Business negotiation Books

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Table of ContentsContentsAcknowledgmentsChapter I. IntroductionA New Way of Interacting with the PublicWhy We All Should Be Concerned About Angry PublicsThe Public Is Not Easily AppeasedThe Typical Approach to Public Relations Does Not WorkA Different Approach Is NeededChapter II. Why Is the Public Angry?What Is Anger?Why Are People Angry?Rational and Irrational AngerTypical Responses to an Angry PublicDealing with an Angry Public: The Conventional WisdomChapter III. The Mutual-Gains ApproachThe Mutual-Gains Approach: Six PrinciplesThe Old Plastics FactoryBackgroundApplying for a WaiverFurther StudyThe Public PresentationA Disaster ThreatensThe FalloutChapter IV. Accidents Will HappenThree Mile Island: To Tell or Not to TellThe First Day: March 28, 1979The Second Day: March 29, 1979The Third Day: March 30, 1979The Final Days: March 31 and April 1, 1979Telling the Truth: The Mutual-Gains ApproachThe Advantages of Disclosure Outweigh the DisadvantagesAct in a Trustworthy FashionSelect a Capable SpokespersonEnlist Support on the OutsideGovernment and Business Should, Can, and Do CooperateThe Exxon Valdez: When Paying Out Doesn't Pay OffCleaning UpA Modest ProposalExxon's ResponseMitigation EffortsCompensation for DamagesThe AftermathDoing It Differently: The Mutual-Gains ApproachThe Company's Failure to Accept ResponsibilityThe Company's Failure to Establish Clear Lines of CommunicationThe Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)The Company's Failure to Convene an Effective Problem-Solving ForumConclusionChapter V. Risky BusinessWhat Is Risk?Assessing RiskPerceiving RiskCommunicating RiskRisky BusinessThe Breast Implant ControversyThe Story UnfoldsThe Story Is RetoldWhat Should the Company Do?Implant RuptureDrawing Conclusions in the Face of UncertaintyKnowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance StandardsMinimize the Risk, Not the Concerns of OthersMake Commitments You Can KeepSeek to Know, Not to HideEngage Stakeholders in Making Risky DecisionsMake Contingent CommitmentsChapter VI. When Values CollideWhat Are Values?Why Are Value Conflicts So Difficult to Resolve?A Model for Deescalating Intractable ConflictsHydro-Quebec and the Cree: Clashing CulturesHydro-Quebec's Response to the CreeTalking With, Not At, the Other: The Mutual-Gains ApproachSeek Common Principles -- Despite Seemingly Stark DifferencesConsider That You Might Be WrongConsider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the FewIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural ConflictAnimal RightsListening Whether You Agree or Not: The Mutual-Gains ApproachExamine History to Better Understand TodaySeek Reason Amid Emotion, Not Reason at the Expense of EmotionRecognize Diversity on the Other SideBeware the Pitfalls of "Rights Talk"Seek Forums for DialogueChapter VII. The MediaThe Conventional Wisdom of Media RelationsThe Media as AdversaryThe Media as a ToolThe Media Can Be ControlledMedia Policy by DefaultThe Mutual-Gains Approach to Dealing with the MediaTake into Account the Interests of the MediaTell the Media What You Know and Don't KnowMake Available People with Authority Who Can Share Their Views OpenlyWork to Convince Media They Have an Educative RoleUse a Neutral to Speak in a Single VoiceIn a Consensus-Building Process, Establish Ground Rules to Guide Media InteractionsUse Additional Means of CommunicationSet an Example for the Media to FollowSummaryChapter VIII. Principled LeadershipDoing the Right ThingIntegrity, Honesty, and TrustHow to Inspire TrustSharing, Listening, and LearningWhat Leaders ValueLeadership and InstitutionsConcluding RemarksNotesBibliographyIndex

