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 Page i

Negotiation

ninth edition

Roy J. Lewicki
The Ohio State
University

David M. Saunders
McGill University

Bruce Barry
Vanderbilt University
 Page ii

NEGOTIATION
Published by McGraw Hill LLC, 1325 Avenue of the Americas, New York, NY 10019. Copyright
©2024 by McGraw Hill LLC. All rights reserved. Printed in the United States of America. No part of
this publication may be reproduced or distributed in any form or by any means, or stored in a database
or retrieval system, without the prior written consent of McGraw Hill LLC, including, but not limited
to, in any network or other electronic storage or transmission, or broadcast for distance learning.
Some ancillaries, including electronic and print components, may not be available to customers
outside the United States.
This book is printed on acid-free paper.
1 2 3 4 5 6 7 8 9 LCR 28 27 26 25 24 23
ISBN 978-1-266-28315-4
MHID 1-266-28315-3

Cover Image: Alexey Kashin/Shutterstock

All credits appearing on page or at the end of the book are considered to be an extension of the
copyright page.

The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a
website does not indicate an endorsement by the authors or McGraw Hill LLC, and McGraw Hill
LLC does not guarantee the accuracy of the information presented at these sites.

mheducation.com/highered
 Page iii

Dedication
We dedicate this book to all negotiation, mediation, and dispute resolution professionals who try to make
the world a more peaceful and prosperous place.
And to John W. Minton (1946–2007): friend, colleague, and co-author.
 Page iv

About the Authors

Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and
Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business,
The Ohio State University. He has authored or edited over 40 books, as well as numerous research
articles and book chapters. Professor Lewicki has served as the president of the International
Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He
received the Academy of Management’s Distinguished Educator Award in 2005 and has been
recognized as a Fellow of the Academy of Management, the International Association of Conflict
Management, and the Organizational Behavior Teaching Society for his contributions to the fields of
negotiation and dispute resolution.

David Saunders is currently Professor (Administration) and Director, International at Desautels

Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two
business schools to the prestigious Financial Times ranking, and driving the schools’ globalization and
strategic growth. David has created more than 100 strategic partnerships around the globe. He has
served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France)
and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic
relationships with both private (e.g., IBM) and public sector (e.g., The Canadian Olympic Committee)
organizations to provide tailored business education to their needs. He served as Chair of the EQUIS
Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board
member of both EFMD and AACSB.

Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate
School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence,
and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past
president of the International Association for Conflict Management and a past chair of the Academy
of Management Conflict Management Division. He has been recognized as a Fellow of the
International Association for Conflict Management.
 Page v

Preface
Welcome to the ninth edition of Negotiation!
Those familiar with the eighth edition will note that there has been no substantial change in the
fundamental organization of this book. We continue to emphasize negotiator ethics as a core concept
that any student of negotiation should read and understand.
The authors have carefully organized Negotiation to coordinate with the seventh edition of Negotiation:
Readings, Exercises and Cases. This Readings book is no longer published in paper form, but its
complete contents are available online to be adopted separately or paired with versions of the
Negotiation text in custom book form. A condensed version of this text, Essentials of Negotiation, eighth
edition, will be available in 2024.

Features and Content Changes

The entire book has been updated throughout. Based on new and developing research, major
changes were made to Chapter 7 on Communication, Chapter 12 on Coalitions,
Chapter 13 on Multiparty Negotiation, and Chapter 16 on Culture.
Many of the features that offer lively perspectives on negotiation dynamics have been updated or
expanded.
Many brand-new boxes have been added and others have thoroughly revised.
A shorter version of this text, Essentials of Negotiation, seventh edition, can also be used in
conjunction with the Readings book, as well an eighth edition due in 2024.
Chapter-by-Chapter Changes
Edits and updates have been made in all chapters, to improve clarity and ensure the content is current,
and new research findings have been included in most chapters as well. The references have been
updated throughout, and the following list highlights some of the changes were made for the ninth
edition.
Chapter 1:
New box: The Risks and Benefits of Changing the Rules of the Game
New box: The Way Out

