FOR MANAGERS
by Steven P. Cohen
Preface (download as a pdf file)
Chapter 1. Competitive Versus Collaborative Decision Making
Chapter 2. BATNA—Choosing Whether to Walk Away
Chapter 3. Are We Ready? Inoculation Protects the Parties
Chapter 4. Preparation Part One: Stakeholders, Constituents, and Interests
Chapter 5. Preparation Part Two: Developing a Strategy Using Interest Mapping
Chapter 6. Communication: Key to Effective Negotiating
Chapter 7. Emotions: Dealing with Ourselves and Others
Chapter 8. Dealing with Annoyance and Leveling the Playing Field
Chapter 9. Globalism Starts at Home: Cross-Cultural Issues
Chapter 10. Creativity and Bargaining Chips
Chapter 11. The Negotiation Process
Chapter 12. The Seven Pillars of Negotiational Wisdom
ISBN for this title: 0-07-138757-9
The breadth of Steve Cohen’s experience, negotiating in the public and private sectors and working with people from all over the world, has given him a unique perspective on the do’s and don’ts of negotiation. In Negotiating Skills for Managers, Steve offers his negotiation experience, communication skills, and teaching techniques to a broader audience.
His company’s award-winning Web site, www.negotiation skills.com, has subscribers from over 81 countries, on every continent except Antarctica. You can contact Steve at tnsc@negotiationskills.com.
What Is Negotiation?
What Negotiation Is Not
Types of Negotiation
Investigating Your Interests
What Differences Does It Make to Distinguish Between Interests and Positions?
How Do You Deal with Positional Bargainers?
Is Money Really the Interest?
Primary (Fundamental) and Secondary (Derivative) Interests
Looking Beyond Our Personal Interests
The Three C’s of Interests
When Interests Conflict
Manager's Checklist for Chapter 1
Download pdf file of Chapter 1
Making Choices
Balance of Power
Understanding Our BATNA Offers Choices
What Is Our Walking-in BATNA?
Does BATNA Ever Change?
BATNA Is Not the Bottom Line
Elements of BATNAs
Strengthening and Weakening BATNAs
Assumptions
Manager's Checklist for Chapter 2
Substantive Inoculation: Knowing the Subject
In Negotiation, the Past Has No Future
Selling the Product to the Salesperson
Goals of Inoculation
Inoculation as a Tool for Improving Your BATNA
What Information Do We Need About Ourselves?
What Information Do We Need About Other Parties?
Preparing for Negotiation on Your Own
Active Listening
Inoculation Includes Process as Well as Substance
Internal and External Inoculation
The Bottom Line
When Inoculation Is Impossible
Manager's Checklist for Chapter 3
Shooting from the Hip
Unplanned Negotiations
Surprises
What Does Preparation Mean?
Looking Inside Yourself
Understanding the Subject Matter
Internal Negotiation
Preparing Other Parties
Juggling Conflicting Agendas
Strengthening and Weakening BATNAs
Reasons to Prepare for Negotiation
Manager's Checklist for Chapter 4
Making Assumptions
Interested Parties
Stakeholders
Create Your Interest Map
Record Your Assumptions About Stakeholders’ Interests
Don’t Go It Alone
Low-Cost Solutions
How to Use Interest Maps
Using Your Interest Map in Negotiation
Be Prepared for Hot Buttons
Donut Hole Interest Maps
After the Negotiation
Be Prepared!
Manager's Checklist for Chapter 5
Preparation Put to Use
Communicating to Influence
Active Listening
Communicating with Difficult People
Reframing
What Is Your Point?
Communicating Information
Manager's Checklist for Chapter 6
Do Emotions Belong in Negotiation?
Recognizing and Prioritizing Emotions
Surprise
Are You Negotiating to Solve a Problem or Have a Fight?
Confidence-Building Measures
Only One Person Can Get Angry at a Time
Reacting to Emotional Outbursts
De-escalation
Healing Relationships
Dealing with Difficult People
Bullies
Expressing Emotions Is Not Bad Negotiating
Manager's Checklist for Chapter 7
Myths
Psychological Games
Giving or Taking Offense
Controlling the Board
Physical Set-Up
Building Confidence in Your Counterpart
I Understand You, But That Doesn’t Mean I Agree with You
Expectations
Early Wins Can Be Traded Away Later
Level Playing Field
Manager’s Checklist for Chapter 8
Nationality Is Not the Only Difference
Internal Negotiation
Bringing Tribes Together
You Can’t Tell a Book by Its Cover
Negotiation Choreography
When Yes Means No
Offense as a Cultural Barrier
Overcoming Cultural Obstacles
Can I Depend on Them?
Don’t Get Hung Up on Style
Manager’s Checklist for Chapter 9
Single-Issue Negotiating
Multi-Issue Negotiations
The Value Creation Curve
Value Versus Price
Don’t Dictate Value
Separating People from the Problem
Healing Relationships
Check the Appeal of Creative Elements—One by One
Don’t Hog the Credit
Confirming Mutual Understanding
Open Your Mind and Expand the Possibilities
Manager’s Checklist for Chapter 10
Agenda Setting
Building Confidence and Comfort
Utilizing Your Interest Map
Bargaining
Building Long-Term Commitment
Objective Criteria
ZOPA
Expectations and Concessions
Compromise
Collaboration
Multitasking
It’s Not Over Until It’s Over
Not Rocket Science
Manager’s Checklist for Chapter 11
Paying Attention to Priorities
Relationship
Interest
BATNA
Creativity
Fairness
Commitment
Communication
Foundation of the Seven Pillars
Manager’s Checklist for Chapter 12
About the Author
Steven P. Cohen is the founder and head of The Negotiation Skills Company, Inc., a consulting and training organization that has presented negotiation skills training to people from more than 40 countries. His clients come from business sectors as diverse as healthcare and the manufacture of nuclear weapons. The Negotiation Skills Company’s mission statement is simple: to advance the cause of civility in negotiation to the benefit of all participants.
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