Description
This fine blend of Harvard scholarship and seasoned judgment is really two books in one. The first develops a sophisticated approach to negotiation for executives, attorneys, diplomats — indeed, for anyone who bargains or studies its challenges. The second offers a new and compelling vision of the successful manager: as a strong, often subtle negotiator, constantly shaping agreements and informal understandings throughout the complex web of relationships in an organization. Contents Preface Acknowledgments CHAPTER ONE. The Manager as Negotiator Part I: NEGOTIATION ANALYSIS CHAPTER TWO. The Negotiator’s Dilemma: Creating and Claiming Value CHAPTER THREE. Alternatives to Agreement: The Limits of Negotiation CHAPTER FOUR. Interests: The Measure of Negotiation CHAPTER FIVE. Creating Value, or Where Do Joint Gains Really Come From? CHAPTER SIX. Claiming Value CHAPTER SEVEN. Managing the Negotiator’s Dilemma CHAPTER EIGHT. The Principles Applied: A Budget Negotiation CHAPTER NINE. Changing the Game: The Evolution of Negotiation CHAPTER TEN. The Approach as a Whole and So-Called Power in Bargaining Part II: NEGOTIATION AND MANAGEMENT CHAPTER ELEVEN. What Does Any Manager Have to Worry About? CHAPTER TWELVE. Negotiating for Purposes, Authority, and Resources: A Manager’s Need for a Mandate CHAPTER THIRTEEN. Sustaining Agreements CHAPTER FOURTEEN. Negotiating in Hierarchies: Direct Management CHAPTER FIFTEEN. Agents and Ratification CHAPTER SIXTEEN. Negotiating in Networks: Indirect Management CHAPTER SEVENTEEN. The Manager Is Always in the Middle: Linked Bargains, Internal-External Negotiations, Mediation, and the Essence of Strategy References Index
