book

The Negotiation Book

by Steve Gates

December 2015

Intermediate to advanced

232 pages

5h 11m

English

Wiley

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SO WHAT IS NEGOTIATION? THE NEED FOR SATISFACTION PERSONAL VALUES HONESTY WITH YOURSELF KEY TAKEAWAYS
WHY ARE THERE SO MANY DIFFERENT WAYS TO NEGOTIATE A DEAL? HOW THE NEGOTIATION CLOCK FACE WORKS KEY TAKEAWAYS
WHAT DO WE MEAN BY POWER? HOW DOES POWER INFLUENCE NEGOTIATIONS? KEY TAKEAWAYS
1. NERVE 2. SELF-DISCIPLINE 3. TENACITY 4. ASSERTIVENESS 5. INSTINCT 6. CAUTION 7. CURIOSITY 8. NUMERICAL REASONING 9. CREATIVITY 10. HUMILITY KEY TAKEAWAYS
THE FOURTEEN BEHAVIORS KEY TAKEAWAYS
THE EFFECT OF HUMAN EMOTION ON NEGOTIATION CONSCIOUS COMPETENT YOUR VALUES EMOTIONAL INTELLIGENCE THE ART OF LOSING MANAGING THE EMOTIONAL NEED FOR SATISFACTION TRUST, TACTICS, AND EMOTIONS VISIBLE EMOTION KEY TAKEAWAYS
UNDERSTANDING EMPOWERMENT YOUR BOSS CAN BE YOUR WORST ENEMY EMPOWERMENT WITHIN TEAM ROLES GETTING EMPOWERED BEFORE YOU START DECISION-MAKING AUTHORITY EMPOWERMENT AND SCOPE TO CREATE VALUE KEY TAKEAWAYS

RECOGNIZING THE PROCESS AND THE GAMESMANSHIP IN PLAY A QUESTION OF CHOICES AND PERSONAL STYLE WHAT ARE TACTICS? KEY TAKEAWAYS
PLANNING CREATIVE TRADE-OFFS WHICH REALIZE ADDITIONAL VALUE EACH AND EVERY DEAL IS UNIQUE UNDERSTANDING VALUE THE SIX PRIMARY VARIABLES WORKING WITH VARIABLES KNOWING WHAT VARIABLES YOU HAVE TO WORK WITH RISK AS A NEGOTIABLE PREPARING TO MANAGE COMPLEXITY PLANNING FROM A PRACTICAL PERSPECTIVE KEY TAKEAWAYS

Content preview from The Negotiation Book

CHAPTER 8 Tactics and Values

“Experience is not what happens to you; it’s what you do with what happens to you.”

Aldous Huxley

The decisions you take and the way you behave during your negotiations will be influenced by how much power you think you have and by the way your own values or ethics influence your behavior.

The tactics you employ will be limited by both how much power you have, whether you have a short- or long-term relationship to consider and this may influence how ethical you choose to be during your negotiations.

The dilemma of where the value of fairness fits into negotiation has challenged many organizations. For instance, some organizations who hold strong views on being fair and reasonable may take exception when faced with a trading partner who behaves in a manipulative or irrational manner. On principle, they will not tolerate the behavior and will exit the relationship.

RECOGNIZING THE PROCESS AND THE GAMESMANSHIP IN PLAY

The way the balance of power is split, and how it shifts with time and circumstance, means you cannot expect agreements always to be, or appear to be, balanced and fair, or even consistent. You can, however, work towards getting the best possible deal given the circumstances you face. Some, faced with such situations, turn to tactics and some become victims of the tactics in play. The Complete Skilled Negotiator sees them for what they are and where necessary uses counter tactics to neutralize their effects.

I am not implying here what ...