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The Mind and Heart of the Negotiator, Sixth Edition

Name: The Mind and Heart of the Negotiator, Sixth Edition
Author: Leigh L. Thompson
ISBN: 9780133571776

by Leigh L. Thompson

August 2014

Intermediate to advanced

580 pages

22h 43m

English

Pearson

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The Mind and Heart of the Negotiator
Brief Contents
Contents
Preface
OverviewFaculty ResourcesReviewers
About the Author
Part I: Essentials of Negotiation
1 Negotiation: The Mind and the Heart
Negotiation: Definition and ScopeNegotiation as a Core Management CompetencyDynamic Nature of BusinessInterdependenceEconomic ForcesInformation TechnologyGlobalizationMost People are Ineffective NegotiatorsNegotiation TrapsWhy People are Ineffective NegotiatorsEgocentrismConfirmation BiasSatisficingSelf-Reinforcing IncompetenceDebunking Negotiation MythsMyth 1: Negotiations are Fixed-SumMyth 2: You Need to be either Tough or SoftMyth 3: Good Negotiators are BornMyth 4: Life Experience is a Great TeacherMyth 5: Good Negotiators Take RisksMyth 6: Good Negotiators Rely on IntuitionLearning Objectives The Mind and Heart
2 Preparation: What to Do Before Negotiation
Self-AssessmentWhat Do I Want? What Is My Alternative to Reaching Agreement in This Situation?BATNAs and RealityYour BATNA is Time SensitiveDo Not Let the Other Party Manipulate Your BATNA Determine Your Reservation PointBe Aware of Focal PointsBeware of Sunk Costs Do Not Confuse Your Target Point with Your Reservation PointIdentify the Issues in the NegotiationIdentify the Alternatives for Each IssueIdentify Equivalent Multi-Issue Proposals Assess Your Risk PropensityStrategic RiskBATNA RISKContractual RiskEndowment Effects Am I Going to Regret This?Violations of the Sure Thing PrincipleDo I Have an Appropriate Level of Confidence?Other AssessmentWho Are the Other Parties?Are the Parties Monolithic?47 Counterparties’ Interests and Position Counterparties’ BATNAsSituation AssessmentIs the Negotiation One Shot, Long Term, or Repetitive?49 Do the Negotiations Involve Scarce Resources, Ideologies, or Both?Is the Negotiation One of Necessity or Opportunity? Is the Negotiation a Transaction or Dispute?Are Linkage Effects Present?60 Is Agreement Required?62 Is it Legal to Negotiate?Is Ratification Required?66 Are Time Constraints or Other Time-Related Costs Involved?67 Time Pressure and DeadlinesTime-Related CostsTime HorizonAre Contracts Official or Unofficial?Where Do the Negotiations Take Place?Are Negotiations Public or Private?84 Is Third-Party Intervention a Possibility?87 What Conventions Guide the Process of Negotiation (Such as Who Makes the First Offer)?Do Negotiations Involve More Than One Offer?Do Negotiators Communicate Explicitly or Tacitly?Is There a Power Differential Between Parties?Is Precedent Important?Conclusion
3 Distributive Negotiation: Slicing the Pie
The Bargaining ZoneBargaining Surplus Negotiator’s SurplusPie-Slicing StrategiesStrategy 1: Assess Your BATNA and Improve ItStrategy 2: Determine Your Reservation Point, but do not reveal ItSituation #1Situation #2Strategy 3: Research the Other Party’s BATNA and Estimate Their Reservation PointStrategy 4: Set High Aspirations (Be Realistic but Optimistic)Strategy 5: Make the First Offer (If You Are Prepared)Strategy 6: Immediately Reanchor if the Other Party Opens FirstStrategy 7: Plan Your ConcessionsPattern of ConcessionsMagnitude of ConcessionsTiming of ConcessionsStrategy 8: Support Your Offer with FactsStrategy 9: Appeal to Norms of FairnessStrategy 10: Do Not Fall for the “Even Split” PloyMost Commonly Asked QuestionsShould I Reveal My Reservation Point?Should I Lie About My Reservation Point?Should I Try to Manipulate the Counterparty’s Reservation Point?Should I Make a “Final Offer” or Commit to a Position?Saving FaceThe Power of FairnessMultiple Methods of Fair DivisionSituation-Specific Rules of FairnessSocial ComparisonThe Equity PrincipleRestoring EquityProcedural Justice Fairness in RelationshipsEgocentrismWise Pie SlicingConsistencySimplicityEffectivenessJustifiabilityConsensusGeneralizabilitySatisfactionConclusion
4 Win-Win Negotiation: Expanding the Pie
What is Win-Win Negotiation?Telltale Signs of Win-Win PotentialDoes the Negotiation Contain More Than One Issue? Can Other Issues Be Brought In?Can Side Deals Be Made?Do Parties Have Different Preferences Across Negotiation Issues?Most Common Pie-Expanding ErrorsFalse Conflict Fixed-Pie Perception Most Commonly Used Win-Win StrategiesCommitment to Reaching a Win-Win DealCompromiseFocusing on a Long-Term RelationshipAdopting a Cooperative Orientation Taking Extra Time to NegotiateEffective Pie-Expanding StrategiesPerspective TakingAsk Questions About Interests and PrioritiesReveal Information About Your Interests and PrioritiesUnbundle the IssuesLogrolling and Value-added Trade-offsMake Package Deals, Not Single-Issue Offers Make Multiple Offers of Equivalent Value SimultaneouslyBe Aggressive in AnchoringGain Better Information About the Other PartyBe Persistent and Persuasive Regarding The Value of an OfferOvercome Concession Aversion Structure Contingency Contracts by Capitalizing on DifferencesDifferences in ValuationDifferences in Expectations Differences in Risk AttitudesDifferences in Time PreferencesDifferences in CapabilitiesCautionary Note Presettlement Settlements (PreSS) Search for Postsettlement SettlementsA Strategic Framework for Reaching Integrative AgreementsResource AssessmentAssessment of DifferencesOffers and Trade-Offs Acceptance/Rejection DecisionProlonging Negotiation and RenegotiationConclusion

