Negotiation: Readings, Cases, and Exercises

PART ONE: NEGOTIATION FUNDAMENTALS Section One: Introduction to Negotiation 1.1 Managing Conflict by Leonard Greenhalgh1.2 Strategic Choice by Dean Pruitt and Jeffrey Z. Rubin1.3 Consider Both Relationships and Substance when Negotiating Strategically by Grant T. Savage, John D. Blair and Ritch L. SorensonSection Two: Framing and Planning in Negotiations2.1 How to Plan the Strategies by Robert L. Kuhn2.2 Preparing for Negotiations by Bill Scott2.3 Framing and Reframing by Deborah TannenSection Three: Distributive Negotiations3.1 Winning at the Sport of Negotiation by Kathy Aaronson3.2 Negotiation Techniques by Charles B. Craver3.3 Secrets of Power Negotiating by Roger DawsonSection Four: Integrative Negotiations4.1 Collaboration: The Constructive Management of Differences by Barbara Gray4.2 Step Into My Parlor: A Survey of Strategies and Techniques for Effective Negotiation by Terry Anderson4.3 Some Wise and Mistaken Assumptions about Conflict and Negotiation by Jeffrey Z. RubinPART TWO: NEGOTIATION SUBPROCESSESSection Five: Communication and Cognitive Biases5.1 Negotiating Rationally by Margaret A. Neale and Max H. Bazerman5.2 The Power of Talk: Who Gets Heard and Why by Deborah Tannen5.3 Communication Freezers by Mary E. Tramel and Helen ReynoldsSection Six: Leverage6.1 The Nature of Power by Kenneth Boulding6.2 Influence Without Authority: The Use of Alliances, Reciprocity, and Exchange to Accomplish Work by Allan R. Cohen and David L. Bradford6.3 How to Become an Influential Manager by Bernard Keys and Thomas Case6.4 Becoming a Persuader by LarsonSection Seven: Ethics in Negotiation7.1 The Ethics and Profitability of Bluffing in Business by Richard E. Wokutch and Thomas L. Carson7.2 Shrewd Bargaining on the Moral Frontier: Toward a Theory of Morality in Practice by J. Gregory Dees and Peter C. Cramton7.3 Deception and Mutual Gain Bargaining: Are they Mutually Exclusive? by Raymond A. Friedman and Debra L. ShapiroPART 3: NEGOTIATION CONTEXTSSection Eight: Social Context and Relationships8.1 When Should We Use Agents? Direct versus Representative Negotiation by Jeffrey Z. Rubin and Frank E. A. Sander 8.2 Negotiating in Long-Term Mutually Interdependent Relationships Among Relative Equals by Blair H. Sheppard 8.3 Trade Routes: The Manager's Network of Relationships by Robert E. KaplanSection Nine: Teams, Groups, and Coalitions9.1 A Core Model of Negotiation by Thomas Colosi9.2 Getting Things Done through Coalitions by Margo Vanover9.3 The Negotiation of Settlements: A Team Sport by James ZackSection Ten: Individual Differences and Gender10.1 The Behavior of Successful Negotiators by Neil Rackham10.2 Six Basic Interpersonal Skills for a Negotiator's Repertoire by Roger Fisher and Wayne H. Davis10.3 Our Game, Your Rules: Developing Effective Negotiating Approaches by Leonard Greenhalgh and Roderick W. GilkeySection Eleven: Negotiating in a Global Context11.1 The Dynamics of International Business Negotiations by Arvind V.11.2 Phatak and Mohammed M. Habib11.3 American Strengths and Weaknesses by Tommy T.B. Koh11.4 Global Negotiating: Vive les Differences! by Sergey FrankPART 4: NEGOTIATION REMEDIESSection Twelve: Damage Control in Negotiations12.1 Psychological Traps by Jeffrey Z. Rubin12.2 Negotiating with a Customer You Can't Afford to Lose by Thomas C. Keiser12.3 Negotiating with Problem People by Len LeritzSection Thirteen: Third Party and Dispute Resolution13.1 The Role of the Mediator by Thomas Colosi13.2 Managerial Third-Party Dispute Intervention by A.R. Elangovan13.3 "What Do We Need a Mediator For?": Mediation's "Value-Added" for Negotiators by Robert A. Baruch Bush