Best Practices in Negotiation.

In the last chapter, the writer provides ten "best practices" for negotiators who wish to continue to improve their negotiation skills

1) be prepared
2) diagnose the fundamental structure of the negotiation
3) identify and work the BATNA
4) be willing to walk away
5) master the key paradoxes of negotiation
6) remember the intangibles
7) actively manage coalitions
8) savor and protect your reputation
9) remember that rationality and fairness are relative
10) continue to learn from your experience

International and cross cultural negotiation

In this chapter, the authour discuss about culturally responsive strategies available to the international negotiator. The factors to think about when negotiating with people from other cultures.

Multiple parties and teams

Chapter 10 discusses the nature of multiparty negotiations. Its difference with the two party negotiation has been outlined in this chapter, such factors are considered:

-Number of parties
-Informational complexity
-Social complexity
-Procedural complexity strategic complexity

There are five ways when complexity increases as three of more parties simultaneously engage in negotiation.

-more parties involved in the negotiation
-more issues and positions
-become socially more complex
-negotiation become procedurally coordianate their actions more effectively
-more stragically comlex

Relationships in Negotiation

This chapter is all about the relationships in negotiation. This chapter focus on the dimensions of relationships and the key elements in managing negotiations with relationships.

Ethics in Negotiation

This chapter helps identify the ethical and unethical tactics used in negotiation. It also explains about deceptive negotiation where the negotiators ask themself questions like: will they really enhance my power and help me? How this tactic affects our relationshop in a future? How this tactics would affect my reputatioon.

Finding and using negotiation power

This chapter explains about nature of negotiation power. Power means the capacities negotiators can assemble to give themselves an advantage or increse the probability of achieving their objectives. There are five main source of power.
1) informational
2) personal
3) position-based
4) Relationship based
5) contextual
Power is implicated in the use of many of the competitive and collaborative negotiation tactics.

Communication

This chapter gives detail on the communication process in negotiation and how people communicate using language, non-verbal communication. Also gives ideas about how to improve your communication skills.

Perception, Cognition, and Emotion

This chapter discuss about role of perception, Cognition and Emotion in the negotiation process. It provides an overview of how it affects the negotiator and negotiation. There is four types of perceptual distortion which is stereotyping, halo affects, selective perception and projection. It also discuss about how framing influences the negotiation, the cognitive biases, the ways to manage misperception.

Strategizing, Framing, and planning

This chapter discusses how to plan a succesful negotiation. we should determine the goal which is either specific or general. It could be intangible or tangible. It helps shape the frame and frame help to shape the goal. It's important to understand the startegy which is either competitive, collaborative, avoidance and accommondation. Planning process of negotiation includes goals, strategy, frames and predictable stages which helps achieving a successful negotiation.

Strategy & Tactics of integrative negotiation

In this chapter, integrative negotiation requires a process fundamentally different than distributive bargaining. Negotiators must attempt to probe below the surface of the other party's position to discover his or her underlying needs. They must create a free and open flow of information and use their desire to satisfy both sides as a guide to structure their dialogue. If negotiators do not have this perspective if they approach the problem and "opponent" in win-lose terms - integrative negotiation cannot occur. For successful negotiation: some form of shared or common goals, faith in one's ability to solve problems, a belief in the validity and importance of the other's position, the motivation and commitment to work together, trust in the opposing negotiator, the ability to accurately exchange information in spite of conflict conditions, and an understanding of the dynamics of integrative negotiation. If the parties are not able to meet these preconditions successfully, they will need to resolve challenges in thses areas as the integrative negotiation evolves.

Strategy & Tactic of distributive bargaining

In this chapter we learn to examined the basic framing of competitive of distributive bargaing situations and the some of the strategies and tactics. There are three reasons that every negotiator should be familiar with distributive bargaining. First, negotiators face some interdependent situations that are distributive, and do well in them , they need to understand how they work. Second, because many people use distributive bargaining strategie and tactics almost exclusively, all negotiators need to understand how to counter their effects. Third, every negotiation situation has the potential to require distributive bargaining skills when at the "claiming value" stage. Understanding distibutive strategies and tactics is important and useful, but negotiators need to recognize that these tactics can also be counterproductive and costly. often they cause the negotiating parties to focus so much on their differences that they ignore what they have in common. The disscussion of strategies and tactics in this chapter is intended to help negotiators to understand the dynamics of distributive bargaining and thereby obtain a better deal.

Nature of negotiation

In this first chapter we learn the basic meanings, nature, characteristics of conflict in negotiation. As well we easily understand that how many variety of negotiation occurs in our daily life from the example of Joe & Sue Carter. There are four key elements of the negotiation process :managing interdependence, engaging in mutual adjustment, creation or claming value and managing conflict. Chapter one basically discusses about the nature of negotiation. It focuses the four elements of the negotiation process. The study of these four elemnets is necessary in the understanding of how the negotiation works. The four elements are mainly interdependence, mutual adjustments, value claiming and value creation and conflict. Interdependence is one of the characteristics of negotiation that basically pertains to the situation that the parties need each other to achieve objectives and outcomes, in other words they must coordinate with each other. Mutual adjustment is about how to handle differences of both parties. This is necessary for the parties to understand each others goal and objectives. Value claiming and creation is the reason why negotiation exists. There is a need to be fulfilled and negotiation takes place in order to achive their goals and claim the value of what they are pursuing. Conflicts are common in the negotiation process because of interdependent relationship, misinterpretation and misunderstading. This chapter discusses when and how conflicts occur and how to manage it. A good exaple was provided in this chapter. The situation of Joe and Sue Carter shows how often they negotiates in their everyday life and how they might have approached to certain situations differently during the day.