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Tables of Contents for The Fast Forward MBA in Negotiating and Deal Making
Chapter/Section Title
Page #
Page Count
PREFACE
xvii
CHAPTER 1--CONFLICT
1
22
Conflicts Are Everywhere if You Know Where to Look
1
1
The Hidden Influence of Conflicts at Work
2
1
Who Won? You, Them--or Both?
3
3
Classic Negotiating Games May Be Unhealthy
6
1
Taming Your Emotions
7
1
The Importance of Good Communication
8
1
Assessing Your Reactions to Conflict
9
4
What Did You Learn about Yourself?
13
1
Roadblock #1: They Refuse to Negotiate
13
1
Roadblock #2: They Only Care about Price
14
1
Roadblock #3: They Play Dirty
15
2
Roadblock #4: They Engage in Difficult Behavior
17
3
The Five Steps
18
1
Managing Conflict with a Difficult Person
18
1
Four Benefits of Successful Conflict Resolution
19
1
End Point
20
3
CHAPTER 2--THE NEGOTIATION GAME
23
22
Negotiation Is Everywhere
23
4
Negotiation Is a Game
27
1
The Negotiation Game Has Stages and Phases
28
5
Stage 1: Preparation
29
2
Stage 2: Opening
31
1
Stage 3: Bargaining
31
1
Stage 4: Closing and Implementation
32
1
The Players in the Game
33
11
Negotiating with Yourself
33
1
Negotiating with an Opponent
34
2
Negotiating through Agents
36
2
Rules for Negotiating through an Agent
38
1
Negotiating in Groups and Teams
39
1
Managing Group Negotiations
40
2
Steps in Moderating the Group Process
42
2
End Point
44
1
CHAPTER 3-YOUR NEEDS AND INTERESTS
45
22
Search Your Feelings
45
1
Good Negotiators Don't Fly by the Seat of Their Pants
45
3
Your Side of the Story
48
1
The Situation Is Like a Tree-Strand Rope
48
1
What Are Your Goals?
48
3
Prioritize Your Goals
51
1
Bargaining Range
51
2
Alternatives
53
1
What Are Your Underlying Interests?
54
2
Align Your Interests, and the Rest Is Easy
56
1
What Resources Can You Bring to Bear?
57
1
Have You Been Here Before?
58
1
How Do You Behave?
58
1
What Are Your Beliefs about Negotiation?
59
1
Who Can You Trust--and Who Trusts You?
59
1
Who's in Charge of What?
60
2
Should Your Strategy Be Firm or Flexible?
62
1
What Does Who You Are Have to Do with What You Must Do?
62
1
End Point
63
4
CHAPTER 4--THE OTHER PLAYERS
67
16
Stepping Outside Yourself
68
1
What Do They Want?
68
1
Make Opportunities to Study Other Players
68
1
To Understand Opponents, Think and Feel as They Do
69
2
Plan the Other Party's Negotiation
71
2
Spy versus Spy?
73
1
Do Some Research
73
1
What to Research
74
7
Their Objectives
74
1
Their Interests and Needs
75
1
Their Alternatives
76
1
Their Resources
77
1
Their Reputation, Negotiation Style, and Behavior
77
1
Their Authority to Make an Agreement
78
1
Their Likely Strategy and Tactics
79
1
One to Wish For: Foreknowledge of Their Concessions
80
1
Try On Their Shoes
81
1
End Point
82
1
CHAPTER 5--SIZING UP THE FIELD
83
24
Recognizing Power Factors in the Situation
84
1
Harnessing the Power of Information
85
3
Harnessing the Power of Constituencies
88
2
Using Time Wisely
90
2
Using the Legitimate Status of Customs and Rules
92
1
Using Positional Power
93
1
Consider the Alternatives
94
1
Using Your Personal Power
95
2
Persuasiveness
96
1
Persistence
96
1
Personal Integrity
97
1
Precedent
97
1
Choosing the Site for Negotiation
98
1
Configuring the Site
99
1
Schedules and Agendas
100
1
Relationships
100
3
Personalities
103
1
Gender Differences
104
1
End Point
105
2
CHAPTER 6--CHOOSING YOUR GAME
107
16
Good News: You've Done Your Homework
107
1
Choosing Your Game
108
1
Need an Instant Answer?
109
5
Examining Relationship Concerns
109
5
Outcome Concerns
114
1
The Five Negotiating Games
114
2
What Game Will They Play?
116
1
Advanced Selection Criteria
116
6
Situation
118
1
Preferences
118
1
Experience
119
1
Style
119
1
Perceptions and Experience
119
3
Can You Choose "No Strategy"?
122
1
End Point
122
1
CHAPTER 7--THE COMPETITIVE GAME
123
26
Take as Much as You Can
124
1
The Risks of Competition
124
2
Are You Forcing Others to Compete?
126
1
How to Set Your Bargaining Range
127
3
Do You Have a BATNA?
