal interactions. This text provides an integrated view of what to do and what to avoid at the bargaining table, facilitated by an integration of theory, scientific research, and practical examples.

 

This program will provide a better teaching and learning experience–for you and your students. Here's how:

  • Provide Students with Practical Real-World Examples: Each chapter opens with a case study that illustrates a real business situation.
  • Offer In-Depth Information on Business Negotiation Skills: This text provides practical take-away points for the manager and executive on integrative negotiation and contains a series of hands-on principles that have been proven to increase the value of negotiated deals.
  • Keep your Course Current and Relevant: New examples, exercises, and statistics appear throughout the text.

Table of contents

  1. The Mind and Heart of the Negotiator
  2. Brief Contents
  3. Contents
  4. Preface
    1. Overview
    2. Faculty Resources
    3. Reviewers
  5. About the Author
  6. Part I: Essentials of Negotiation
    1. 1 Negotiation: The Mind and the Heart
      1. Negotiation: Definition and Scope
      2. Negotiation as a Core Management Competency
        1. Dynamic Nature of Business
        2. Interdependence
        3. Economic Forces
        4. Information Technology
        5. Globalization
      3. Most People are Ineffective Negotiators
      4. Negotiation Traps
      5. Why People are Ineffective Negotiators
        1. Egocentrism
        2. Confirmation Bias
        3. Satisficing
        4. Self-Reinforcing Incompetence
      6. Debunking Negotiation Myths
        1. Myth 1: Negotiations are Fixed-Sum
        2. Myth 2: You Need to be either Tough or Soft
        3. Myth 3: Good Negotiators are Born
        4. Myth 4: Life Experience is a Great Teacher
        5. Myth 5: Good Negotiators Take Risks
        6. Myth 6: Good Negotiators Rely on Intuition
      7. Learning Objectives
      8. The Mind and Heart
    2. 2 Preparation: What to Do Before Negotiation
      1. Self-Assessment
        1. What Do I Want?
        2. What Is My Alternative to Reaching Agreement in This Situation?
          1. BATNAs and Reality
          2. Your BATNA is Time Sensitive
          3. Do Not Let the Other Party Manipulate Your BATNA
        3. Determine Your Reservation Point
        4. Be Aware of Focal Points
        5. Beware of Sunk Costs
        6. Do Not Confuse Your Target Point with Your Reservation Point
        7. Identify the Issues in the Negotiation
        8. Identify the Alternatives for Each Issue
        9. Identify Equivalent Multi-Issue Proposals
        10. Assess Your Risk Propensity
          1. Strategic Risk
          2. BATNA RISK
          3. Contractual Risk
        11. Endowment Effects
        12. Am I Going to Regret This?
        13. Violations of the Sure Thing Principle
        14. Do I Have an Appropriate Level of Confidence?
      2. Other Assessment
        1. Who Are the Other Parties?
        2. Are the Parties Monolithic?47
        3. Counterparties’ Interests and Position
        4. Counterparties’ BATNAs
      3. Situation Assessment
        1. Is the Negotiation One Shot, Long Term, or Repetitive?49
        2. Do the Negotiations Involve Scarce Resources, Ideologies, or Both?
        3. Is the Negotiation One of Necessity or Opportunity?
        4. Is the Negotiation a Transaction or Dispute?
        5. Are Linkage Effects Present?60
        6. Is Agreement Required?62
        7. Is it Legal to Negotiate?
        8. Is Ratification Required?66
        9. Are Time Constraints or Other Time-Related Costs Involved?67
          1. Time Pressure and Deadlines
          2. Time-Related Costs
          3. Time Horizon
        10. Are Contracts Official or Unofficial?
        11. Where Do the Negotiations Take Place?
        12. Are Negotiations Public or Private?84
        13. Is Third-Party Intervention a Possibility?87
        14. What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)?
        15. Do Negotiations Involve More Than One Offer?
        16. Do Negotiators Communicate Explicitly or Tacitly?
        17. Is There a Power Differential Between Parties?
        18. Is Precedent Important?
      4. Conclusion
    3. 3 Distributive Negotiation: Slicing the Pie
      1. The Bargaining Zone
        1. Bargaining Surplus
        2. Negotiator’s Surplus
      2. Pie-Slicing Strategies
        1. Strategy 1: Assess Your BATNA and Improve It
        2. Strategy 2: Determine Your Reservation Point, but do not reveal It
          1. Situation #1
