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.

L8 Building and Leading High-Performing Teams

In this chapter, the author guide about the communication challenges involved in leading a team.  Then will talk about how to build an effective team, establish necessary work processes, manage the people side fo teams, and handle team conflict.  A team leader is bringing together the right people to achieve the performance.  Also provide feedback on individual member and ask for feedback on his or her performance as a team leader.  By doing that team members know about each other, the better however, too often, team fail to take enough time up frout to understand each other as people.  Finally team can prevent clarifying and agreeing on their project purpose and goals, defining team members roles and responsibilitie, establishing and following team and meeting ground roles, developing a communication protocol, and devoting time to improving their group emotional intelligence.

L7 Leading Productive Meetings

In this chapter, the author discuss about decide when a meeting is the best forum, complete essentail meeting planning, conduct a productive meeting, manage meeting problems and conflict, and ensure meeting lead to action.  Then we will leand to plan and conduct productive meetings by determining when a meeting is the best forum for achicving the required result; establishing objectives, outcomes, and agenda; performing essential planning; clarifying roles and establishing ground rules; using common problem-solving techniques; managing meeting problems; and ensuring follow-up occurs.  

N7 Finding and Using Negotiation Power

In this chapter, the author focus on power in negotiation. Power mean the capabilities negotiators can assemble to give themselves and advantage or increase the probability of achieving their objectives.  The chapter being by defining the nature of power and dicussing some of the dynamics of its use in negotiation.  Then the power of sources that give negotiators capacity to exert influence.  The many sources of power that exist, will consider three major ones here; information and expertise, control over resources, and one's position in an organization or network.  Power is implicated in the use of many of the competitive and collaborative negotiation tactics described earlier, such as hinting ot the other party that you have good alternatives (a strong BATNA) in order to increase your leverage.  

N6 Communication

This chapter, the arthor opens with discussion of what is communication in a negotiation, followed by an exploration of how people communicate in negotiation.  Then concludes with how to improve communication in negotiation and special communication considerations at the close of negotiations.  communication processes, both verbal and nonverbal, are critical to achieving negotiation goals and to resolving conflicts.  

N5 Perception, Cognition, and Emotion

This chapter begin by examining how psychological perception is related to the process of negotiation, with particular attention to forms of perceptual distortion that can cause problems of understanding and meaning making for negotiatiors.  Then the author talk about how negotiators use information to make decisions about tactics and trategy the process of cognition. Then discuss the role of moods and emotions in negotiation both as causes of behavior and as consequences of negotiated outcomes.  A working knowledge of how humans perceive and process information is important to understanding why people behave the way they do during negotiations.

N3 Strategy and Tactics of Integrative Negotiation

In this chapter, integrative negotiation requires a process fundamentally different than distributive bargaining.  Negotiatiors must attempt to probe below the surface of the other party's position to discover his or her underlying needs.  They must create a free and open flow of information amd use their desire to satisfy both sides as a guide to structure their dialogue.  If negotiators do not have this perspective if they approach the problem and "opponent" in win-lose terms - integrative negotiation connot occur.  For successful negotiation: some form of shared or common goals, faith in one's ability to solve problems, a belief in the validity and importance of the other's position, the motivation and commitment to work together, trust in the opposing negotiator, the ability to accurately exchange information in spite of conflict conditions, and an understanding of the dymamics of integrative negotiation.  If the parties are not able to meet these preconditions successfully, they will need to resolve challenges in these areas as the integrative negotiotion evloves.

N2 Strategy and Tactics of Distributive Bargaining

This chapter provides the basic elements of a distributive bargaining situation. It is also call win-lose, bargains.  There are three reasons that every negotiator should be familiar with distributive bargaining.  First, negotiators face some interdependent situations that are distributive, and do well in them they need to understand how they work.  Secoun, because many people use distributive bargaining strategies and tactics almost exclusively, all negotiators need to understand how to counter their effects.  Third, every negotiation situation has the potential to require distributive bargaining skills when at the "claiming value" stage.  Understanding distributive strategies and tactics is important and useful, but negotiators need to recognize that these tactics can also be counterproductive and costly.  often they cause the negotiating parties to focus so much on their differences that they ignore what they have in common.  The discussion of strategies and tactics in this chapter is intended to help negotiatiors understand the dynamics of distributive bargaining and thereby obtain a better  deal.

L5 Using Graphics and PowerPoint for a Leadership Edge

In this chapter, we will leand about how to use graphics, select and design effective data charts.  Create meaningful and effective text layouts, employ fundamental graphic content and design principles, make the most of power point as a design and presentation tool. Knowing how to deliver messages effectively with words and pictures is a powerful combination, and developing even a basic undersanding of the principles of graphic design can provide an advantage.

L4 Developing and Delivering Leadership Presentations

Developing and Delivering Leadership Presentation.  In this chapter, we will learn about how to plan your presentation, including developing a communication strategy, prepare a presentation to a chieve greatest impact, present effectively and with greater confidence.  This chapter applies the tolls and techniques how to use language effectively to the art of public speaking.  The provides and approach will to move through each step strate gically so that can deliver any type of presentation with confidence.