EON 12.

Summary
This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation.And it discussed that Negotiation is an integral part of daily life and the opportunities to negotiate surround us. While some people may look born negotiators, negotiation is fundamentally a skill involving analysis and communication that everyone can learn. In this final chapter we reflect negotiation at a broad level by providing 10 “best practices” for negotiators 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 paradoxes
6. remember the intangibles
7. actively manage coalition
8. remember that rationality and fairness are relative
9. continue to learn from the experience
10. savor and protect your reputation

EON-11.

Summary

This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross- cultural negotiation. Some of factors make international negotiations different. Description of factors that influence international negotiations: political and legal pluralism, international economics, foreign governmental and bureaucracies, instability, ideology, and culture. Five immediate context factors were discussed next: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders. Each of these environmental and immediate context factors acts to make international negotiators need to understand how to manage them.

The chapter discussed ten ways that culture can influence negotiation: (1) the definition of negotiation, (2) the negotiation opportunity, (3) the selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) the nature of arguments, and (10) emotionalism.

EON-10.

Summary

In this chapter, most negotiation theory has been developed under the assumption that negotiation is a bilateral process – that there are only two focal negotiators or teams of negotiators opposing each other. Yet many negotiators are multilateral or group deliberations – more than two negotiators are involved, each with his or her own interests and positions, and the group must arrive at a collective agreement regarding a plan, decision, or course of action. In this chapter, we explored the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.
One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two-party negotiations. I present here a brief set of questions that any participant in negotiations involving coalitions, multiple parties, or teams should keep in mind:
- What are the consequences of the parties failing to agree to the increased complexities? What happens if there is no agreement?
- How will the parties involved make a decision? That is, what decision rules will be used? Why are these best possible rules?
- How can the parties use interactions – multiple rounds of discussion – to achieve their objectives?
- Do we need a designed chair or facilitator? Should it be a neutral outsider, or can one of the parties fill this role? What tactics can a facilitator use to manage group process in order to ensure that the best decision is reached?
In this chapter focused the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.
One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two- party negotiations.

EON-9.

Summary

In this chapter discussed that much of negotiation theory and research is based on what we have learned in experimental research settings, consisting of two negotiating parties who don’t know each other, don’t expect to deal with each other in the future, and are engaged in a marked transaction over price and quantity.

In addition, we cannot assume that negotiators are involved only in arm’s-Length market transactions about the exchange of fees for good and services. Many negotiations concern how to work together more effectively over time, how to coordinate actions and share responsibilities, or how to manage problems that have arisen in the relationship. We evaluated the status of previous negotiation research- which has focused almost exclusively on market- exchanged relationship- and evaluated its status for different types of relationships, particularly communal-sharing and authority- ranking relationship. Within relationships, we see that parties shift their focus considerably, moving away from a sole focus on price and exchange to also attend to the future of relationship, including the level of trust between the parties and questions of fairness, and to build strong positive reputations. We argue that most negotiations occur within these relationship context, and future work must attend to their unique complexities

EON-8

Summary

In this chapter, has focused factors that negotiators consider when they decide whether particular tactics are deceptive and unethical. It approached the study of ethically ambiguous tactics from a decision-making framework, examining the ethical overtones of the choices that negotiators make. It began by drawing on a set of hypothetical scenarios to discuss how ethical questions are inherent in the process of negotiation, and the presented four fundamental approaches to ethical reasoning that might be used to make decisions about what is ethically appropriate. It proposed that a negotiator’s decisions to use ethically ambiguous (or flatly unethical) tactics typically grows out of a desire to increase one’s negotiating power by manipulating the landscape of (presumably accurate) information in the negotiation. And it also discussed the different forms that ethically ambiguous tactics take, and it analyzed the motives for and consequences of engaging in unethical negotiation behavior. Finally, it addressed how negotiators can respond to another party that may be using tactics of deception or subterfuge.
In closing, it suggested that negotiators who are considering the use of deceptive tactics ask themselves the following questions
-Will they really enhance my power and help me achieve my objective?
-How will the use of these tactics affect the quality of my relationship with the other party in the future?
-How will the use of these tactics affect my reputation as a negotiator?
Negotiators frequently overlook the fact that, although unethical or expedient tactics may get them what they want in the short run, these same tactics typically lead to tarnished reputations and diminished effectiveness in the long run.