          2. Situation #2
        3. Strategy 3: Research the Other Party’s BATNA and Estimate Their Reservation Point
        4. Strategy 4: Set High Aspirations (Be Realistic but Optimistic)
        5. Strategy 5: Make the First Offer (If You Are Prepared)
        6. Strategy 6: Immediately Reanchor if the Other Party Opens First
        7. Strategy 7: Plan Your Concessions
          1. Pattern of Concessions
          2. Magnitude of Concessions
          3. Timing of Concessions
        8. Strategy 8: Support Your Offer with Facts
        9. Strategy 9: Appeal to Norms of Fairness
        10. Strategy 10: Do Not Fall for the “Even Split” Ploy
      3. Most Commonly Asked Questions
        1. Should I Reveal My Reservation Point?
        2. Should I Lie About My Reservation Point?
        3. Should I Try to Manipulate the Counterparty’s Reservation Point?
        4. Should I Make a “Final Offer” or Commit to a Position?
      4. Saving Face
      5. The Power of Fairness
        1. Multiple Methods of Fair Division
        2. Situation-Specific Rules of Fairness
        3. Social Comparison
        4. The Equity Principle
        5. Restoring Equity
        6. Procedural Justice
        7. Fairness in Relationships
        8. Egocentrism
      6. Wise Pie Slicing
        1. Consistency
        2. Simplicity
        3. Effectiveness
        4. Justifiability
        5. Consensus
        6. Generalizability
        7. Satisfaction
      7. Conclusion
    4. 4 Win-Win Negotiation: Expanding the Pie
      1. What is Win-Win Negotiation?
      2. Telltale Signs of Win-Win Potential
        1. Does the Negotiation Contain More Than One Issue?
        2. Can Other Issues Be Brought In?
        3. Can Side Deals Be Made?
        4. Do Parties Have Different Preferences Across Negotiation Issues?
      3. Most Common Pie-Expanding Errors
        1. False Conflict
        2. Fixed-Pie Perception
      4. Most Commonly Used Win-Win Strategies
        1. Commitment to Reaching a Win-Win Deal
        2. Compromise
        3. Focusing on a Long-Term Relationship
        4. Adopting a Cooperative Orientation
        5. Taking Extra Time to Negotiate
      5. Effective Pie-Expanding Strategies
        1. Perspective Taking
        2. Ask Questions About Interests and Priorities
        3. Reveal Information About Your Interests and Priorities
        4. Unbundle the Issues
        5. Logrolling and Value-added Trade-offs
        6. Make Package Deals, Not Single-Issue Offers
        7. Make Multiple Offers of Equivalent Value Simultaneously
          1. Be Aggressive in Anchoring
          2. Gain Better Information About the Other Party
          3. Be Persistent and Persuasive Regarding The Value of an Offer
          4. Overcome Concession Aversion
        8. Structure Contingency Contracts by Capitalizing on Differences
          1. Differences in Valuation
          2. Differences in Expectations
          3. Differences in Risk Attitudes
          4. Differences in Time Preferences
          5. Differences in Capabilities
          6. Cautionary Note
        9. Presettlement Settlements (PreSS)
        10. Search for Postsettlement Settlements
      6. A Strategic Framework for Reaching Integrative Agreements
        1. Resource Assessment
        2. Assessment of Differences
        3. Offers and Trade-Offs
        4. Acceptance/Rejection Decision
        5. Prolonging Negotiation and Renegotiation
      7. Conclusion
  7. Part II: Advanced Negotiation Skills
    1. 5 Developing a Negotiating Style
      1. Motivational Orientation
        1. Assessing Your Motivational Style
          1. Motivational Style Assessment
        2. Strategic Issues Concerning Motivational Style
          1. The Myth of the Hard Bargainer
          2. Do Not Lose Sight of Your Own Interests
          3. Social Comparison Can Cause Breakdowns in Negotiation
          4. Use Reinforcement to Shape Behavior
          5. The Power of Reciprocity
          6. Anticipate Motivational Clashes at the Bargaining Table
          7. Motivational Convergence
          8. Epistemic Motivation
      2. Interests, Rights, and Power Model of Disputing
        1. Assessing Your Approach
          1. Interests
          2. Rights
          3. Power
        2. Strategic Issues Concerning Approaches
          1. The Principle of Reciprocity
          2. Interests Are Effective for Pie Expansion
          3. How to Refocus Your Opponent on Interests
            1. Personal Strategies
              1. Do Not Reciprocate!
              2. Provide Opportunities to Meet