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Table of ContentsContentsPrefaceAcknowledgmentsCHAPTER ONE. The Manager as Negotiator<Part I: NEGOTIATION ANALYSISCHAPTER TWO. The Negotiator's Dilemma: Creating and Claiming ValueCHAPTER THREE. Alternatives to Agreement: The Limits of NegotiationCHAPTER FOUR. Interests: The Measure of NegotiationCHAPTER FIVE. Creating Value, or Where Do Joint Gains Really Come From?CHAPTER SIX. Claiming ValueCHAPTER SEVEN. Managing the Negotiator's DilemmaCHAPTER EIGHT. The Principles Applied: A Budget NegotiationCHAPTER NINE. Changing the Game: The Evolution of NegotiationCHAPTER TEN. The Approach as a Whole and So-Called Power in BargainingPart II: NEGOTIATION AND MANAGEMENTCHAPTER ELEVEN. What Does Any Manager Have to Worry About?CHAPTER TWELVE. Negotiating for Purposes, Authority, and Resources: A Manager's Need for a MandateCHAPTER THIRTEEN. Sustaining AgreementsCHAPTER FOURTEEN. Negotiating in Hierarchies: Direct ManagementCHAPTER FIFTEEN. Agents and RatificationCHAPTER SIXTEEN. Negotiating in Networks: Indirect ManagementCHAPTER SEVENTEEN. The Manager Is Always in the Middle: Linked Bargains, Internal-External Negotiations, Mediation, and the Essence of StrategyReferencesIndex

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Book SynopsisA member of the world renowned Program on Negotiation at Harvard Law School introduces the powerful next-generation approach to negotiation.For many years, two approaches to negotiation have prevailed: the “win-win” method exemplified in Getting to Yes by Roger Fisher, William Ury, and Bruce Patton; and the hard-bargaining style of Herb Cohen’s You Can Negotiate Anything. Now award-winning Harvard Business School professor Michael Wheeler provides a dynamic alternative to one-size-fits-all strategies that don’t match real world realities. The Art of Negotiation shows how master negotia­tors thrive in the face of chaos and uncertainty. They don’t trap themselves with rigid plans. Instead they understand negotiation as a process of exploration that demands ongoing learning, adapting, and influencing. Their agility enables them to reach agreement when others would be stalemated. Michael Wheeler illumi

