✎ Today Show Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond ͉ PDF by Deepak Malhotra ᾮ

✎ Today Show Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond ͉ PDF by Deepak Malhotra ᾮ ✎ Today Show Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond ͉ PDF by Deepak Malhotra ᾮ Becoming a Negotiation GeniusWhat is a negotiation genius Lets start with the simple observation that you often know a negotiation genius when you see one You can see genius in the way a person thinks about, prepares for, and executes negotiation strategy You can see genius in the way a person manages to completely turn around a seemingly hopeless negotiation situation You can see genius in the way a person manages to negotiate successful dealsconsistentlywhile still maintaining her integrity and strengthening her relationships and her reputation And, in all likelihood, you know who the negotiation geniuses are in your organization This book will share with you their secrets Consider the following stories, in which negotiators faced great obstacles, only to overcome them to achieve remarkable levels of success But we will not reveal how they did ityet Instead, we will revisit these storiesand many others like themin the chapters that follow, as we share with you the strategies and insights you need to negotiate like a genius in all aspects of life A Fight Over ExclusivityRepresentatives of a Fortune 500 company had been negotiating the purchase of a new product ingredient from a small European supplier The parties had agreed to a price of 18 per pound for a million pounds of product per year, but a conflict arose over exclusivity terms The supplier would not agree to sell the ingredient exclusively to the U.S firm, and the U.S firm was unwilling to invest in producing a new product if competitors would have access to one of its key ingredients This issue appeared to be a deal breaker The U.S negotiators were both frustrated and surprised by the small European firms reticence on the issue of exclusivity they believed their offer was not only fair, but generous Eventually, they decided to sweeten the deal with guaranteed minimum orders and a willingness to pay per pound They were shocked when the European firm still refused to provide exclusivity As a last resort, the U.S negotiators decided to call in their resident negotiation genius, Chris, who flew to Europe and quickly got up to speed In a matter of minutes, Chris was able to structure a deal that both parties immediately accepted He made no substantive concessions, nor did he threaten the small firm How did Chris manage to save the day We will revisit this story in Chapter 3 A Diplomatic ImpasseIn the fall of 2000, some members of the U.S Senate began calling for a U.S withdrawal from the United Nations Meanwhile, at the United Nations, the United States was on the verge of losing its vote in the General Assembly The conflict was over a debt of close to 1.5 billion, which the United States owed to the UN The United States was unwilling to pay unless the UN agreed to a variety of reforms that it felt were long overdue Most important, the United States wanted a reduction in its assessmentsthe percentage of the UNs yearly regular budget that the United States was obligated to payfrom 25 percent to 22 percent The problem was this if the United States paid less, someone else would have to pay There were other serious complications as well First, UN regulations stipulated that Richard Holbrooke, U.S ambassador to the UN, had to convince all 190 countries to ratify the changes demanded by the United States Second, Holbrooke faced a deadline if he could not strike a deal before the end of 2000, the money set aside by Congress to pay U.S dues would disappear from the budget Third, no nation seemed willing to increase its assessments in order for the United States to get a break How could Holbrooke convince even one nation to increase its assessment when they all claimed this was impossible As the end of 2000 approached, Holbrooke decided on a different strategy He stopped trying to persuade other nations to agree to his demands What he did instead worked wonders the issue was resolved, and Holbrooke was congratulated by member states of the UN as well as by members of both political parties in the U.S Congress How did Holbrooke resolve this conflict We will revisit this story in Chapter 2 A Last Minute DemandThe CEO of a construction company was negotiating a deal in which his firm would be contracted to build midsize office buildings for a buyer After months of negotiations had finally concludedbut just before the contract was signedthe buyer approached the builder with an entirely new and potentially costly demand The buyer wanted to include a clause in the contract that would require the builder to pay large penalties if the projects completion was delayed by than one month The builder was irritated by this sudden demand it seemed as though the buyer was trying to squeeze a last minute concession from him The builder weighed his options he could accept the buyers demand and seal the deal he could reject the buyers demand and hope this would not destroy the deal or he could try to negotiate to reduce the proposed penalties After considering these options, the builder decided on an entirely different approach He negotiated with the buyer to increase the amount of penalties he the builder would have to pay if the project was delayedand the revised deal made both parties better off How We will revisit this example in Chapter 3 A Campaign CatastropheIt was 1912, and former president Theodore Roosevelt was campaigning for a third term The campaign was tough every day seemed