              3. Don’t Get Personal: Use Self-Discipline
              4. Use Behavioral Reinforcement
              5. Send a Mixed Message
              6. Try a Process Intervention
              7. Let’s Talk and Then Fight
              8. Strategic Cooling-Off Periods
              9. Paraphrasing
              10. Label the Process
            2. Structural Strategies
              1. Put the Focus on Interests
              2. Build in “Loop-Backs” to Negotiation
              3. Provide Low-Cost Rights and Power Backups
              4. Build in Consultation Beforehand and Feedback Afterward
              5. Provide Skills and Resources
          4. High Costs Associated with Power and Rights
          5. Know When to Use Rights and Power
          6. Know How to Use Rights and Power
            1. Threaten the Other Party’s Interests
            2. Clarity
            3. Credibility
            4. Do Not Burn Bridges
      3. Emotions and Emotional Knowledge
        1. Genuine Versus Strategic Emotion
        2. Negative Emotion
          1. Real Versus Strategic Negative Emotion
          2. Emotional Consistency
          3. Disappointment Versus Anger
          4. Anger, Power, and Threats
        3. Positive Emotion
        4. Emotional Intelligence and Negotiated Outcomes
          1. Accuracy
          2. Self-Efficacy
        5. Strategic Advice for Dealing with Emotions at the Table
          1. Monitor Your Emotional Displays
          2. Beware of What You Are Reinforcing
          3. Reevaluation Is More Effective Than Suppression
          4. Emotions Are Contagious
          5. Understand Emotional Triggers
      4. Conclusion
    2. 6 Establishing Trust and Building a Relationship
      1. The People Side of Win-Win
      2. Trust as the Bedrock of Relationships
        1. Three Types of Trust in Relationships
          1. Deterrence-Based Trust
          2. Knowledge-Based Trust
          3. Identification-Based Trust
        2. Building Trust: Rational and Deliberate Mechanisms
          1. Transform Personal Conflict into Task Conflict
          2. Agree on a Common Goal or Shared Vision
          3. Capitalize on Network Connections
          4. Find a Shared Problem or a Shared Enemy
          5. Focus on the Future
        3. Building Trust: Psychological Strategies
          1. Similarity
          2. Mere Exposure
          3. Physical Presence
          4. Reciprocity
          5. Schmoozing
          6. Flattery
          7. Mimicry and Mirroring
          8. Self-Affirmation
        4. What Leads to Mistrust?
          1. Miscommunication
          2. Dispositional Attributions
          3. Focusing on the “Bad Apple”
        5. Repairing Broken Trust
          1. Step 1: Arrange a Personal Meeting
          2. Step 2: Put the Focus on the Relationship
          3. Step 3: Apologize
          4. Step 4: Let Them Vent
          5. Step 5: Do Not Get Defensive
          6. Step 6: Ask for Clarifying Information
          7. Step 7: Test Your Understanding
          8. Step 8: Formulate a Plan
          9. Step 9: Think About Ways to Prevent a Future Problem
          10. Step 10: Do a Relationship Checkup
      3. Reputation
      4. Relationships in Negotiation
        1. Negotiating with Friends
          1. Why People Are Uncomfortable Negotiating with Friends
          2. Friends Are Less Competitive with Each Other
          3. Reaching Integrative Agreements with Friends
          4. Friendship and the Mismanagement of Agreement
          5. If We Have to Negotiate, We Should Divide It Down the Middle
        2. Negotiating with Businesspeople
          1. We Choose Our Friends, but Not Our Coworkers
          2. Business Relationships Often Have Status and Rank Issues Associated with Them
          3. Swift Trust
          4. The Myth of the One-Shot Business Situation
        3. When in Business with Friends and Family
          1. The Emotional Potential Is Higher
          2. Internal Value Conflict
          3. Myopia
      5. Conclusion
    3. 7 Power, Gender, and Ethics
      1. Power
        1. The Power of Alternatives
        2. Power Triggers in Negotiation
        3. Symmetric and Asymmetric Power Relationships
        4. The Effect of Using Power on Powerful People
          1. Power Decreases Social Awareness (And Accuracy)
          2. Power Increases Feelings Of Control
          3. Power Increases Risk Taking
          4. Situations and Stimuli that Trigger Power
        5. The Effects of Power on Those with Less Power
        6. Status
      2. Gender
