best practice in negotiations

In this chapter, the author focused on best practices in negotiations; be prepared, diagnose the fundamental structure of the negotiation, identify and work the BATNA, be willing to walk away, master the key paradoxes of negotiation, remember the intangibles, actively manage coalitions, savor and protect your reputation, remember that rationality and fairness are relative, and continue to learn from your experience.

International and cross-cultural negotiation

In this chapter, the author explained about International and cross-cultural negotiation. International negotiation has become the norm rather than an exotic activity that only occasionally occurs. It begins with two important factors that make the international negotiation different. There are environmental context and immediate context. There are certain factors that influence negotiations. There consist of foreign governments and bureaucracies, culture differences, and political and legal pluralism.

multiple parties and teams

In this chapter, the author focused on how the negotiation process changes when there are more than two parties at the table simultaneously. It defines the multiple parties and follows by five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. It illustrates sixteen things the group members should do in order to be effective groups. It introduces three stages to characterize multilateral negotiations. In the pre-negotiation stage, it includes lots of informal contact among the parties. In the actual negotiation, negotiator should work together to achieve an effective and endorsed result. In the agreement stage, the parties must select among the alternative on the table and encounter some last-minute problems to reach the final agreement.

communication

In this chapter, the author has considered elements of art and science of communication that are relevant to understanding negotiations. First, the author addressed what is communicated during negotiation. And then, we learn how people communicate in negotiation: the use of language, on verbal communication, and the selection of communication channel. Finally, we learned how to improve communication in negotiation, and special communication considerations at the close of negotiation.

Perception,cognition,and emotion.

In this chapter, the author explained about perception, cognition, and emotion are the three basic elements in the negotiation. The author shown a definition of perception, introduce four type of perceptual distortion: stereotyping, halo effect, selective perception and projection, the framing which is a key issue in perception and negotiation, the ways to manage misperceptions and cognitive biases in negotiation. Finally, the author concerned about the role of mood and emotion in negotiation which has been the subject of an increasing body of recent theory and research during the last decade.

Negotiation:strategy and planing

In this chapter, the author informs us about strategy and planning the negotiation. First, negotiator has to understand one’s key issue that he has to work on. Negotiator has to know the limit of how far the deal can go and is there other way he can go if the deal doesn’t work. Clear the target and set the opening point. Then the negotiator has to learn the other party target, strategy, drive, limit, and ability, and then plan the process by all the information. The last, define program and duty for both parties.

Strategy and tactics oc integrative negotiation

In this chapter, the author reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.