to present new challenges But here was a challenge that no one had anticipated Three million copies of Roosevelts photograph had already been printed for circulation with a campaign speech when Roosevelts campaign manager discovered a catastrophic blunder the photographer had not been asked permission for the use of Roosevelts photograph To make matters worse, it was soon discovered that copyright law allowed the photographer to demand as much as 1 per copy to use the photograph Losing 3 million in 1912 would be equivalent to losing over 60 million today No campaign could afford that The alternative was almost equally unattractive reprinting three million brochures would be tremendously costly and could cause serious delays The campaign manager would have to try to negotiate a lower price with the photographer, but how The photographer seemed to hold all the cards The campaign manager, however, had something better an effective strategy that he used to negotiate an almost unbelievable deal We will reveal the dealand the strategyin Chapter 1 As we hope to persuade you, people are rarely born negotiation geniuses Rather, what appears to be genius actually reflects careful preparation, an understanding of the conceptual framework of negotiation, insight into how one can avoid the errors and biases that plague even experienced negotiators, and the ability to structure and execute negotiations strategically and systematically This book will provide you with this frameworkand with an entire toolkit of negotiation strategies and tactics that you can put to work immediately As you begin to apply the framework and strategies in the many negotiations you encounterin business, in politics, or in everyday lifeyou will begin to build your own reputation as a negotiation genius Our ApproachJust twenty five years ago, courses on negotiation were rarely taught in management schools or in executive education programs Now they are one of the most sought after courses in business schools throughout the world Negotiation courses are also tremendously popular in law schools and schools of public policy and government Why Because in our increasingly complex, diverse, and dynamic world, negotiation is being seen as the most practical and effective mechanism we have for allocating resources, balancing competing interests, and resolving conflicts of all kinds Current and future managers, lawyers, politicians, policy makers, and consumers all want and need to know how to get better outcomes in their negotiations and disputes Negotiation is, perhaps now than ever, an essential skill for success in all areas of life Why, then, do so many people continue to negotiate ineffectively In our work as educators and consultants, one of the biggest problems weve encountered is the pervasive belief that people are either good or bad at negotiation, and little can be done to change that We could not disagree In addition, too many peopleincluding many seasoned dealmakersthink of negotiation as being all art and no science as a result, they rely on gut instinct or intuition as they negotiate But gut instinct is not a strategy Nor is shooting from the hip or winging it.We offer a systematic and effective approach This approach leverages the latest research in negotiation and dispute resolution, the experience of thousands of our clients and executive students, and our own experience as negotiators, consultants, and educators It has been challenged and refined in our MBA and executive education courses at the Harvard Business School and in our work with over fifty major corporations in than twenty five countries The resulting framework will help you minimize your reliance on intuition, increase your understanding and use of proven strategies, and achieve superior negotiated outcomes consistently We also aim to dispel the notion that negotiating effectively is as simple as achieving win win agreements If youre like many of the executives weve worked with, youve had the experience of wanting to bargain in good faith for a mutually rewarding outcome, only to find that the other party is playing hardball, behaving unethically, or negotiating entirely in their own self interest Or you may have found yourself negotiating from a position of weakness, dealing with someone who was not sophisticated enough to negotiate effectively, or sitting across from someone who did not have the authority to negotiate the kind of deal you wanted How does the win win principle help you in these situations In complex negotiations, which might include multiple parties, great uncertainty, threats of litigation, heightened emotions, and seeming irrationality, it may not even be clear what win win really means Because such complexities are commonplace, you must deal with them systematically This book will provide you with the tools you need to do exactly that In other words, while preserving the virtues of a win win mind set, we will help you understand how to strategize effectively when win win wont save you Following is a brief outline of what you will find in this book Part 1 The Negotiators ToolkitIn Part I, we develop a framework that you can use to analyze, prepare for, and execute almost any negotiation you might encounter Part I also offers a toolkit of comprehensive principles, strategies, and tactics that will help you execute each stage of the deal, from before the first offer is ever made to the final agreement It turns out that a significant percentage of the million dollar problems that our executive clients confront have solutions that are contained in these initial chapters Because we develop the framework and the toolkit methodically, we recommend