        1. Gender and Negotiation Outcomes
        2. Initiating Negotiations
        3. Leveling the Playing Field
          1. Stereotype Regeneration
          2. REMOVE Ambiguity from Novel-Appearing Situations
          3. Negotiate on Behalf of a Constituency
        4. Evaluations of Negotiators
        5. Gender and Race Discrimination in Negotiation
        6. Gender and Third-Party Dispute Resolution
      3. Ethics
        1. Ethics and Lying
          1. Lying
        2. Other Questionable Negotiation Strategies
        3. Sins of Omission and Commission
        4. Costs of Lying
        5. Under What Conditions Do People Engage in Deception?
        6. Responding to Unethical Behavior
      4. Conclusion
    4. 8 Creativity and Problem Solving in Negotiations
      1. Creativity in Negotiation
        1. Test Your Own Creativity
          1. What Is Your Mental Model of Negotiation?
            1. Card Decision*
            2. Person in a Room Decision†
            3. Betting Decision**
            4. Water Jugs††
              1. Real Problems
            5. Stick Problem*
            6. Letter Sequence†
            7. Chain Problem*
            8. Susan and Martha
            9. Necklace†
            10. Gold Chain
            11. Nine Dot Problem*
            12. Pigpen†
            13. Water Lilies**
            14. Bartender Problem††
        2. Haggling
        3. Cost-Benefit Analysis
        4. Game Playing
        5. Partnership
        6. Problem Solving
      2. Creative Negotiation Agreements
        1. Fractionating Single-Issue Negotiations into Multiple Issues
        2. Finding Differences: Looking for Patterns in Offers
        3. Expanding the Pie
        4. Bridging
        5. Cost Cutting
        6. Nonspecific Compensation
        7. Structuring Contingencies
      3. Threats to Effective Problem Solving and Creativity
        1. The Inert Knowledge Problem
        2. Availability Heuristic
        3. Representativeness
        4. Anchoring and Adjustment
        5. Unwarranted Causation
        6. Belief Perseverance
        7. Illusory Correlation
        8. Just World
        9. Hindsight Bias
        10. Functional Fixedness
        11. Set Effect
        12. Selective Attention
        13. Overconfidence
        14. The Limits of Short-Term Memory
      4. Techniques for Enhancing Creative Negotiation Agreements
        1. Negotiation Skills Training
        2. Bilateral or Unilateral Training
        3. Feedback
        4. Learning Versus Performance Goals
        5. Analogical Training
        6. Counterfactual Reflection
        7. Incubation
        8. Rational Problem-Solving Model
        9. Brainstorming
        10. Deductive Reasoning
        11. Inductive Reasoning
      5. Conclusion
        1. Card Decision*
          1. Correct answer: E and 7.
        2. Person in a Room Decision**
          1. Correct answer: Jack is a lawyer.
        3. Betting Decision††
          1. Correct answer: A (for the first bet).
        4. Water Jugs*
        5. Stick Problem†
          1. Correct answer: Form a tetrahedron (something like a pyramid).
        6. Letter Sequence**
          1. Correct answer: E.
        7. Chain Problem††
        8. Susan and Martha
          1. Correct answer: 36.
        9. Necklace*
        10. Gold Chain
          1. Correct answer: 2.
        11. Nine Dot Problem†
          1. Correct answer: See Panels 3 and 4.
        12. Pigpen*
          1. Correct answer: See diagram.
        13. Waterlilies†
          1. Correct answer: Day 59.
        14. Bartender Problem**
  8. Part III: Applications and Special Scenarios
    1. 9 Multiple Parties, Coalitions, and Teams
      1. Analyzing Multiparty Negotiations
        1. MULTIPARTY NEGOTIATIONS
        2. Key Challenges of Multiparty Negotiations
          1. Dividing Resources
          2. Coalitions
          3. Formulating Trade-Offs
          4. Voting and Majority Rule
            1. Problems with Voting and Majority Rule
            2. Voting Paradoxes
            3. Strategic Voting
            4. Consensus Agreements
        3. Strategies for Successful Multiparty Negotiations
          1. Know Who Will Be at the Table
          2. Manage the Information and Systematize Proposal Making
          3. Brainstorm Options
          4. Develop and Assign Process Roles
          5. Stay at the Table
          6. Strive for Equal Participation
          7. Allow for Some Points of Agreement, Even If Only on Process
          8. Avoid the “Equal Shares” Bias
          9. Avoid the Agreement Bias
