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BargainingForAdvantage_BIZPDA

BargainingForAdvantage_BIZPDA

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Published by puneetdubey
Pepople management, selling, marketing, brands, brand management, leadership, Human Resource
Pepople management, selling, marketing, brands, brand management, leadership, Human Resource

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Published by: puneetdubey on Feb 10, 2009
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05/10/2014

 
WISDOM IN A NUTSHELL
BARGAINING FOR
ADVANTAGE
Negotiation Strategies for ReasonablePeople
ByG. Richard Shell
Penguin Books, June 2000ISBN 0 14 02.8191 6286 pagesBusinessSummaries.com is a business book summaries service. Every week, itsends out to subscribers a 9- to 12-page summary of a best-selling businessbook chosen from among the hundreds of books printed out in the United States.For more information, please go tohttp://www.bizsum.com.
 
Bargaining For Advantage Page 2
The Big Idea
This book is a guide to better negotiation practice, not a substitute for it. It willshow that while negotiation is not a rocket science, it is not simple intuition either.No matter who you are, your intuition will fail you in important bargainingsituations. To improve, you need to shed your assumptions about the processand open yourself to new ideas. The approach to negotiation this book uses iscalled Information-Based Bargaining. This approach focuses on three mainaspects of negotiation: solid planning and preparation before you start, carefullistening so you can find out what the other side really wants, and attending tothe “signals” the other party sends through his or her conduct once bargaininggets underway.
PART I: THE SIX FOUNDATIONS OF EFFECTIVE NEGOTIATIONCHAPTER ONE: THE FIRST FOUNDATION: YOUR BARGAININGSTYLE
A Story
Two men entered a conference room in an office tower high above LexingtonAvenue in New York City. On one side of the table sat Peter Jovanovich, theChief Executive of Harcourt Brace Jovanovich (HBJ), a company now on theedge of financial ruin. As the son of one of the firm’s founders, Jovanovich wasdeeply committed to preserving the family’s legacy. Across the table sat DickSmith, the aggressive leader of General Cinema, a large conglomerate probingfor a corporate foothold in the publishing business. Both sides have carefullyprepared their “scripts” for the opening of the negotiation. Smith was to be asuitor and had planned a detailed presentation on General Cinema’s financialstrength and reputation. Jovanovich’s team, was also very positive about thedeal, and prepared Jovanovich for the role of “listener.” He would be interestedbut noncommital. He would not tip his hand or show his urgency.On cue, Smith began his opening speech, but within seconds Jovanovichinterrupted. The HBJ advisers stirred. This was not in the script. Jovanovichspoke and placed a small box on the table between him and Smith. “My fatheralways gave a watch like this to his partners at the beginning of a new businessrelationship,” he said. “This is meant to signify my sincere belief that GeneralCinema is the right buyer of HBJ.” It was a risky admission, and both men knewit.The anxiety in the room eased.
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2001 - 2003 Copyright BusinessSummaries.com
 
Bargaining For Advantage Page 3
What is Negotiation?
A negotiation is an interactive communication process that may take placewhenever we want something from someone else or another person wantssomething from us.
The Five Basic Bargaining Styles
Behind the bewildering array of personality differences, psychologists haveisolated five basic negotiation personality types based on the way people preferhandling interpersonal conflict. The five types are, in descending order ofaggressiveness: competitors, problem solvers, “compromisers,”“accommodators,” and conflict “avoiders.” No system of categorization is perfect,but this one is better than average because the potential for interpersonal conflictis what gives negotiation its characteristic “edge.”
Your Bargaining Styles
All negotiations begin with you. The first foundation of effective negotiation isyour personal bargaining style – the way you communicate when you face asituation containing interpersonal conflict. Your success as an effectivenegotiator depends on candidly assessing your strengths and weaknesses as acommunicator.Some people have a wide “bandwidth” when it comes to bargaining styles. Theycan adapt easily to many different types of situation and “opponents.” Others aremore limited in their range of effective action. They may be quite strong insituations requiring competitive instincts but weak when it comes to relationships.Or they may be strong in cooperative skills and weak if the situation calls forhardball tactics.Many negotiation experts try to teach people a single, all-purpose style, which isoften not helpful or realistic. Your job is to find out who you are as a negotiatorand then work to be more effective with the skills you have – not try to becomesomeone you are not.What predispositions do you bring to the bargaining table? Are you a cooperativesort of person, striving to meet everyone’s goals so people leave the negotiationtable feeling good? Or are you a more competitive type who is less concernedwith how the other party feels and more interested in how well you do?Regardless of your answer, your job as a negotiator is to understand your stylepreferences, see how they match up with the situation, plan your path throughthe four steps that negotiations follow, and try your best to be effective bypreparing, forming high expectations, listening to the other party, and acting withintegrity in the process.Information-based bargaining proceeds from the assumption that you will getbetter results for yourself and achieve more for others who depend on you by
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©
2001 - 2003 Copyright BusinessSummaries.com

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