Negotiation chapter 12

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.

Negotiation chapter 11

International and Cross Cultural Negotiation

In this chapter, the author discuss about culturally responsive strategies available to the international negotiator. The factors to think about when negotiating with people from other cultures. First discuss about what makes international negotiation defferent: by Phatak and Habib suggest that two overall contexts have an influence on international negotiations: the environmental context:
(1) political and legal pluralism
(2) international econemics
(3) Foreign govenments and bureaucracies
(4) instability
(5) ideology
(6) culture

The external stakeholders and the immediate context:
(1) relative bargaining power
(2) levels of conflict
(3) relationship between negotiatiors
(4) desired outcomes
(5) immediate stakeholders.

The most frequently studied aspect of international negotiation is culture, two important ways that culture has been conceptualized:
(1) culture as shared values and
(2) culture as dialectic.

Ten different ways that cultur can influence negotiations.
(1) definition of negotiation
(2) negotiation opportunity
(3) selection of negotiators
(4) protocol
(5) communication
(6) time sensitivity
(7) risk propensity
(8) groups versus individuals
(9) nature of agreements
(10) emotionalism.

Culture has important effects on several aspects of negotiation, including planning, the negotiation process, information exchange, negotiator cognition, and negotiaator perceptions of ethical behavior. The best way to manage cross-cultural negotiations is to be sensitive to the cultural morms of the other negotiatior and to modify one's strategy to be consistent with behaviors that occur in that culture.

Negotiation chapter 10

Multiple Parties and Teams

The chapter ten discusses the nature of Multiparty negotiations. Its difference with the two party negotiation has been outlined in this chapter. Such factors are considered:
1)Number of parties
2)Informational complexity
3)Social complexity
4)Procedural complexityStrategic complexity

In this chapter, the author purpost is to understand how the negotiation process changes when there are more than two parties at the table simultaneously. There are five ways in which the complexity increases ar three more parties simultaneously engage in negotiation: First, more parties involved in the negotiation. Second, more issues and positions. Third, become socially more complex. Fourth, negotiation become procedurally coordinate their actions more effectively. Finally, become more stratgically complex. There are three key stages that characterize multilateral negotiation: prenegotiation, actual negotiation, and managing the agreement.

Negotiation chapter 9

Establishing Leadership through Strategic Internal Communication.

The chapter nine is all about the Relationships in negotiation. This chapter focus on the the dimensions of relationships and the key elements in managing negotiations with relationships. This chapter teaches how to establish leadership through strategic internal communication. So, this chapter focuses on how to:
1. recognize the strategic role of employee communication
2. Assess internal communication effectiveness
3. Establish effective internal communication
4. Use missions and visions to strengthen internal communication
5. Design and implement effective change communication

Negotiation chapter 8

Ethics in Negotiation

This chapter helps identify the ethical and unethical tactics used in negoiation.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 relationship in a future?How this tactics would affect my reputation.

Focuses on the Ethics in negotiation. It discussed the ethical systems used in ethical reasoning and the questions of ethical conduct arise in negotiation, the use of deceptive tactics. A negotitators decision to use ethically ambiguous tacticstypically grows out of desire to increase one's negotiating power by manupulating the landscape of information in negotiation. The different forms that ethically ambiguous tactics take and the analization of motives and consequences of engaging in unethical negotiation behavior are also dicussed in this chapter. It was explained that some tactics typically lead to tarnished reputations and deminished effectiveness in the long run.

Negotiation chapter 7

Finding and Using Negotiation Power

This chapter seven give a detail on the Ethics in negotiation. It discussed the ethical systems used in ethical reasoning and the questions of ethical conduct arise in negotiation, the use of deceptive tactics. This chapter explains about the nature of negotiation power and five major source of power which are given as follows:
1) Informational
2) Personal
3) Position-based
4) Relationship based
5) Contextual

Negotiation chapter 6

Communication

Communication plays an important factor in the negotiation process. It is the process of exchanging of ideas happen. This chapter give a detail on the communication process in negotiation. It examined what is communicated during the negotiation which are basically the offers, motives,informations and outcomes. It also shows how people communicate by the use of language, non-verbal communication, eye contact, body position, etc. and how to improve communication in negotiation by using questions and listening. Finally this chapter also emphasize the special communication considerations at the initial phase of negotiations which are avoiding fatal mistakes and achieving close to the negotiaton.