Bargaining for advantage
- 2ª ed
- Penguin, 2006
- xx + 294 p. ; 21 cm
negotiation strategies for reasonable people
Includes bibliographical references and index. TOC:-- PART I: The Six Foundations of Effective Negotiation-- Chapter 1: The First Foundation: Your Bargaining Style-- Chapter 2: The Second Foundation: Your Goals and Expectations-- Chapter 3: The Third Foundation: Authoritative Standards and Norms-- Chapter 4: The Fourth Foundation: Relationships-- Chapter 5: The Fifth Foundation: The Other Party's Interests-- Chapter 6: The Sixth Foundation: Leverage-- PART II: The Negotiation Process-- Chapter 7: Step 1: Preparing Your Strategy-- Chapter 8: Step 2: Exchanging Information-- Chapter 9: Step 3: Opening and Making Concessions-- Chapter 10: Step 4: Closing and Gaining Commitment-- Chapter 11: Bargaining with the Devil Without Losing Your Soul: Ethics in Negotiation-- Chapter 12: Conclusion: On Becoming an Effective Negotiatior-- Appendix A: Bargaining Styles Assessment Tool-- Appendix B: Information-Based Bargaining Plan--
As director of the world-renowned Wharton Executive Negotiation Workshop, Professor G. Richard Shell has taught thousands of business leaders, lawyers, administrators, and other professionals how to survive and thrive in the sometimes rough-and-tumble world of negotiation. In the third edition of this internationally acclaimed book, he brings to life his systematic, step-by-step approach, built around negotiating effectively as who you are, not who you think you need to be. Shell combines lively stories about world-class negotiators from J. P. Morgan to Mahatma Gandhi with proven bargaining advice based on the latest research into negotiation and neuroscience. This updated edition includes: An easy-to-take 'Negotiation I.Q.' test that reveals your unique strengths as a negotiator; A brand new chapter on reliable moves to use when you are short on bargaining power or stuck at an impasse; Insights on how to succeed when you negotiate online; Research on how gender and cultural differences can derail negotiations, and advice for putting relationships back on track.