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Book SynopsisGlobal business management issues and concerns are complex, diverse, changing, and often intractable. Industry actors and policy makers alike rely upon partnerships and alliances for developing and growing sustainable business organizations and ventures. As a result, global business leaders must be well-versed in managing and leading multidimensional human relationships and business networks – requiring skill and expertise in conducting the negotiation processes that these entail. After laying out a foundation justifying the importance of studying negotiation in a global context, this book will detail conventional and contemporary theories regarding international engagement, culture, cultural difference, and cross-cultural interaction, with particular focus on their influence on negotiation. Building on these elements, the book will provide a broad array of country-specific chapters, each describing and analyzing the negotiation culture of businesspeople in a different country around the world. Finally, the book will look ahead, with an eye towards identifying and anticipating new trends and developments in the field of global negotiation. This text will appeal to scholars and researchers in international business, cross-cultural studies, and conflict management who seek to understand the challenges of intercultural communication and negotiation. It will provide trainers and consultants with the insights they need to prepare their clients for intercultural negotiation. Finally, the text will appeal to businesspeople who find themselves heading out to engage with counterparts in another country, or operating in other multinational environments on a regular basis. Trade Review“This book is a must-read for negotiation practitioners and academics in the field of negotiation, cross-cultural interaction, international business, and international relations. … this volume offers both theoretical and practical guidelines for negotiation instructors or scholars, teachers, and students with an interest in the fields of negotiation, cross-cultural negotiation, and cross-cultural management. Moreover, this volume provides managers with applied strategies for negotiating effectively with the counterpart in the global context.” (Renzhong Peng and Chongguang Zhu, International Journal of Communication, Vol. 14, 2020)Table of ContentsTable of Contents Section-I Negotiation across Cultures: Establishing the Context Chapter-1 Global Business Negotiation Intelligence: The Need and Importance Mohammad Ayub Khan, Tecnológico de Monterrey, Mexico Giovanni Maria Baldini, Tecnológico de Monterrey, Mexico Section-II Negotiation across Cultures: Theoretical Understanding Chapter-2 Understanding the Scope and Importance of Negotiation Mohammad Ayub Khan, Tecnológico de Monterrey, Mexico Giovanni Maria Baldini, Tecnológico de Monterrey, Mexico Chapter-3 Negotiating for Strategic Alliances Andreas M. Hartmann, Tecnológico de Monterrey, Mexico Chapter-4 Transcendental Negotiations: Creating Value with Trans-Generational Negotiations Habib Chamoun-Nicolas, Cameron School of Business University of St Thomas Randy D. Hazlett, University of Tulsa Chapter-5 Negotiating with Information and Communication Technology in a Cross-Cultural World Ebner Noam, Creighton University Graduate School, USA Chapter-6 Global Cultural Systems, Communication and Negotiation Olivia Hernández-Pozas, Tecnológico de Monterrey, México Section-III Negotiation across Cultures: Country Analysis Chapter-7 Negotiating with Managers from Britain Jessica Jean Procurement Negotiation & International Business Training & Consultancy Associate Trainer at Air Business Academy Affiliate Professor at Toulouse Business School, France Chapter-8 Negotiating with Managers from Mexico Olivia Hernández-Pozas, Tecnológico de Monterrey, México Habib Chamoun-Nicolas, University of St Thomas, US Randy D. Hazlett, University of Tulsa, US Chapter-9 Negotiating with Managers from France Jessica Jean Procurement Negotiation & International Business Training & Consultancy Associate Trainer at Air Business Academy Affiliate Professor at Toulouse Business School, France Chapter-10 Negotiating with Managers from Israel Diana Bank Weinberg, Berlin School for Economics and Law (BSEL), Germany Chapter-11 Negotiating with Managers from Iran Masoud Karami, Queenstown Resort College, New Zealand Alan J. Dubinsky, Emeritus at Purdue University and Distinguished Visiting Professor, Bloomsburg University of Pennsylvania & Procurement Negotiation & International Business Training & Consultancy, Associate Trainer at Air Business Academy, Affiliate Professor at Toulouse Business School, France Chapter-12 Negotiating with Managers from Pakistan Muhammad Shujaat Mubarak, Mohammad Ali Jinnah University, Pakistan Navaz Naghavi, Taylor’s Business School, Taylor’s University, Malaysia Chapter-13 Negotiating with Managers from Germany Andreas Hartmann, Tecnológico de Monterrey, Mexico Chapter-14 Negotiating with Managers from Turkey Kayhan Yildirim, Organizational Consultant, USA Chapter-15 Negotiating with Managers from Spain Eduardo Olier, Instituto Choiseul, Spain Francisco Valderrey, Tecnológico de Monterrey, Mexico Chapter-16 Negotiating with Managers from Singapore Cheryl Marie Cordeiro, School of Business, University of Gothenburg, Sweden Chapter-17 Negotiating With Managers from Russia Ekaterina Panarina, Tecnológico de Monterrey, Mexico Perm National Research Polytechnic University, Russia Section-IV Negotiation across Cultures: Multinational Analysis Chapter-18 Negotiating with Managers in a Multicultural Context: The Unique Case of Dubai Haruka Marufuji, University of Manchester, UK /UAE Chapter-19 Expatriate Managers as Negotiators: A Comparative Study on Australians in China and French in Brazil Mona Chung, CCI, Australia Kleber Celadon, Bristol University, UK Chapter-20 The Australian Style of Negotiating with Managers from China Ruby Ma, Deakin University, Australia Jane Menzies, Deakin University, Australia Ambika Zutshi, Deakin University, Australia Chapter-21 Negotiating with Managers from South Asia: India, Sri Lanka and Bangladesh Navaz Naghavi, Taylor’s Business School, Taylor’s University, Malaysia Muhammad Shujaat Mubarak, Mohammad Ali Jinnah University, Pakistan. Section-V Negotiation across Cultures: The Future Direction Chapter-22 Wind of Change: The future of cross-cultural negotiation Ebner Noam, Creighton University Graduate School, USA

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