Negotiation: Readings, Exercises, and Cases
7th EditionISBN10: 0077862422
ISBN13: 9780077862428
Copyright: 2015
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The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
Program Details
Section 1: Negotiation Fundamentals
1.1 Three Approaches to Resolving Disputs: Interests, Rights, and Power
1.2 Selecting a Strategy
1.3 Balancing Act: How to Manage Negotiation Tensions
1.4 The Negotiation Checklist
1.5 Effective Negotiating Techniques: From Selecting Strategies to Side-Stepping Impasses and Assumptions
1.6 Closing Your Business Negotiations
1.7 Defusing the Exploding Offer: The Farpoint Gambit
1.8 Implementing a Collaborative Strategy
1.9 Solve Joint Problems to Create and Claim Value
1.10 The Walk in the Woods: A Step-by-Step Method for Facilitating Interest-Based Negotiation and Conflict Resolution
1.11 Negotiating with Liars
1.12 Negotiation Ethics
1.13 Three Schools of Bargaining Ethics
Section 2: Negotiation Subprocesses
2.1 Negotiating Rationally: The Power and Impact of the Negotiator’s Frame
2.2 Managers and Their Not-So Rational Decisions
2.3 Untapped Power: Emotions in Negotiation
2.4 Negotiating with Emotion
2.5 Negotiating Under the Influence: Emotional Hangovers Distort Your Judgment and Lead to Bad Decisions
2.6 Staying with No
2.7 Negotiation via (the New) E-mail
2.8 Where Does Power Come From?
2.9 Harnessing the Science of Persuasion
2.10 The Six Channels of Persuasion
2.11 A Painful Close
Section 3: Negotiation Contexts
3.1 Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation
3.2 Bargaining in the Shadow of the Tribe
3.3 Create Accountability, Improve Negotiations
3.4 The Fine Art of Making Concessions
3.5 The High Cost of Low Trust
3.6 Consequences of Principal and Agent
3.7 The Tension between Principals and Agents
3.8 When a Contract Isn’t Enough: How to Be Sure Your Agent Gets You the Best Deal
3.9 This Is Not a Game: Top Sports Agents Share Their Negotiating Secrets
3.10 Can’t Beat Them? Then Join a Coalition
3.11 Building and Maintaining Coalitions and Allegiances throughout Negotiations
3.12 How to Manage Your Negotiating Team
Section 4: Individual Differences
4.1 Women Don’t Ask
4.2 Become a Master Negotiator
4.3 Should You Be a Negotiator?
Section 5: Negotiation across Cultures
5.1 Culture and Negotiation
5.2 Intercultural Negotiation in International Business
5.3 American Strengths and Weaknesses
Section 6: Resolving Differences
6.1 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia?