Part II: Advanced Negotiation Skills
5 Developing a Negotiating Style
Motivational OrientationAssessing Your Motivational StyleMotivational Style AssessmentStrategic Issues Concerning Motivational StyleThe Myth of the Hard BargainerDo Not Lose Sight of Your Own InterestsSocial Comparison Can Cause Breakdowns in NegotiationUse Reinforcement to Shape Behavior The Power of ReciprocityAnticipate Motivational Clashes at the Bargaining TableMotivational ConvergenceEpistemic Motivation Interests, Rights, and Power Model of Disputing Assessing Your ApproachInterestsRightsPower Strategic Issues Concerning ApproachesThe Principle of ReciprocityInterests Are Effective for Pie ExpansionHow to Refocus Your Opponent on InterestsPersonal StrategiesDo Not Reciprocate! Provide Opportunities to MeetDon’t Get Personal: Use Self-DisciplineUse Behavioral ReinforcementSend a Mixed MessageTry a Process InterventionLet’s Talk and Then FightStrategic Cooling-Off PeriodsParaphrasingLabel the ProcessStructural StrategiesPut the Focus on InterestsBuild in “Loop-Backs” to NegotiationProvide Low-Cost Rights and Power BackupsBuild in Consultation Beforehand and Feedback AfterwardProvide Skills and ResourcesHigh Costs Associated with Power and RightsKnow When to Use Rights and PowerKnow How to Use Rights and PowerThreaten the Other Party’s InterestsClarityCredibilityDo Not Burn BridgesEmotions and Emotional KnowledgeGenuine Versus Strategic EmotionNegative EmotionReal Versus Strategic Negative EmotionEmotional ConsistencyDisappointment Versus AngerAnger, Power, and ThreatsPositive EmotionEmotional Intelligence and Negotiated OutcomesAccuracySelf-EfficacyStrategic Advice for Dealing with Emotions at the TableMonitor Your Emotional Displays Beware of What You Are ReinforcingReevaluation Is More Effective Than SuppressionEmotions Are ContagiousUnderstand Emotional Triggers Conclusion
6 Establishing Trust and Building a Relationship
The People Side of Win-Win Trust as the Bedrock of Relationships Three Types of Trust in RelationshipsDeterrence-Based TrustKnowledge-Based TrustIdentification-Based TrustBuilding Trust: Rational and Deliberate Mechanisms Transform Personal Conflict into Task ConflictAgree on a Common Goal or Shared VisionCapitalize on Network Connections Find a Shared Problem or a Shared EnemyFocus on the FutureBuilding Trust: Psychological StrategiesSimilarityMere Exposure Physical PresenceReciprocitySchmoozingFlatteryMimicry and MirroringSelf-AffirmationWhat Leads to Mistrust?MiscommunicationDispositional AttributionsFocusing on the “Bad Apple”Repairing Broken TrustStep 1: Arrange a Personal MeetingStep 2: Put the Focus on the RelationshipStep 3: ApologizeStep 4: Let Them VentStep 5: Do Not Get Defensive Step 6: Ask for Clarifying InformationStep 7: Test Your UnderstandingStep 8: Formulate a PlanStep 9: Think About Ways to Prevent a Future ProblemStep 10: Do a Relationship Checkup ReputationRelationships in NegotiationNegotiating with FriendsWhy People Are Uncomfortable Negotiating with FriendsFriends Are Less Competitive with Each OtherReaching Integrative Agreements with FriendsFriendship and the Mismanagement of AgreementIf We Have to Negotiate, We Should Divide It Down the MiddleNegotiating with Businesspeople We Choose Our Friends, but Not Our CoworkersBusiness Relationships Often Have Status and Rank Issues Associated with ThemSwift TrustThe Myth of the One-Shot Business SituationWhen in Business with Friends and FamilyThe Emotional Potential Is HigherInternal Value ConflictMyopia Conclusion