Chapter 2:
New paragraphs were added on negotiation alternatives, phantom anchors, and external
cues
New paragraph added discussing first and second offer advantages

Chapter 3:
New box: Finding the Collective Goal
New box: Identifying the Problem at Acme Electronics Plant
New box: Dividing the Prize Page vi
New text added about the five key aspects of defining the problem

Chapter 4:
New heading and text added: The Other Party’s Likely Strategy
New section added: In Conclusion: Some Cautionary Notes about Planning
New box: No Plan Survives First Contact with the Enemy

Chapter 5:
New text added regarding the difference between bluffs that are acceptable to both parties,
and lies that are unacceptable
New paragraph added discussing paltering (deception by omission)
New paragraph added expanding the discussion of unethical behavior in negotiation
New text added on entitlement and self-efficacy
Two new cartoons were added
Box 5.3 updated with latest codes of ethics from current companies

Chapter 6:
New text added to the discussions on reframing, escalation, and negative emotions
New paragraph added on the power of positive and negative frames

Chapter 7:
New subsection: Negotiating via Email
 New subsection: Negotiating via Texting
New subsection: Negotiating via Videoconference
New subsection: Biases in Virtual Negotiation
New section summary added
New paragraph added on the use of hypothetical questions as strategic devices in negotiation

Chapter 8:
New text added on gaining power in a network
New section added on Social Capital
Updates made to The Power of Facebook box

Chapter 10:
New heading was added, Why Past Research on Dyadic Negotiation Needs to Be Re-
Evaluated for Relationships, and the following section was thoroughly updated Page vii
New paragraph added: Reputations can be either integrative/cooperative or
distributive/competitive
New paragraph added on fairness in negotiation
New box, Building Relationships as a Negotiation Strategy

Chapter 11:
New paragraph added on communication through social media
New box, The Increasing Role of Social Media in Influencing Negotiations

Chapter 12:
New box, The Strategic Power of a Minority

Chapter 13:
Chapter title changed to: Multiple Parties and Groups in Negotiations
Chapter objectives were updated and expanded
New detailed discussion added on multiparty negotiation
New paragraph added to the Group on Group Negotiations section

Chapter 14:
New text added regarding gender differences and entitlement, negotiation, and ethics
One existing cartoon was removed and a new one was added
New box, Cultural Basis for Gender Differences in Negotiation
New box, Women Don’t Ask … Except When They Do

Chapter 15:
New text expanding the discussion of personality traits
New paragraph added on perspective taking
Chapter 16:
The conceptualizing culture section has been broken down into five approaches
New section added on Cultural Syndromes and Logics
New paragraph added on the different expectations of negotiators from Japan and the
United States

Chapter 17:
New text added on “critical moments” and restarting negotiations
New box, Explosion at River Rouge Plant Page viii

Chapter 18:
New box, How to Respond when the Other Party Appears Irrational

Support Materials
Instructional resources—including a test bank, chapter outlines, PowerPoint slides, and extensive
resource materials on teaching negotiation skills for new instructors—are available to accompany this
volume on the Connect website, connect.mheducation.com

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 Page ix

Acknowledgments
Once again, this book could not have been completed without the assistance of numerous people. We
especially thank:
Many of our colleagues in the negotiation and dispute resolution field, whose research efforts have
made the growth of this field possible and who have given us helpful feedback about earlier editions
to improve the content of this edition.
The work of John Minton, who helped shape the second, third, and fourth editions of this book and
passed away in the fall of 2007.
The staff of McGraw Hill Education, especially our current portfolio director, Michael Ablassmeir;
Angie Petit Lichter, our portfolio manager who can solve almost any problem and content project
manager, Melissa Leick.
Our families, who continue to provide us with the time, inspiration, and opportunities for continued
learning about effective negotiation and the personal support required to sustain this project.