6.2 Don’t Like Surprises? Hedge Your Bets with Contingent Agreements
6.3 Extreme Negotiations
6.4 Taking the Stress Out of Stressful Conversations
6.5 Renegotiating Existing Agreements: How to Deal with “Life Struggling against Form”
6.6 How to Handle “Extreme” Negotiations with Suppliers
6.7 When and How to Use Third-Party Help
6.8 Investigative Negotiation
Section 7: Summary
7.1 Best Practices in Negotiation
7.2 Getting Past Yes: Negotiating as if Implementation Mattered
7.3 The Four Pillars of Effective Negotiation
7.4 Seven Strategies for Negotiating Success
7.5 Six Habits of Merely Effective Negotiators
Exercises
1. Pemberton’s Dilemma
2. The Commons Dilemma
3. Pasta Wars
4. Planning for Negotiations
5. The Used Car
6. GTechnica—AccelMedia
7. Knight Engines/Excalibur Engine Parts
8. Toyonda
9. The Pakistani Prunes
10. Universal Computer Company
11. Bestbooks/Paige Turner
12. SeaTech
13. Eurotechnologies, Inc.
14. AuraCall Inc.
15. Island Cruise
16. Live8
17. The New House Negotiation
18. Twin Lakes Mining Company
19. The Buena Vista Condo
20. City of Tamarack
21. Negotiating about Giant Pandas
22. Ridgecrest School Dispute
23. Salary Negotiations
24a. (MBA). Job Offer Negotiation: Joe Tech and Robust Routers
24b. Job Offer Negotiation: Jane Tech and Robust Routers
25. The Employee Exit Interview
26. Coalition Bargaining
27. Second South American Conference on the Environment
28. The Connecticut Valley School
29. Bakery-Florist-Grocery
30. Campbell-Lessing Farms
31. Dogs in the Park
32. Third-Party Conflict Resolution
33. Elmwood Hospital Dispute
34. 500 English Sentences
35. Sick Leave
36. Alpha-Beta
37. Galactica SUV
38. Bacchus Winery
39. GRID Site Negotiation
40. Strategic Moves and Turns
41. A Team in Trouble
42. Collecting Nos
43. The Power Game
Cases
1. Pacific Oil Company
2. Negotiating about Pandas for San Diego Zoo
3. Collective Bargaining at Magic Carpet Airlines: A Union Perspective
4. Bargaining Strategy in Major League Baseball
5. Midwestern::Contemporary Art
6. 500 English Sentences
7. Sick Leave
Questionnaires
1. The Subjective Value Inventory
2. The Personal Bargaining Inventory
3. The SINS II
4. Six Channels of Persuasion Survey
5. The Trust Scale
6. Communication Competence Scale
7. The Cultural Intelligence Scale
8. The PMD Scale
About the Author
Roy Lewicki
Dean’s Distinguished Teaching Professor and Professor of Management and Human Resources at the Max. M. Fisher College of Business, The Ohio State University. He has authored or edited 24 books, as well as numerous research articles. Professor Lewicki has served as the president of the International Association of Conflict Management. He received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution.
Bruce Barry
Professor of Management and Sociology at Vanderbilt University. His research on negotiation, influence, power, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past-president of the International Association for Conflict Management (2002–2003), and a past chair of the Academy of Management Conflict Management Division.
David Saunders
Dean of the School of Business at Queens University, Canada. He has coauthored several articles on negotiation, conflict resolution, employee voice, and organizational justice. Prior to accepting his current appointment, he was director of the McGill MBA Japan program in Tokyo, and he has traveled extensively throughout Asia, Europe, and South America.
Connect
By prompting students to engage with key concepts, while continually adapting to their individual needs, Connect activates learning and empowers students to take control resulting in better grades and increased retention rates. Proven online content integrates seamlessly with our adaptive technology, and helps build student confidence outside of the classroom.
Learn More
Connect Reporting
View complete, at-a-glance reports for individual students or the whole class. Generate powerful data related to student performance across learning outcomes, specific topics, level of difficulty and more. Additionally, you can compare student performance in different sections of the course.
Learn More
LMS Integration
With a single point of access, Connect seamlessly integrates with every learning management system on the market today. Quickly access registration, attendance, assignments, grades, and course resources in real time in one, familiar location.
Implementation and digital support
We provide self-directed resources, local, on campus training, and live webinar sessions, to get you up and running in a way that works for you, and to help you get the most out of Connect. We maintain a technical support team available to both instructors and students for any questions that might arise while using Connect.
Learn MoreSection 1: Negotiation Fundamentals
1.1 Three Approaches to Resolving Disputs: Interests, Rights, and Power
1.2 Selecting a Strategy
1.3 Balancing Act: How to Manage Negotiation Tensions
1.4 The Negotiation Checklist
1.5 Effective Negotiating Techniques: From Selecting Strategies to Side-Stepping Impasses and Assumptions
1.6 Closing Your Business Negotiations
1.7 Defusing the Exploding Offer: The Farpoint Gambit
1.8 Implementing a Collaborative Strategy
1.9 Solve Joint Problems to Create and Claim Value
1.10 The Walk in the Woods: A Step-by-Step Method for Facilitating Interest-Based Negotiation and Conflict Resolution
1.11 Negotiating with Liars
1.12 Negotiation Ethics
1.13 Three Schools of Bargaining Ethics
Section 2: Negotiation Subprocesses
2.1 Negotiating Rationally: The Power and Impact of the Negotiator’s Frame
2.2 Managers and Their Not-So Rational Decisions
2.3 Untapped Power: Emotions in Negotiation
2.4 Negotiating with Emotion
2.5 Negotiating Under the Influence: Emotional Hangovers Distort Your Judgment and Lead to Bad Decisions
2.6 Staying with No
2.7 Negotiation via (the New) E-mail
2.8 Where Does Power Come From?
2.9 Harnessing the Science of Persuasion
2.10 The Six Channels of Persuasion
2.11 A Painful Close
Section 3: Negotiation Contexts
3.1 Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation
3.2 Bargaining in the Shadow of the Tribe
3.3 Create Accountability, Improve Negotiations
3.4 The Fine Art of Making Concessions
3.5 The High Cost of Low Trust
3.6 Consequences of Principal and Agent
3.7 The Tension between Principals and Agents
3.8 When a Contract Isn’t Enough: How to Be Sure Your Agent Gets You the Best Deal
3.9 This Is Not a Game: Top Sports Agents Share Their Negotiating Secrets
3.10 Can’t Beat Them? Then Join a Coalition
3.11 Building and Maintaining Coalitions and Allegiances throughout Negotiations
3.12 How to Manage Your Negotiating Team
Section 4: Individual Differences
4.1 Women Don’t Ask
4.2 Become a Master Negotiator
4.3 Should You Be a Negotiator?
Section 5: Negotiation across Cultures
5.1 Culture and Negotiation
5.2 Intercultural Negotiation in International Business
5.3 American Strengths and Weaknesses
Section 6: Resolving Differences
6.1 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia?