7 Power, Gender, and Ethics
PowerThe Power of AlternativesPower Triggers in NegotiationSymmetric and Asymmetric Power RelationshipsThe Effect of Using Power on Powerful PeoplePower Decreases Social Awareness (And Accuracy)Power Increases Feelings Of ControlPower Increases Risk TakingSituations and Stimuli that Trigger PowerThe Effects of Power on Those with Less PowerStatusGenderGender and Negotiation OutcomesInitiating NegotiationsLeveling the Playing FieldStereotype RegenerationREMOVE Ambiguity from Novel-Appearing SituationsNegotiate on Behalf of a ConstituencyEvaluations of NegotiatorsGender and Race Discrimination in NegotiationGender and Third-Party Dispute ResolutionEthicsEthics and LyingLyingOther Questionable Negotiation Strategies Sins of Omission and CommissionCosts of Lying Under What Conditions Do People Engage in Deception?Responding to Unethical BehaviorConclusion
8 Creativity and Problem Solving in Negotiations
Creativity in NegotiationTest Your Own CreativityWhat Is Your Mental Model of Negotiation?Card Decision* Person in a Room Decision† Betting Decision** Water Jugs†† Real ProblemsStick Problem* Letter Sequence† Chain Problem* Susan and MarthaNecklace† Gold Chain Nine Dot Problem* Pigpen† Water Lilies** Bartender Problem†† HagglingCost-Benefit AnalysisGame PlayingPartnership Problem SolvingCreative Negotiation AgreementsFractionating Single-Issue Negotiations into Multiple IssuesFinding Differences: Looking for Patterns in OffersExpanding the PieBridgingCost CuttingNonspecific CompensationStructuring ContingenciesThreats to Effective Problem Solving and Creativity The Inert Knowledge ProblemAvailability HeuristicRepresentativenessAnchoring and Adjustment Unwarranted CausationBelief PerseveranceIllusory CorrelationJust WorldHindsight BiasFunctional FixednessSet EffectSelective AttentionOverconfidenceThe Limits of Short-Term MemoryTechniques for Enhancing Creative Negotiation AgreementsNegotiation Skills Training Bilateral or Unilateral TrainingFeedbackLearning Versus Performance Goals Analogical TrainingCounterfactual ReflectionIncubationRational Problem-Solving ModelBrainstormingDeductive Reasoning Inductive ReasoningConclusionCard Decision* Correct answer: E and 7.Person in a Room Decision** Correct answer: Jack is a lawyer.Betting Decision†† Correct answer: A (for the first bet).Water Jugs* Stick Problem† Correct answer: Form a tetrahedron (something like a pyramid).Letter Sequence** Correct answer: E.Chain Problem†† Susan and MarthaCorrect answer: 36.Necklace* Gold ChainCorrect answer: 2.Nine Dot Problem† Correct answer: See Panels 3 and 4. Pigpen* Correct answer: See diagram. Waterlilies† Correct answer: Day 59.Bartender Problem**
Part III: Applications and Special Scenarios
9 Multiple Parties, Coalitions, and Teams
Analyzing Multiparty Negotiations MULTIPARTY NEGOTIATIONSKey Challenges of Multiparty NegotiationsDividing ResourcesCoalitionsFormulating Trade-Offs Voting and Majority RuleProblems with Voting and Majority RuleVoting ParadoxesStrategic Voting Consensus AgreementsStrategies for Successful Multiparty NegotiationsKnow Who Will Be at the TableManage the Information and Systematize Proposal MakingBrainstorm OptionsDevelop and Assign Process RolesStay at the TableStrive for Equal ParticipationAllow for Some Points of Agreement, Even If Only on ProcessAvoid the “Equal Shares” BiasAvoid the Agreement BiasAvoid Sequential BargainingCoalitionsKey Challenges of CoalitionsOptimal Coalition Size Trust and Temptation in CoalitionsDividing the PieGetting Out of the