Roy J. Lewicki

David M. Saunders

Bruce Barry
Page x

Page xi
 Page xii

Contents in Brief
1. The Nature of Negotiation 1
2. Strategy and Tactics of Distributive Bargaining 33
3. Strategy and Tactics of Integrative Negotiation 73
4. Negotiation: Strategy and Planning 108
5. Ethics in Negotiation 142
6. Perception, Cognition, and Emotion 190
7. Communication 227
8. Finding and Using Negotiation Power 254
9. Influence 283
10. Relationships in Negotiation 316
11. Agents, Constituencies, and Audiences 344
12. Coalitions 378
13. Multiple Parties and Groups in Negotiations 400
14. Individual Differences I: Gender and Negotiation 432
15. Individual Differences II: Personality and Abilities 452
16. International and Cross-Cultural Negotiation 474
17. Managing Negotiation Impasses 509
18. Managing Difficult Negotiations 538
19. Third-Party Approaches to Managing Difficult Negotiations 558
20. Best Practices in Negotiations 589

Bibliography 600
Name Index 659
Subject Index 672
 Page xiii

Contents
Chapter 1
The Nature of Negotiation 1

A Few Words about Our Style and Approach 3

Joe and Sue Carter 4
Characteristics of a Negotiation Situation 6
Interdependence 10
Types of Interdependence Affect Outcomes 11
Alternatives Shape Interdependence 11

Mutual Adjustment 13
Mutual Adjustment and Concession Making 14
Two Dilemmas in Mutual Adjustment 15
Value Claiming and Value Creation 16
Conflict 20
Definitions 20
Levels of Conflict 20
Functions and Dysfunctions of Conflict 21
Factors That Make Conflict Easy or Difficult to Manage 22
Effective Conflict Management 24
Overview of the Chapters in This Book 27
Chapter Summary 31
Chapter 2
Strategy and Tactics of Distributive Bargaining 33

The Distributive Bargaining Situation 35

The Role of Alternatives to a Negotiated Agreement 38
Settlement Point 39
Bargaining Mix 40
Discovering the Other Party’s Resistance Point 40
Influencing the Other Party’s Resistance Point 41

Tactical Tasks 43
Assess the Other Party’s Target, Resistance Point, and Costs of Terminating Negotiations 43
Manage the Other Party’s Impressions of Your Target, Resistance Point, and Cost of Terminating
Negotiations 45
Modify the Other Party’s Perceptions of Their Target, Resistance Point, and Cost of Terminating
Negotiations 47
Manipulate the Actual Costs of Delaying or Terminating Negotiations 48

Positions Taken during Negotiation 50

Opening Offers 50
Opening Stance 52
Initial Concessions 53
Role of Concessions 54
Pattern of Concession Making 55
Final Offers 57

Commitment 57
Tactical Considerations in Using Commitments 58
Preventing the Other Party from Committing Prematurely 58
Finding Ways to Abandon a Committed Position 60

Closing the Deal 61

Provide Alternatives 61
Assume the Close 62
Split the Difference 62
Exploding Offers 62
Sweeteners 62
Assessing the Quality of the Agreement 62
Hardball Tactics 63 Page xiv

Dealing with Typical Hardball Tactics 63

Typical Hardball Tactics 65

Distributive Bargaining Skills Applicable to Integrative Negotiations 71

Chapter Summary 71
Chapter 3
Strategy and Tactics of Integrative Negotiation 73

An Overview of the Integrative Negotiation Process 74

Creating a Free Flow of Information 74
Attempting to Understand the Other Negotiator’s Real Needs and Objectives 75
Emphasizing Things in Common between the Parties and Minimizing the Differences 76
Searching for Solutions That Meet the Needs and Objectives of Both Sides 76

Key Steps in the Integrative Negotiation Process 77

Step 1: Identify and Define the Problem 78
Step 2: Surface Interests and Needs 81
Step 3: Generate Alternative Solutions 85
Step 4: Evaluate and Select Alternatives 91

Assessing the Quality of the Agreement 96

Factors That Facilitate Successful Integrative Negotiation 96
Some Common Objective or Goal 96
Faith in One’s Problem‐Solving Ability 97
A Belief in the Validity of One’s Own Position and the Other’s Perspective 98
The Motivation and Commitment to Work Together 98
Trust 99
Clear and Accurate Communication 101
An Understanding of the Dynamics of Integrative Negotiation 102
Section Summary 102