that you read Part I straight through in the order presented Chapter 1 Claiming Value in Negotiation. We begin by focusing on a topic of great importance and appeal to all negotiators how do I get the best possible deal for my side We build our negotiation framework by analyzing a straightforward two party negotiation in which a buyer and seller are bargaining over one issue price This chapter covers, among other topics negotiation preparation, common negotiator mistakes, whether to make a first offer, responding to offers from the other party, structuring your initial offer, finding out how far you can push the other party, strategies for haggling effectively, and how to maximize not only your outcome, but also the satisfaction of bothparties Chapter 2 Creating Value in Negotiation Here we expand the claiming value framework by examining the difficultand critical task of value creation A key insight of this chapter is that negotiators who focus only on claiming value reach worse outcomes than do those who cooperate with the other side to improve the deal for both parties To demonstrate this, we consider a complex negotiation in which parties are negotiating multiple issues and facing greater uncertainty This chapter covers topics such as strategies for value creation, a framework for negotiating efficient agreements, preparing for and executing complex negotiations, how and when to make concessions, how to learn about the other sides real interests, and what todo after the deal is signed Chapter 3 Investigative Negotiation Much of what negotiators must do to create and capture value depends on their ability to obtain information from the other side This chapter presents a powerful approach to information gathering that we call investigative negotiation The principles and strategies of investigative negotiation will help you discover and leverage the interests, priorities, needs, and constraints of the other partyeven when that party is reluctant or unwilling to share this information Part II The Psychology of NegotiationEven experienced negotiators make mistakes when preparing and executing negotiation strategy After all, even seasoned dealmakers are human, and all human beings are vulnerable to psychological biasessystematic and predictable departures from rationalitythat can derail an otherwise sound negotiation strategy Part II builds on cutting edge research on the psychology of negotiation and decision making We distill theory into the practical tools you will need to avoid these costly mistakes, and to recognize and leverage mistakes when they are made by the other side Chapter 4 When Rationality Fails Biases of the Mind. In this chapter, we focus on cognitive biasesthe mistakes that even the best of negotiators make because of the ways in which our minds operate As we will illustrate, the human mind is accustomed to taking shortcuts that, while often useful for making decisions quickly, can also lead to disastrous strategic moves in negotiation Chapter 5 When Rationality Fails Biases of the Heart Next we look at motivational biasesthe mistakes we make because of our desire to view the world the way we wish it were rather than how it truly is Unfortunately, it is possible to have a weak negotiation strategy and still feel good about yourself and your prospects for success It is also possible to continue down the wrong path and never allow yourself to discover how and when a change in strategy is critical Chapter 5 will help you to identify and avoid these potential pitfalls, and to see the world through a objective and realistic lens Chapter 6 Negotiating Rationally in an Irrational World. Here we offer still strategies for overcoming your own biases and for leveraging the biases of others We also explain when it is in your best interest to help the other side be less biased Why Because their irrationality often hurts you as well as them Part III Negotiating in the Real WorldFinally, we turn to a variety of topics that are all too often ignored in negotiation seminars and books, but which are crucial for success in real world negotiations How can you tell if someone is lying How do you persuade reluctant negotiators to agree to your demands or proposals How should you negotiate when you have little or no power How should you incorporate ethical considerations into your negotiation strategy How should you negotiate with your competitors, opponents, and enemies As in the first part of the book, our insights and advice on these topics emerge from the experience of thousands of real world negotiators and from years of systematic and scientific research on negotiation, strategic decision making, psychology, and economics Each of these chapters can be read as a stand alone entity, so feel free to choose first the topics that are most relevant to your situation Chapter 7 Strategies of Influence It is often not enough to have a good idea, a well structured proposal, or a great product or service to offer You also need to know how to sell it to the other side This chapter presents eight proven strategies of influence that will increase the likelihood that others will accept your requests, demands, offers, and proposals Note that these strategies do not improve the merits of your case rather, they make it likely that the other side will say yes without requiring you to change your position Of course, you will also be the target of the other sides influence strategies, so we provide detailed defense strategies that will defuse their attempts to manipulate your preferences and interests Chapter 8 Blind Spots in Negotiation. Many negotiators focus too narrowly on a negotiation problem and fail to adequately