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.