          10. Avoid Sequential Bargaining
      2. Coalitions
        1. Key Challenges of Coalitions
          1. Optimal Coalition Size
          2. Trust and Temptation in Coalitions
          3. Dividing the Pie
            1. Getting Out of the Vicious Circle
            2. The Core Solution
            3. The Shapley Model
            4. Raiffa’s Hybrid Model
            5. Tips for Low-Power Players
        2. Strategies for Maximizing Coalitional Effectiveness
          1. Make Your Contacts Early
          2. Seek Verbal Commitments
          3. Use Unbiased-Appearing Rationale to Divide the Pie
      3. Principal-Agent Negotiations
        1. Disadvantages of Agents
          1. Shrinking ZOPA
          2. Incompatible Incentive Structure
          3. Loss of Control
          4. Agreement at Any Cost
        2. Strategies for Working Effectively with Agents
          1. Shop Around
          2. Know Your BATNA Before Meeting with Your Agent
          3. Communicate Your Interests to Your Agent Without Giving Away Your BATNA
          4. Capitalize on the Agent’s Expertise
          5. Tap into Your Agent’s Sources of Information
          6. Agent Networks
          7. Discuss Ratification
          8. Use Your Agent to Help Save Face
          9. Use Your Agent to Buffer Emotions
      4. Constituent Relationships
        1. Challenges for Constituent Relationships
          1. Behind-The-Table Barriers
          2. Accountability
            1. Decision-Making Vigilance
            2. Impression Management and Face-Saving
            3. Prototypical versus Peripheral Representatives
          3. Conflicts of Interest
        2. Strategies for Improving Constituent Relationships
          1. Communicate with Your Constituents
          2. Do Not Expect Homogeneity of Constituent Views
          3. Educate Your Constituents on Your Role and Your Limitations
          4. Help Your Constituents Do Horizon Thinking
      5. Team Negotiation
        1. Challenges That Face Negotiating Teams
          1. Selecting Your Teammates
          2. How Many on the Team?
          3. Communication on the Team
          4. Team Cohesion
          5. Information Processing
        2. Strategies for Improving Team Negotiations
          1. Goal and Strategy Alignment
          2. Prepare Together
          3. Plan Scheduled Breaks
          4. Assess Accountability
      6. Intergroup Negotiation
        1. Challenges of Intergroup Negotiations
          1. Shared Versus Individual Identity
          2. In-Group Bias
          3. Extremism
        2. Strategies for Optimizing Intergroup Negotiations
          1. Separate Conflict of Interest from Symbolic Conflict
          2. Search for Common Identity
          3. Avoid the Out-Group Homogeneity Bias
          4. Contact
          5. The GRIT Strategy
      7. Conclusion
    2. 10 Cross-Cultural Negotiation
      1. Learning About Cultures
        1. Culture as an Iceberg
      2. Cultural Values and Negotiation Norms
        1. Individualism versus Collectivism
          1. Individualism
          2. Collectivism
          3. Implications for Negotiation
            1. Social Networks
            2. Cooperation
            3. In-Group Favoritism
            4. Social Loafing Versus Social Striving
            5. Emotion and Inner Experience
            6. Dispositionalism Versus Situationalism
            7. Preferences for Dispute Resolution
        2. Egalitarianism versus Hierarchy
          1. Egalitarian Power Relationships
          2. Hierarchical Power Relationships
          3. Implications for Negotiation
            1. Choose Your Representative
            2. Understand the Network of Relationships
            3. Face Concerns
            4. The Conduct of Negotiation
        3. Direct versus Indirect Communications
          1. Direct Communication
          2. Indirect Communication
          3. Implications for Negotiation
            1. Information Necessary to Reach Integrative Agreements
            2. Dispute Resolution Preferences
      3. Key Challenges of Intercultural Negotiation
        1. Expanding the Pie
        2. Dividing the Pie
        3. Sacred Values and Taboo Trade-Offs
        4. Biased Punctuation of Conflict
        5. Ethnocentrism
        6. Affiliation Bias
        7. Faulty Perceptions of Conciliation and Coercion
        8. Naïve Realism
      4. Predictors of Success in Intercultural Interactions
      5. Advice for Cross-Cultural Negotiations
        1. Anticipate Differences in Strategy and Tactics That May Cause Misunderstandings