6.2 Don’t Like Surprises? Hedge Your Bets with Contingent Agreements
6.3 Extreme Negotiations
6.4 Taking the Stress Out of Stressful Conversations
6.5 Renegotiating Existing Agreements: How to Deal with “Life Struggling against Form”
6.6 How to Handle “Extreme” Negotiations with Suppliers
6.7 When and How to Use Third-Party Help
6.8 Investigative Negotiation
Section 7: Summary
7.1 Best Practices in Negotiation
7.2 Getting Past Yes: Negotiating as if Implementation Mattered
7.3 The Four Pillars of Effective Negotiation
7.4 Seven Strategies for Negotiating Success
7.5 Six Habits of Merely Effective Negotiators
Exercises
1. Pemberton’s Dilemma
2. The Commons Dilemma
3. Pasta Wars
4. Planning for Negotiations
5. The Used Car
6. GTechnica—AccelMedia
7. Knight Engines/Excalibur Engine Parts
8. Toyonda
9. The Pakistani Prunes
10. Universal Computer Company
11. Bestbooks/Paige Turner
12. SeaTech
13. Eurotechnologies, Inc.
14. AuraCall Inc.
15. Island Cruise
16. Live8
17. The New House Negotiation
18. Twin Lakes Mining Company
19. The Buena Vista Condo
20. City of Tamarack
21. Negotiating about Giant Pandas
22. Ridgecrest School Dispute
23. Salary Negotiations
24a. (MBA). Job Offer Negotiation: Joe Tech and Robust Routers
24b. Job Offer Negotiation: Jane Tech and Robust Routers
25. The Employee Exit Interview
26. Coalition Bargaining
27. Second South American Conference on the Environment
28. The Connecticut Valley School
29. Bakery-Florist-Grocery
30. Campbell-Lessing Farms
31. Dogs in the Park
32. Third-Party Conflict Resolution
33. Elmwood Hospital Dispute
34. 500 English Sentences
35. Sick Leave
36. Alpha-Beta
37. Galactica SUV
38. Bacchus Winery
39. GRID Site Negotiation
40. Strategic Moves and Turns
41. A Team in Trouble
42. Collecting Nos
43. The Power Game
Cases
1. Pacific Oil Company
2. Negotiating about Pandas for San Diego Zoo
3. Collective Bargaining at Magic Carpet Airlines: A Union Perspective
4. Bargaining Strategy in Major League Baseball
5. Midwestern::Contemporary Art
6. 500 English Sentences
7. Sick Leave
Questionnaires
1. The Subjective Value Inventory
2. The Personal Bargaining Inventory
3. The SINS II
4. Six Channels of Persuasion Survey
5. The Trust Scale
6. Communication Competence Scale
7. The Cultural Intelligence Scale
8. The PMD Scale
About the Author
Roy Lewicki
Dean’s Distinguished Teaching Professor and Professor of Management and Human Resources at the Max. M. Fisher College of Business, The Ohio State University. He has authored or edited 24 books, as well as numerous research articles. Professor Lewicki has served as the president of the International Association of Conflict Management. He received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution.
Bruce Barry
Professor of Management and Sociology at Vanderbilt University. His research on negotiation, influence, power, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past-president of the International Association for Conflict Management (2002–2003), and a past chair of the Academy of Management Conflict Management Division.
David Saunders
Dean of the School of Business at Queens University, Canada. He has coauthored several articles on negotiation, conflict resolution, employee voice, and organizational justice. Prior to accepting his current appointment, he was director of the McGill MBA Japan program in Tokyo, and he has traveled extensively throughout Asia, Europe, and South America.
Connect
By prompting students to engage with key concepts, while continually adapting to their individual needs, Connect activates learning and empowers students to take control resulting in better grades and increased retention rates. Proven online content integrates seamlessly with our adaptive technology, and helps build student confidence outside of the classroom.
Learn More
Connect Reporting
View complete, at-a-glance reports for individual students or the whole class. Generate powerful data related to student performance across learning outcomes, specific topics, level of difficulty and more. Additionally, you can compare student performance in different sections of the course.
Learn More
LMS Integration
With a single point of access, Connect seamlessly integrates with every learning management system on the market today. Quickly access registration, attendance, assignments, grades, and course resources in real time in one, familiar location.
Implementation and digital support
We provide self-directed resources, local, on campus training, and live webinar sessions, to get you up and running in a way that works for you, and to help you get the most out of Connect. We maintain a technical support team available to both instructors and students for any questions that might arise while using Connect.
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