EON-7

Summary

In this chapter discussed the nature of negotiation. There were two major ways to think about power: “power over,” which suggests that power is fundamentally dominating and coercive in nature, and “power with,” suggesting that power is jointly shared with the other party to collectively develop joint goals and objectives. There is great tendency to see and define power as the former, but as has discussed in this chapter and review of the basic negotiation strategies, “power with” is critical to successful integrative negotiation.
Five major sources of power:
1. International sources of power (information and expertise)
2. Personal sources of power (psychological orientation, cognitive orientation, motivational orientation, moral orientation, and certain dispositions and skills).
3. Position-based sources of power (legitimate power and resource control)
4. Relationship-based power (goal interdependence and referent power)
5. Contextual sources of power (availability of BATNAs, availability of agents, and the organizational or natural culture in which the negotiation occurs).
Finally, it focused to stress two key points. First, while has presented many vehicles for attaining power in this chapter, it must be remembered that power can be highly elusive and fleeting in negotiation. Almost anything ca ne source of power if it gives the negotiator a temporary advantage over the other party (e.g., a BATNA or a piece of critical information). Second, power is only the capacity to influence; using that power and skillfully exerting influence on the other requires a great deal of sophistication and experience.

EON-6

Summary

In this chapter has considered elements of the art and science of communication that are relevant to understanding negotiations. First addressed what is communicated in negotiation. Rather than simply being an exchange of preferences about solutions, negotiations covers a wide-ranging number of topics in an environment where each party trying to influence the other. This was followed by an exploration of three issues related to how people communicate in negotiation: the use of language, nonverbal communication, and the selection of a communication channel. In the final two sections of the chapter discussed how to improve communication in negotiation, and special communication considerations at the close of negotiation.

EON-5

Summary

This chapter attempted to describe a multifaceted look at the role of perception, cognition, and emotion in negotiation. The first portion of the chapter presented a brief overview of the perceptual distortions: stereotyping, halo effects, selective perception, and projection. The chapter then discussed one of the most important recent areas of inquiry in negotiation. This was followed by consideration of ways to manage misperception and cognitive biases in negotiation. In a final section considered mood and emotion in negotiation.

EON-4

Summary

This chapter attempting that Strategy and Planning how is a critically important activity in Negotiation. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it. A negotiator who carefully plans will make an effort to do the following:
1. Understand the key issues that must be resolved in the upcoming negotiation.
2. Assemble all the issues together and understand the complexity of bargaining mix.
3. Understand and define the key interests at stake that underlie the issues.
4. Define and limits-points where we will walk away-and alternatives-other deals we could do if this deal does not work out.
5. Clarify the targets to be achieved and the opening points-where well begin the discussion.
6. Understand my constituents and what they expect of me.
7. Understand the other party in the negotiation-the goals, issues, strategies, interests, limits, alternatives, targets, openings, and authority.
8. Plan the process by which I will present and “sell” my ideas to other party (and perhaps to my own constituency).
9. Define the important points of protocol in the process-the agenda, who will be at the table or observing the negotiation, where and when we will negotiate, and so on.
When negotiators are able to consider and evaluate each of these factors, they will know what and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.

EON-3

Summary

In this chapter described the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is a process that permits both parties to maximize their objectives. The chapter began with an overview of the integrative negotiation process. A high level of concern for both sides achieving their own objectives propels a collaborative, problem-solving approach.
Successful integrative negotiation requires several processes. First, the parties must understand each other’s true needs and objectives. Second, they must create a free flow of information and an open exchange of ideas. Third, they must focus on their similarities, emphasizing their commonalities rather than their differences. Finally, they must engage in a search for solutions that meet goals of both sides. This is very different set of process from those in distributive bargaining. The four key steps in the integrative negotiation process are identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives.
In spite of all of these suggestions, integrative negotiation is not easy, especially for parties who are locked in conflict, defensiveness, and a hard-line position. Only by working to create the necessary conditions for integrative negotiation can be process unfold successfully.