Why Integrative Negotiation Is Difficult to Achieve 102

The History of the Relationship between the Parties 103
A Belief That an Issue Can Only Be Resolved Distributively 103
The Mixed‐Motive Nature of Most Negotiating Situations 103
Short‐Time Perspectives 105

Distributive Bargaining versus Integrative Negotiation 105

Chapter Summary 106
Chapter 4
Negotiation: Strategy and Planning 108

Goals—The Focus That Drives a Negotiation Strategy 110

Direct Effects of Goals on Choice of Strategy 110
Indirect Effects of Goals on Choice of Strategy 112
Strategy—The Overall Plan to Achieve One’s Goals 112
Strategy versus Tactics 113
The Other Party’s Likely Strategy 113
The Dual Concerns Model as a Vehicle for Describing Negotiation Strategies 113

Understanding the Flow of Negotiations: Phases 116

Getting Ready to Implement the Strategy: The Planning Process 120
1. Defining the Negotiating Goal 122
2. Defining the Major Issue Related to Achieving the Goal 123
3. Assembling the Issues, Ranking Their Importance, and Defining the Bargaining Mix 125 Page xv

4. Defining the Interests 126

5. Knowing Your Alternatives (BATNAs) 127
6. Knowing Your Limits, Including a Resistance Point 127
7. Analyzing and Understanding the Other Party’s Goals, Issues, and Resistance Points 128
8. Setting One’s Own Targets and Opening Bids 130
9. Assessing the Social Context of Negotiation 133
10. Presenting the Issues to the Other Party: Substance and Process 136
Planning the Process and Structuring the Context by which Information Is Presented 136
In Conclusion: Some Cautionary Notes about Planning 138
Chapter Summary 141
Chapter 5
Ethics in Negotiation 142

A Sampling of Ethical Quandaries 143

What Do We Mean by “Ethics,” and Why Do They Matter in Negotiation? 144
Ethics Defined 144
Applying Ethical Reasoning to Negotiation 145
Ethics versus Prudence versus Practicality versus Legality 146

Four Approaches to Ethical Reasoning 148

End‐Result Ethics 148
Duty Ethics 149
Social Contract Ethics 153
Personalistic Ethics 153
Section Summary 154

What Questions of Ethical Conduct Arise in Negotiation? 155

Ethically Ambiguous Tactics: It’s (Mostly) All about the Truth 155
Identifying Ethically Ambiguous Tactics and Attitudes toward Their Use 157
Deception by Omission versus Commission 161
The Decision to Use Ethically Ambiguous Tactics: A Model 162

Why Use Deceptive Tactics? Motives and Consequences 162

The Power Motive 162
Other Motives to Behave Unethically 164
The Consequences of Unethical Conduct 166
Explanations and Justifications 169
What Factors Shape a Negotiator’s Predisposition to Use Unethical Tactics? 172
Demographic Factors 172
Personality Differences 176
Moral Development and Personal Values 178
Contextual Influences on Unethical Conduct 178

How Can Negotiators Deal with the Other Party’s Use of Deception? 185
Chapter Summary 188
Chapter 6
Perception, Cognition, and Emotion 190

Perception 191
Perception Defined 191
Perceptual Distortion 192
Framing 194
Types of Frames 195
How Frames Work in Negotiation 196
Another Approach to Frames: Interests, Rights, and Power 198 Page xvi

The Frame of an Issue Changes as the Negotiation Evolves 200

Cognitive Biases in Negotiation 202

1. Irrational Escalation of Commitment 203
2. Mythical Fixed‐Pie Beliefs 204
3. Anchoring and Adjustment 206
4. Issue Framing and Risk 206
5. Availability of Information 208
6. The Winner’s Curse 208
7. Overconfidence 209
8. The Law of Small Numbers 210
9. Self‐Serving Biases 211
10. Endowment Effect 213
11. Ignoring Others’ Cognitions 213
12. Reactive Devaluation 214
Managing Misperceptions and Cognitive Biases in Negotiation 214
Mood, Emotion, and Negotiation 216
Chapter Summary 225
Chapter 7
Communication 227