Vicious CircleThe Core SolutionThe Shapley ModelRaiffa’s Hybrid ModelTips for Low-Power PlayersStrategies for Maximizing Coalitional EffectivenessMake Your Contacts EarlySeek Verbal Commitments Use Unbiased-Appearing Rationale to Divide the PiePrincipal-Agent NegotiationsDisadvantages of AgentsShrinking ZOPAIncompatible Incentive Structure Loss of Control Agreement at Any CostStrategies for Working Effectively with AgentsShop AroundKnow Your BATNA Before Meeting with Your AgentCommunicate Your Interests to Your Agent Without Giving Away Your BATNACapitalize on the Agent’s ExpertiseTap into Your Agent’s Sources of InformationAgent NetworksDiscuss RatificationUse Your Agent to Help Save FaceUse Your Agent to Buffer Emotions Constituent RelationshipsChallenges for Constituent RelationshipsBehind-The-Table Barriers AccountabilityDecision-Making VigilanceImpression Management and Face-SavingPrototypical versus Peripheral RepresentativesConflicts of Interest Strategies for Improving Constituent RelationshipsCommunicate with Your ConstituentsDo Not Expect Homogeneity of Constituent ViewsEducate Your Constituents on Your Role and Your LimitationsHelp Your Constituents Do Horizon ThinkingTeam Negotiation Challenges That Face Negotiating TeamsSelecting Your TeammatesHow Many on the Team?Communication on the TeamTeam Cohesion Information ProcessingStrategies for Improving Team NegotiationsGoal and Strategy AlignmentPrepare Together Plan Scheduled BreaksAssess AccountabilityIntergroup NegotiationChallenges of Intergroup NegotiationsShared Versus Individual IdentityIn-Group BiasExtremismStrategies for Optimizing Intergroup Negotiations Separate Conflict of Interest from Symbolic ConflictSearch for Common IdentityAvoid the Out-Group Homogeneity BiasContactThe GRIT Strategy Conclusion
10 Cross-Cultural Negotiation
Learning About CulturesCulture as an Iceberg Cultural Values and Negotiation NormsIndividualism versus CollectivismIndividualismCollectivismImplications for NegotiationSocial NetworksCooperationIn-Group FavoritismSocial Loafing Versus Social StrivingEmotion and Inner ExperienceDispositionalism Versus SituationalismPreferences for Dispute ResolutionEgalitarianism versus HierarchyEgalitarian Power RelationshipsHierarchical Power RelationshipsImplications for NegotiationChoose Your RepresentativeUnderstand the Network of RelationshipsFace ConcernsThe Conduct of NegotiationDirect versus Indirect CommunicationsDirect CommunicationIndirect Communication Implications for NegotiationInformation Necessary to Reach Integrative AgreementsDispute Resolution PreferencesKey Challenges of Intercultural NegotiationExpanding the PieDividing the PieSacred Values and Taboo Trade-OffsBiased Punctuation of ConflictEthnocentrismAffiliation Bias Faulty Perceptions of Conciliation and CoercionNaïve RealismPredictors of Success in Intercultural InteractionsAdvice for Cross-Cultural NegotiationsAnticipate Differences in Strategy and Tactics That May Cause MisunderstandingsCultural Perspective TakingRecognize That the Other Party May Not Share Your View of What Constitutes PowerAvoid Attribution ErrorsFind Out How to Show Respect in the Other Culture Find Out How Time is Perceived in the Other CultureKnow Your Options for ChangeConclusion
11 Social Dilemmas