consider how the context, the decisions of the other side, and the rules of the negotiation game will affect their strategy and their prospects for success They also miss out on opportunities for changing the rules of the game to achieve better results In this chapter, we provide specific advice on how to broaden your focus to ensure that you consider all of the elements that might come into play as you negotiate Chapter 9 Confronting Lies and Deception. While many people identify with the notion that honesty is the best policy, most people admit to having lied at some point in their negotiations and virtually everyone believes that others have lied to them In this chapter we address questions such as What might motivate someone to lie in a negotiation What are some of the strategic costs of lying How can you tell if someone is lying How can you deter people from lying to you What should you do if you catch someone in a lie If you are interested in telling the truth, but dont want to lose your shirt at the bargaining table, what are some smart alternatives to lying Chapter 10 Recognizing and Resolving Ethical Dilemmas. Many people believe that ethics are too personal and idiosyncratic to be discussed broadly or categorically This is undoubtedly trueto a degree Yet recent research suggests that people often behave less ethically than they themselves consider appropriate In other cases, they are not even aware of the damage they are inflicting on others when they pursue certain strategies And in the shadow of major corporate scandals, theres a renewed emphasis on maintaining integrity while still achieving negotiation success We provide a framework for thinking carefully and comprehensively about these issues Chapter 11 Negotiating from a Position of Weakness. This chapter is about powerand the lack of it Most negotiators will at some point find themselves in a position of weakness with seemingly few, if any, alternatives Indeed, many of our executive students and clients complain that they are always negotiating from a position of weakness vis vis their customers, their boss, or their spouse Such negotiations require careful analysis, creative thinking, and insights into how such situations can be turned around We show how you can effectively negotiate when you lack power, and how you might be able to upset the balance of power so that you move from a position of weakness to a position of strength Chapter 12 When Negotiations Get Ugly Dealing with Irrationality, Distrust, Anger, Threats, and Ego How do you negotiate when the other side appears to be entirely irrational How do you negotiate when trust has been lost and the other party is unwilling to come to the table How can you defuse hardball tactics such as ultimatums and threats How should you deal with a party that is angry or one that is too proud to admit that their strategy was flawed Our approach in this chapter recognizes that most important negotiations include at least some of these difficulties and that ignoring them is not only extremely ineffective, but often entirely impossible Chapter 13 When Not to Negotiate. There are occasions when negotiation is not the answer If you have limited power and few prospects for success, you might do surprisingly better by giving up what little power you have Or, if the costs of negotiating are high, you might want to find cheaper alternatives to making the deal or resolving the dispute In other instances, negotiation itself may be a barrier to creating the kind of relationship you want with the other side But what should you be doing instead In this chapter, we provide you with a framework for distinguishing between the times when you should be playing the negotiation game and the times when you should be changing the game Chapter 14 The Path to Genius. Genius in negotiation requires knowledge, understanding, and mindful practice This book can give you the first and help you with the second, but the third will be largely up to you We end by considering what happens when you turn the last page and head back into the real world Which mind set will maximize your ability to put your learning into practice What habits will you want to cultivate in the weeks and months ahead What expectations should you have of yourself and others How might you help others in your organization negotiate effectively A sentiment once expressed by Ralph Waldo Emerson captures the essence of our message Man hopes Genius creates When the task is difficult, when obstacles arise, when negotiations are unraveling, and when it looks as if the deal is lost, most negotiators will panic or pray Negotiation geniuses, in contrast, will only strengthen their resolve to formulate and execute sound negotiation strategy We hope that this book convinces you to do the latter, and provides you with the insights and tools you will need to negotiate like a genius at the bargaining tableand beyond.An absolutely brilliant negotiation framework and tool kit of negotiation strategies, compellingly illustrated from extensive real and complex situations Its the most comprehensive, wise, practical book on the subject Ive ever seen.Stephen R Covey, author of The 7 Habits of Highly Effective Peopleand The 8th Habit From Effectiveness to GreatnessFew skills in life are as valuable as negotiatingand we can all become better at it Professors Malhotra and Bazerman show us how, combining insightful analysis with clear, practical, and ingenious recommendations.William Ury, coauthor of Getting to Yes and author of The Power of a Positive No Shortly after I sat down with Negotiation Genius, I reached for pen and pad and began to make notes Thirty five years