        2. Cultural Perspective Taking
        3. Recognize That the Other Party May Not Share Your View of What Constitutes Power
        4. Avoid Attribution Errors
        5. Find Out How to Show Respect in the Other Culture
        6. Find Out How Time is Perceived in the Other Culture
        7. Know Your Options for Change
      6. Conclusion
    3. 11 Social Dilemmas
      1. Social Dilemmas in Business
      2. The Prisoner’s Dilemma
        1. Cooperation and Defection as Unilateral Choices
        2. Rational Analysis
          1. Case 1: One-Shot Decision
          2. Case 2: Repeated Interaction Over a Finite Amount of Time
          3. Case 3: Repeated Interaction for an Infinite or Indefinite Amount of Time
          4. The Tournament of Champions
          5. The Winner is a Loser
        3. Psychological Analysis of Why Tit-for-Tat Is Effective
          1. Not Envious
          2. Nice
          3. Tough
          4. Forgiving
          5. Simple
          6. Recovering from Defection
            1. Make Promises
            2. Make Situational Attributions
            3. One Step at a Time
            4. Getting Even and Catching Up
            5. Make Your Decisions at the Same Time
      3. Ultimatum Dilemma
      4. Dictator Game
      5. Trust Game
        1. Binding versus Nonbinding Contracts
        2. Social Networks and Reputations
        3. Relationship Threat
        4. Self-Blame and Regret
        5. Restoring Broken Trust
      6. Volunteer Dilemma
      7. Multiparty Dilemmas
        1. The Tragedy of the Commons
        2. Types of Social Dilemmas
        3. How to Build Cooperation in Social Dilemmas
          1. Structural Strategies
            1. Align Incentives
            2. Monitor Behavior
            3. Regulation
            4. Privatization
            5. Tradable Permits
          2. Psychological Strategies
            1. Psychological Contracts
            2. Economics
            3. Communication
            4. Personalize Others
            5. Social Sanctions
            6. Focus on Benefits of Cooperation
        4. How to Encourage Cooperation in Social Dilemmas When Parties Should Not Collude
      8. Escalation of Commitment
        1. Avoiding the Escalation of Commitment in Negotiations
          1. Set Limits
          2. Avoid Decision Myopia
          3. Recognize Sunk Costs
          4. Diversify Responsibility and Authority
          5. Redefine the Situation
      9. Conclusion
    4. 12 Negotiating Via Information Technology
      1. Place-Time Model of Social Interaction
        1. Face-to-Face Communication
        2. Same Time, Different Place
          1. Loss of Informal Communication
          2. Lost Opportunity
          3. Separation of Feedback
          4. Negotiation Timing
        3. Different Time, Same Place
        4. Different Place, Different Time
          1. Temporal Synchrony Bias
          2. Exit Bias
          3. Flaming Bias
          4. Sinister Attribution Bias
      2. Information Technology and Its Effects on Social Behavior
        1. Trust
        2. Deception
        3. Status and Power: The “Weak Get Strong” Effect
        4. Social Networks
        5. Risk Taking
        6. Rapport and Social Norms
        7. Paranoia
        8. Intergenerational Negotiation
      3. Strategies for Enhancing Technology-Mediated Negotiations
        1. Initial Face-to-Face Experience
        2. One-Day Videoconference/Teleconference
        3. Schmoozing
        4. Humor
      4. Conclusion
  9. Appendix 1 Are You a Rational Person? Check Yourself
    1. Why Is It Important to Be Rational?
    2. Individual Decision Making
    3. Game Theoretic Rationality
  10. Appendix 2 Nonverbal Communication and Lie Detection
    1. What Are We Looking for in Nonverbal Communication?
    2. Detecting Deception
  11. Appendix 3 Third-Party Intervention
    1. Common Third-Party Roles
    2. Key Choice Points in Third-Party Intervention
    3. Challenges Facing Third Parties
    4. Enhancing the Effectiveness of Third-Party Intervention
  12. Appendix 4 Negotiating a Job Offer
    1. Preparation
    2. In Vivo: During the Negotiation Itself
    3. Post-offer: You Have the Offer, Now What?
  13. Name Index
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. X
    25. Y
    26. Z
  14. Subject Index
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. Y
    25. Z

Product information

  • Title: The Mind and Heart of the Negotiator, Sixth Edition
  • Author(s): Leigh L. Thompson
  • Release date: August 2014
  • Publisher(s): Pearson
  • ISBN: 9780133571776