Social Dilemmas in BusinessThe Prisoner’s DilemmaCooperation and Defection as Unilateral ChoicesRational AnalysisCase 1: One-Shot DecisionCase 2: Repeated Interaction Over a Finite Amount of TimeCase 3: Repeated Interaction for an Infinite or Indefinite Amount of TimeThe Tournament of ChampionsThe Winner is a LoserPsychological Analysis of Why Tit-for-Tat Is EffectiveNot EnviousNiceToughForgivingSimple Recovering from DefectionMake PromisesMake Situational AttributionsOne Step at a Time Getting Even and Catching UpMake Your Decisions at the Same Time Ultimatum DilemmaDictator GameTrust GameBinding versus Nonbinding ContractsSocial Networks and ReputationsRelationship ThreatSelf-Blame and Regret Restoring Broken TrustVolunteer Dilemma Multiparty DilemmasThe Tragedy of the CommonsTypes of Social Dilemmas How to Build Cooperation in Social DilemmasStructural StrategiesAlign IncentivesMonitor BehaviorRegulationPrivatizationTradable PermitsPsychological Strategies Psychological ContractsEconomicsCommunicationPersonalize OthersSocial SanctionsFocus on Benefits of CooperationHow to Encourage Cooperation in Social Dilemmas When Parties Should Not ColludeEscalation of CommitmentAvoiding the Escalation of Commitment in NegotiationsSet LimitsAvoid Decision MyopiaRecognize Sunk CostsDiversify Responsibility and AuthorityRedefine the SituationConclusion
12 Negotiating Via Information Technology
Place-Time Model of Social InteractionFace-to-Face Communication Same Time, Different PlaceLoss of Informal CommunicationLost OpportunitySeparation of FeedbackNegotiation TimingDifferent Time, Same Place Different Place, Different TimeTemporal Synchrony BiasExit BiasFlaming BiasSinister Attribution BiasInformation Technology and Its Effects on Social BehaviorTrustDeceptionStatus and Power: The “Weak Get Strong” EffectSocial NetworksRisk TakingRapport and Social NormsParanoiaIntergenerational NegotiationStrategies for Enhancing Technology-Mediated NegotiationsInitial Face-to-Face ExperienceOne-Day Videoconference/TeleconferenceSchmoozingHumorConclusion
Appendix 1 Are You a Rational Person? Check Yourself
Why Is It Important to Be Rational?Individual Decision MakingGame Theoretic Rationality
Appendix 2 Nonverbal Communication and Lie Detection
What Are We Looking for in Nonverbal Communication?Detecting Deception
Appendix 3 Third-Party Intervention
Common Third-Party RolesKey Choice Points in Third-Party InterventionChallenges Facing Third PartiesEnhancing the Effectiveness of Third-Party Intervention
Appendix 4 Negotiating a Job Offer
PreparationIn Vivo: During the Negotiation Itself Post-offer: You Have the Offer, Now What?
Name Index
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Subject Index
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Content preview from The Mind and Heart of the Negotiator, Sixth Edition

About the Author

Leigh L. Thompson joined the Kellogg School of Management in 1995. She is the J. Jay Gerber Distinguished Professor of Dispute Resolution and Organizations. She directs the Leading High Impact Teams executive program and the Kellogg Team and Group Research Center and codirects the Negotiation Strategies for Managers program. An active scholar and researcher, she has published over 100 research articles and chapters and has authored 10 books, including Creative Conspiracy: The New Rules of Breakthrough Collaboration; Making the Team, Creativity in Organizations, Shared Knowledge in Organizations, Negotiation: Theory and Research, The Social Psychology of Organizational Behavior: Essential Reading, Organizational Behavior Today, ...

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The Mind and Heart of the Negotiator, Sixth Edition

by Leigh L. Thompson

About the Author

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