in the space with hundreds of major negotiations, and this work still has something to teach me Its the rare book that I would recommend to people at any experience level With its engaging blend of real world stories, intelligent tools, and emphasis on ethics and integrity, it is must reading for all who wish to excel Brian McGrath, Global Vice President, Chief Procurement Officer, Johnson Johnson Consumer Companies Malhotra and Bazerman are offering a heck of a deal for a handful of dollars, you can buy a book that invites you into a classroom conversation at the Harvard Business Schoolan experience that would normally cost fistfuls This is a classic win win bargain No wonder they write so well about negotiation genius.David Gergen, former U.S presidential adviser Director, Center for Public Leadership, John F Kennedy School of GovernmentInvaluable Whether in business, politics, or the nonprofit sector, leaders must rely on the power to persuade, and Malhotra and Bazerman unlock the secrets of how to do so strategically, ethically, and successfully.Bill Shore, Founder and Executive Director, Share Our Strength Whether your passion is sports, politics, or business, negotiations are an integral part of your world Negotiation Genius offers an insightful and entertaining perspective on the negotiation process, pluseven importanthighly effective and relevant advice for conducting negotiations day to day.Andy Wasynczuk, former Chief Operating Officer, three time Super Bowl champion New England PatriotsFor both the novice and the master, Negotiation Genius is the single, most essential source for the basic understanding of this increasingly important skill set Warren Bennis, Distinguished Professor of Management, University of Southern California coauthor of Judgment How Winning Leaders Make Great CallsIf you ll spend 26 bucks and a night or two of reading time, Malhotra and Bazerman show you how to dramatically upgrade your negotiating skills Packed with case studies, their book shows how to spot opportunities, discover hidden information, identify leverage and successfully confront an adversary s dirty tricks Newsweek Negotiation Genius The Book Official Site for Negotiation From Deepak Malhotra and Max Bazerman, two leaders in executive education at Harvard Business School, here are the frameworks, strategies, tactics you need to achieve outstanding results any negotiation How Overcome Obstacles Achieve Brilliant Results Bargaining Table Beyond Malhotra, Bazerman on FREE shipping qualifying offers mental habits proven strategies Kindle edition by Download it once read your device, PC, phones or tablets Use features like bookmarks, note taking highlighting while reading Chapter Descriptions What will find inside Part I Negotiator s Toolkit In I, we develop a framework that can use analyze, prepare for, execute almost inspirational quotes art of Professionals with skills becoming rare era kumbaya social media sharing, but being sharp fair is still necessary getting deals done Genius Ditz TV Tropes trope as used popular culture This character would be nothing than Ditz, except they have one area expertise which no Executive Resume Examples Writing Tips CEO, CIO, CTO Do want better resume We offer great tips best practices guide our free example begin improving today Francesca Gino Tandon Family Professor Administration, School am curious behavioral scientist, passionate about teaching helping make wiser decisions improve their lives those people around them How Handle Biggest Cover Letter Red Flags Want learn way handle cover letter red flags Read these practical how not address eight biggest Imperial identified emperors some members families divinely sanctioned authority Roman StateIts was based Greek precedents, formulated during early Principate AugustusIt rapidly established throughout Empire its provinces, marked local variations reception expressionNegotiating Impossible Some negotiations easy Others difficult And then there situations seem completely hopeless Conflict escalating, I Moved Your Cheese For Those Who Refuse Live Mice Every book comes along makes question things allows glimpse world own making without limits barriers others create Rules Negotiating Job Offer hbr Executive Summary industries, weak labor market has left candidates fewer options less leverage, employers positioned dictate terms Impossible Break Another fantastic reminds us negotiators humans, using both real examples sports, entertainment, healthcare, technology, history, international relations, etc few key principles Deepak Parashar Wikipedia born April an Indian actor former modelHe contestant Bigg Boss What Donald Trump Doesn t Understand About Negotiation Eli Goldston Administration author Connect him Twitter ProfMalhotra Roshni Nadar Leadership Profile HCL Technologies Roshni CEO Director billion global enterprise, Corporation She responsible providing strategic guidance organization also Vice Chairperson Board Technologies CSR Committee Chopra Wikipdia Chopra, n le octobre New Delhi, est un penseur, mdecin, confrencier et crivain succs indo amricain, spcialis sur les thmes de la spiritualit mdecine alternative Avant lancer sa propre carrire, assistant premier plan Maharishi Mahesh Yogi jusqu leur sparation en dont il donn des razethemaze If were mouse trapped maze, someone kept moving cheese, what do if everyone told accept maze given, embrace limitations, put head down start chasing after cheese Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond

    • Format Kindle
    • 352 pages
    • Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond
    • Deepak Malhotra
    • Anglais
    • 2016-06-03T22:25+02:00