EON-2

Summary
This chapter focused the basic structure of competitive or distributive bargaining situations and some of the strategies and tactics used in distributive bargaining. Distributive bargaining begins with setting opening, target, and resistance points. One soon learns the other party’s starting points and finds out his or her target points directly or through inference. Usually one won’t know the other party’s resistance points , however, the points beyond which she or he will not go, until late in negotiation-they are often carefully concealed. All points are important, but the resistance points are the most critical. The spread between the parties’ resistance points defines the bargaining range. If positive, it defines the area of negotiation within which a settlement is likely to occur, with each party working to obtain as much of the bargaining range as possible. If negative, successful negotiation may be impossible. It is rare that a negotiation includes only one item; mire typically, a set of items, referred to as a bargaining mix, is negotiated. Each item in a bargaining mix can have opening, target, and resistance points. The bargaining mix may provide opportunities for bundling issues together, trading off across issues, or displaying mutually concessionary behavior.
The structure of distributive bargaining reveals many options for a negotiator to achieve a successful resolution, most of which fall within two broad efforts: to influence the other party’s belief about what is possible and to learn as much as possible about their resistance points. The negotiators goal is to reach a final settlement as close to the other party’s resistance point as possible. To achieve this goal, negotiators work to gather information about the opposition and its positions; to convince members of the other party to change their minds about heir ability to achieve their own goals; and to justify their own objectives as desirable, necessary, or even inevitable.
Distributive bargaining is basically a conflict situation, wherein parties seek their own advantage-sometimes through concealing information, attempting to mislead, or using manipulative actions. All these tactics can easily escalate interaction from calm discussion to bitter hostility. Yet negotiation is the attempt to resolve a conflict without force, without fighting. Further, to be successful, both parties to the negotiation must feel at the end the outcome was the best they could achieve and that it is worth accepting and supporting. Hence, effective distributive bargaining is a process that requires careful planning, strong execution, and constant monitoring of the other party’s reactions. Finally, distributive bargaining skills are important at the value claiming stage of any negotiation.

EON-1

Summary
This chapter began with examples: from the news of events around the world and from our everyday experience. These examples introduced the variety of negotiations that occur daily and to discuss how present material in this book. Also these examples attempted to lead to explore four key elements of the negotiation process: managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Each of these elements is foundational to understanding the ways they are dependent on each other for attaining their goals and objectives. Mutual adjustment introduces the ways parties begin to set goals for themselves in a negotiation and adjust to goals stated by the other party in order emerge with an agreement that is satisfactory to both. Claiming and creating value are the processes by which parties handle negotiation opportunities to share or “win” a scarce resource or to enhance the resource so both sides can gain. Finally, managing conflict helps negotiators understand how conflict is functional and dysfunctional. It involves some basic strategies to maximize the benefits of conflict and limit its costs.
Briefly, it introduced the field of negotiation and conflict management, described the basic problem of interdependence people, and briefly explored the challenged of managing that interdependence.

