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Negotiation: Readings, Exercises, and Cases
Negotiation: Readings, Exercises, and Cases

Negotiation: Readings, Exercises, and Cases, 7th Edition

ISBN10: 0077862422 | ISBN13: 9780077862428
By Roy Lewicki, Bruce Barry and David Saunders
© 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.

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Negotiation is a critical skill needed for effective management. Negotiation: Readings, Exercises, and Cases 7e by Roy J. Lewicki, Bruce Barry, and David M. Saunders takes an experiential approach and explores the major concepts and theories of the psychology of bargaining and negotiation and the dynamics of interpersonal and inter-group conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates. The Readings portion of the book is ordered into seven sections: (1) Negotiation Fundamentals, (2) Negotiation Subprocesses, (3) Negotiation Contexts, (4) Individual Differences, (5) Negotiation across Cultures, (6) Resolving Differences, and (7) Summary. The next section of the book presents a collection of role-play exercises, cases, and self-assessment questionnaires that can be used to teach negotiation processes and subprocesses.


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


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


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


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

Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited over 40 books, as well as numerous research articles and book chapters. Professor Lewicki has served as the president of the International Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He received the Academy of Management’s Distinguished Educator Award in 2005 and has been recognized as a Fellow of the Academy of Management, the International Association of Conflict Management, and the Organizational Behavior Teaching Society for his contributions to the fields of negotiation and dispute resolution.

Bruce Barry

Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management.

David Saunders

David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB.

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