Basic Models of Communication 228

Distortion in Communication 230

What Is Communicated during Negotiation? 232

1. Offers, Counteroffers, and Motives 233
2. Information about Alternatives 234
3. Information about Outcomes 234
4. Social Accounts 235
5. Communication about Process 235
Are Negotiators Consistent or Adaptive? 235
Does It Matter What Is Said Early in the Negotiation? 236
Is More Information Always Better? 236

How People Communicate in Negotiation 238

Characteristics of Language 238
Use of Nonverbal Communication 240
Selection of a Communication Channel 241
How to Improve Communication in Negotiation 246
The Use of Questions 247
Listening 250
Role Reversal 252

Chapter Summary 252

Chapter 8
Finding and Using Negotiation Power 254

Why Is Power Important to Negotiators? 255

A Definition of Power 256
Sources of Power—How People Acquire Power 260
Informational Sources of Power 262
Power Based on Personality and Individual Differences 263
Power Based on Position in an Organization (Structural Power) 266
Power Based on Relationships 276
Contextual Sources of Power 277

The Consequences of Unequal Power 279

Dealing with Others Who Have More Power 280
Chapter Summary 282
Chapter 9
Influence 283

Two Routes to Influence: An Organizing Model 284

The Central Route to Influence: The Message and Its Delivery 285
Message Content 285
Message Structure 288 Page xvii

Persuasive Style: How to Pitch the Message 290

Peripheral Routes to Influence 294

Aspects of Messages That Foster Peripheral Influence 295
Source Characteristics That Foster Peripheral Influence 296
Aspects of Context That Foster Peripheral Influence 304
The Role of Receivers—Targets of Influence 310
Understanding the Other’s Perspective 310
Resisting the Other’s Influence 312

Chapter Summary 314

Chapter 10
Relationships in Negotiation 316

Why Past Research on Dyadic Negotiation Needs to Be Re‐evaluated for Relationships 317
Forms of Relationships 321
Four Fundamental Relationship Forms 321
Key Elements in Managing Negotiations within Relationships 324
Reputation 324
Trust 327
Justice 337
Relationships among Reputation, Trust, and Justice 340
Section Summary 340
Repairing a Relationship 342
Chapter Summary 342
Chapter 11
Agents, Constituencies, and Audiences 344

The Number of Parties in a Negotiation 345

How Agents, Constituents, and Audiences Change Negotiations 346
Audiences: Team Members, Constituents, Bystanders, and Others 346
Tactical Implications of Social Structure Dynamics: The Negotiator’s Dilemma 358

Advice to Agents on Managing Constituencies and Audiences 360

Clarify the Role Expectations and Performance Contract 360
Clarify Authority to Make Agreements 360
Manage Constituency Visibility and Communication 360
Communicate Indirectly with Audiences and Constituents 364
Communicate Directly to the Other Party’s Constituency 368
Communicate Directly to Bystanders 369
Build Relationships with Audiences, Constituents, and Other Agents 372

When to Use an Agent 374

Managing Agents 374
Chapter Summary 377
Chapter 12
Coalitions 378

A Situation with More Than Two Parties 379

What Is a Coalition? 380
Types of Coalitions 381
How and Why Coalitions Form and Develop 382
When Do Coalitions Form? 382
How Do Coalitions Develop? 387

Standards for Coalition Decision Making 393

Power and Leverage in Coalitions 393
How to Build Coalitions: Some Practical Advice 395 Page xviii

Chapter Summary 399

Chapter 13
Multiple Parties and Groups in Negotiations 400
The Nature of Multiparty Negotiations 401
Differences between Two‐Party Negotiations and Various Forms of Multiparty Negotiations 403
What Group Dynamics Can Make a Multiparty Negotiation Effective? 407

Managing Multiparty Negotiations 409

The Prenegotiation Stage 410
The Formal Negotiation Stage—Managing the Group Process and Outcome 412
The Agreement Stage 422

Intergroup Negotiations 425

Chapter Summary 431
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