Essentials of Negotiation

Introduction
This book contains 12 chapters. The first four chapters have been minimally shortened this volume that the content is essential to any negotiation course. Actually, those four chapters introduced the reader to “Negotiation Fundamentals.”
First chapter introduced the field of negotiation and conflict management, described the basic problem of interdependence people, and briefly explored the challenged of managing that interdependence.
Chapters 2 and 3 then presented the two core strategic approaches to negotiation: the basic dynamics of competitive (win-lose) bargaining (Chapter 2) and the basic dynamics of integrative (win-win) negotiation (Chapter 3).
Chapter 4 described the fundamental pre-work that negotiators must do to get ready for a negotiation: selecting the strategy, framing the issues, defining negotiation objectives, and planning the steps one will pursue to achieve those objectives.
The next four chapters described the fundamental psychological sub-processes of negotiation: perception, cognition, emotion, communication, power, influence, and ethical judgment. In chapter 5, the basic processes of perception, cognition, and emotion in negotiation; specifically common cognitive and judgment biases made by negotiators, and how emotion can affect negotiations. In chapter 6, communication dynamics at the ways that negotiators communicate their interests, positions, and goals, and how this information is communicated to the other. Chapter 7 focused on power at the capabilities negotiators can use to muster power to pressure the other side, so as to change his or her perspective or give in to our arguments. In chapter 8, the ethical standards and criteria that surround negotiation. The effective negotiator must recognize when ethical questions are relevant and what factors must be considered to address them effectively.
The next two chapters focused the social contexts in which these negotiations occur, and which also therefore influence how they evolve. Chapter 9 described how the negotiation process changes when parties have an established relationship with each other, and how the type of relationship affects the negotiation process. Also the key roles played by trust, justice, and negotiator reputation in shaping negotiations. In chapter 10, at multiparty negotiations, when multiple individuals must work together as a group, team, or task force to solve a complex problem or make a decision.
Chapter 11 attempted to clarify how international and cross-cultural differences can shape the diverse ways that parties approach negotiations.
Finally last chapter 12 focused summarizing the book’s content and offering ten “best practices” principles for all negotiators.

Chapter ten. Leading through Effective External Relations.

Summary:

The goal of organizational leaders is to ensure that the company’s ethos is positive-that all external audiences consider the company honorable, trustworthy, and ethical. Managing external relations effectively is essential to achieving that goal and essential to leadership communication in any organization.

Any communication activity that touches a company’s outside constituencies-such as advertising, sales promotions, direct marketing, or public relations-falls into the category of external relations. All of these are important and influence how the public perceives a company. Also, these activities must all be coordinated as part of an overall external relations campaign so that all messages are consistent and delivered effectively.

This chapter’s focus was primarily on the activities usually considered public relations, including press and media management, philanthropic activities, community involvement, investor relations, and external publications-annual reports and company magazines. Companies must manage all aspect the company’s public ethos. In most organizations, the leadership communication skill of the managers has the greatest impact on that external ethos through their involvement in public relations.

In this chapter, the following objectives:

· Developing an external relations strategy

· Building and maintaining a positive corporate image

· Working with the news media

· Handle crisis communications

The chapter provided guidelines to help manage external relations in day-to-day encounters and in crisis situations so that the company projects a positive image. Also, focused that how to apply the communication strategy model introduced in through all chapters, how to shape a positive image, how to deal with a media, and, finally, how to manage crisis communications.

Chapter nine ESTABLISHING LEADERSHIP THROUGH STRATEGIC INTERNAL COMMUNICATION.

Summary:

In today’s rapidly changing workplace, one of the major responsibilities of an organizational leader is communication with employees. Effective internal communication provides organizational direction to achieve vision for the company and employee motivation to do their best work.

Organizational direction comes from leaders having created and effectively communicated a clear meaningful vision. Developing and communicating a vision is one of the most important and visible communication tasks of senior management.

When employees are motivated through words and actions the leaders carefully translate the vision and strategic goals into terms that are meaningful to all employees. Motivating employees also requires listening to them and using emotional intelligence to connect with them. Leaders who are appreciate the importance of connecting all employees through communication and through their actions see results: “An attractive communication climate can contribute significantly to the long-term success of a company. Managers should, therefore, pay serious attention to the internal communication climate providing each employee the adequate information and the opportunities to speak out, get involved, be listened to, and actively participate. ”

In this chapter, the following objectives:

· Recognizing the strategic role of employee communication

· Assessing internal communication effectiveness

· Establishing effective internal communication

· Using missions and visions to strengthen internal communication

· Designing and implementing effective change communication

This chapter focused how establishing and developing leadership through strategic communication with employees to achieve the vision that is through the following objectives.