130
4
Suggestions for Defining Your Bargaining Range
131
1
Do You Have Multiple Issues?
132
1
Do You Know Your Costs?
133
1
Are Their Costs Higher? Aha!
133
1
Did You Remember to Do Your Homework?
133
1
How Tough Is Your Opening Position?
134
1
Setting a Tone at the Opening
134
1
Have You Planned Your Concessions?
135
1
Do You See a Pattern to Their Concessions?
135
1
Is the Concession Pattern Irregular?
136
1
Competitive Rules of Thumb
136
1
Sending and Reading Commitment Signals
137
1
Avoid Commitment Gridlock
138
1
Final Offers
139
1
How to Get Out of a Commitment
139
1
Using Tactics
140
1
Want to Play Hardball?
141
3
The Good Guy/Bad Guy Tactic
142
1
The Highball/Lowball Tactic
143
1
The Bogey
143
1
The Nibble
143
1
Playing Chicken
144
1
The Power of Coercion
144
1
Tactical Uses of Time
144
2
Manipulating the Other Party's Impression of Your Concerns
146
1
Are You Prepared to Cope with Tough Tactics?
147
1
End Point
147
2
CHAPTER 8--THE COLLABORATIVE GAME
149
22
Do You Want to Build the Relationship?
150
1
When Collaboration Is Key
150
1
A Foundation of Trust
151
1
Honesty Is the Key
151
1
Keys to Successful Collaboration
152
1
Can I Help You Get What You Want?
152
1
Become a Collaborative Problem Solver
153
1
Obstacles to Collaboration
153
1
Are You Serious about Collaboration?
154
1
Pay Attention to the Soft Stuff
154
1
Are You Ready to Make Concessions?
155
1
Use Time as a Resource, Not a Weapon
155
1
A Four-Step Process
155
9
Step 1: Identify the Problem
155
1
Be Creative
156
1
Step 2: Understand the Problem
156
1
Collaborators Must Stand on Shifting Ground
157
1
Step 3: Generate Alternative Solutions
157
4
Prioritize the Options and Reduce the List
161
1
Step 4: Select a Solution
162
2
You Can Always Change Your Mind
164
1
Secrets of Successful Collaboration
164
2
Don't Go Too Far
166
1
How and Why to Build Trust
166
1
Obstacles to Achieving Good Collaboration
166
1
What If There's a Breakdown?
167
1
Collaborative Negotiation with Your Boss
168
2
End Point
170
1
CHAPTER 9--THE COMPROMISE GAME
171
16
When to Compromise
172
1
Compromises Are Also a Compromise of Styles
172
1
You Get What You Pay For
173
1
Compromising Compared to Competition
174
1
Winning Compromise Tactics
175
3
Fixing a Stalled Compromise
178
1
The Reciprocity Trap
179
1
The Commitment Trap
179
2
How Social Proof Leads to Commitment
181
1
When Liking Colors Judgment
182
1
When Authority Leads to Compliance
182
1
When Scarcity Colors Judgment
182
1
Compromising with the Boss
183
2
Responding to a Boss's Impossible Request
185
1
The Power of the "Yes, and" Response
185
1
End Point
186
1
CHAPTER 10--THE ACCOMMODATING AND AVOIDING GAMES
187
12
Accommodating: Let's Lose to Win!
188
2
When to Accommodate
190
1
Now for the Bad News
191
1
End Point
191
1
Avoiding: When a Lose-Lose Is Best
192
1
End-Running the Risks of Avoidance
193
1
Options Make Avoidance More Appealing
194
1
Pick Your Battles
194
2
Passive or Active Avoidance?
196
1
Ways to Benefit from Avoidance
197
1
End Point
198
1
CHAPTER 11--AVOIDING LEGAL AND ETHICAL PITFALLS
199
20
Legal Constraints on Negotiation
200
1
Is It Fraud?
201
1
The Law May Assume You Know the Truth
202
1
Is It Misrepresentation?
203
1
Does Contract Law Apply?
204
2
Employee Negotiation Traps
206
1
Customer Negotiation Traps
207
1
Ethics in Negotiation
208
3
The White Lie in Competitive Negotiating
208
2
Three Major Views of Ethical Conduct
210
1
Examples of Unethical Tactics
211
4
Moderate Tactics
211
1
More Troublesome Tactics
212
1
Extremely Troublesome Tactics
213
2
How People Justify Unethical Tactics
215
1
End Point
216
3
CHAPTER 12-DEALS IN A LIFETIME
219
22
Deal 1: Buying a Used Car
219
4
Deal 2: Buying a New Car
223
3
Deal 3: Planning a Wedding
226
3
Deal 4: Negotiating a New Job with a Large Company
229
3
Deal 5: Negotiating a New Job with a Small Company
232
2
Deal 6: Negotiating a Raise
234
3
Deal 7: Buying a House through an Agent
237
3
Deal 8: Negotiating a Home Repair Contract
240
1
End Point
241
1
NOTES
241
12
INDEX
253