N12 Best Practices in Negotiation

In this final chapeter, the author providing 10"best practices" for negotiatiors 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.  

N11 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 (7) 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.

N10 Multiple Parties and Teams

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.  

N9 Relationships in Negotiation

In this chapter, the author focus on the ways these past and future relationships impact present negotiation.  This discussion considers general assumptions that have been made about the theory and practice of negotiation assumptions that have not taken into account any ralationship between the parties and provides a critical evaluation of the adequacy of negotiation theory for understanding and managing negotiations within relationships.  Reputation, trust,  and justice are three elements that become more critical and pronounced when they occur within a ralationship negotiation.   

N8 Ethics in Negotiation

In this chapter, the author explore the question of ethical standards for behavior in negotiations. Ethics are broadly applied social standards for what is right or wrong in a paticular situation.  Most of ethics issues in negotiation are concerned with standards of truth telling how honest, candid, and disclosing a negotiation should be.  In this chapter we addressed the major ethical questios that arise in negotiation through consideration of these questions: 

1) What are ethics and why do the apply to negotiation?

2) What questions of ethical conduct are likely to arise in negotiation?

3) What motivates unethical behavior and what are the consequences?

4) How can negotiations deal with the other paty's use of deceotion?

Then the author discussed negotiation tactics that bring issues of ethicaliy into play.  How negotiations con respond to another party that may be using tactics of deception or subterfuge.  

L10 Leading through Effective External Relations

In this chapter, the author provides guidelines to help manage external relations in day to day encounters and in crsis situations so that the company projects a positive imang.  Develop external strategy by clarifying purpose and strategic objectives, identitying major external stakeholders, creating major messages, selection and coaching the spokesperson, establishing medir or forum, determining the best liming, and monitoring resouts.  Buildin and maintaining a positive corporate image requine having an external relations relations strategy that is vigilant, vigorus, and comprehensive.  Working with the news media by understanding the medias role and importance, deciding when to talk to the media, preparing for and delivering a media interview.  Handling crsis communication, respond appropriately in most situations.  The company must link all communication activities and hears reflects what the inside world lives.

L9 Establishing Leadership through Strategic Internal Communication

In this chapter, the author focuses on establishing leadership through strategic communication with employees.  To play a strategic role in an organization, orgaizational leaders must realize its importan in overall strategy and business planning.  Using the model or framwork to develop internal communication strategy and aiming toword reaching some of the best practices in this chapter.  Bringing forword agreements and disagreements even among senior management so that company can create a common, shared view of its focuse and direction.  Good Internal communication provides the direction needed to reach strategic and financial goal and encourage productivity.  It enables the smooth operation of the organization when interwoven seamlessly into all other processes of the organization.