Successfully Negotiating in Asia: 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types
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| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Cham
Springer International Publishing AG
2020
|
| Edition: | 2nd ed |
| Series: | Management for Professionals Ser
|
| Subjects: | |
| Online Access: | HWR01 |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | 1 Online-Ressource (409 Seiten) |
| ISBN: | 9783030486556 |
Staff View
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| 245 | 1 | 0 | |a Successfully Negotiating in Asia |b 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| 250 | |a 2nd ed | ||
| 264 | 1 | |a Cham |b Springer International Publishing AG |c 2020 | |
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| 490 | 0 | |a Management for Professionals Ser | |
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| 505 | 8 | |a Intro -- Preface -- Endorsements -- Contents -- About the Author -- 1: What Is Negotiation? -- 1.1 Introduction -- 1.2 Definition of Negotiation -- 1.2.1 Successful Negotiation -- 1.3 Skilled Negotiators Seek to Build Common Ground -- 1.3.1 Knowing Yourself -- 1.3.2 Knowing your Business Well -- 1.3.3 Knowing Asia Well -- 1.3.4 Knowing the OP's Needs -- 1.4 Overwinning Is Bad! -- 1.4.1 Even If We Win -- 1.4.2 Making Sure that the OP Does Not Lose Face -- 1.4.3 Setting a Pleasant and Cooperative Atmosphere -- 1.5 Checkpoint -- References -- 2: Negotiation, the Relationship Way -- 2.1 Introduction -- 2.2 Prenegotiation Stage -- 2.2.1 Essential Prenegotiation Country Study -- 2.2.2 Prenegotiation Checklist -- 2.3 Postnegotiation Stage -- 2.3.1 More Lessons for Business Negotiations Based on Our Relationships with Our Spouse -- 2.3.2 Building Bridges -- 2.3.3 Humanising the Communication -- 2.3.4 Knowing, Contacting and Working with the Right People -- 2.3.5 Using the OP's Network to Influence the OP -- 2.3.6 Managing Your Body Language To Relate Well with Your OP -- 2.3.7 Read the OP's Body Language Too! -- 2.3.8 Showing Our Integrity and Building the OP's Trust in Us -- 2.4 Relating and Writing Persuasively To Influence the OP -- 2.5 Relating and the Modern World -- 2.6 Checkpoint -- 2.6.1 Essential Prenegotiation Country Study Checklist -- References -- 3: Preparation and Planning -- 3.1 Introduction -- 3.2 Set Your Goals -- 3.3 Know Yourself -- 3.4 Decide Who Is To Negotiate -- 3.5 Prepare Your Appearance, Dress and Manners -- 3.5.1 Plan Time/Timing for the Negotiation -- 3.5.2 Prepare in Advance for the Negotiation Place/Environment -- 3.5.3 Prepare a List of Questions To Ask -- 3.5.4 Prepare for the Words To Be Used -- 3.5.5 Decide on the Channels of Communication -- 3.5.6 Set the Agenda | |
| 505 | 8 | |a 3.6 Preparing for Negotiating with Someone from Another Culture -- 3.7 Special Mention of Indonesia: Capitalising on "Flexibility" -- 3.8 Sun Tzu, the Art of War and Negotiation -- 3.8.1 To Be Persuasive, One Needs to Be Better Prepared -- 3.8.2 The Effective Negotiator's Planning Essentials, Sun Tzu's Way -- 3.9 Summary and Section Conclusion -- 3.10 Checkpoint -- References -- Webpages -- 4: Process Versus Content -- 4.1 The Process of Negotiation -- 4.1.1 Skilled Negotiators Ask More Questions Than Unskilled Negotiators -- 4.1.2 Apply the Power of Questions -- 4.1.3 How To Answer the OP's Questions -- 4.1.4 Apply the Pause Button -- 4.1.5 Apply Positive or Cooperative Words -- 4.1.5.1 More on the Power of Words -- 4.1.5.2 How You Say the Word(s) Too Counts -- 4.1.6 Apply Listening -- 4.1.7 Apply Pressure or Work Things Out In A More Relaxed Pace (Time) -- 4.1.8 Be Aware and Apply of the Process of Counter-offer -- 4.1.9 Feel Powerful! -- 4.1.10 Apply the Psychological Process when Dealing with the OP's Objections -- 4.1.11 Give Your OP Face... and Take Notes -- 4.1.12 It's Not Just What You Say or Give, But Do Stress the Benefits Please -- 4.1.13 Before You Present, Plan the Delivery (Make Your Presentation Persuasive) -- 4.1.14 Before You Present Your News, Think of the Delivery -- 4.1.15 Apply Agendas (Discussion Items) as a Process Aid -- 4.1.16 How Do You Give Feedback? -- 4.1.17 Practice Is Everything -- 4.2 The Content of the Negotiation -- 4.3 Checkpoint -- 4.4 In Your OP's Shoes-OP Needs -- 4.5 More Exercises and Practices -- 4.6 Checklist -- References -- 5: Some Sure-Fire Negotiation Techniques and Tactics -- 5.1 Introduction -- 5.2 Negotiation Techniques and Tactics -- 5.3 The Dangers of Verbal Agreements -- 5.4 How to Negotiate like a Child? | |
| 505 | 8 | |a 5.4.1 Present Yourself as the Little Child, or Better Still, an Orphan in Need of Help -- 5.4.2 Appeal to Sympathy and/or Act Forlorn -- 5.4.3 Throw a Tantrum or the Stomping Tactic -- 5.4.4 Change the Subject: As you Wish -- 5.4.5 Take Back What You Have Given to Other Party -- 5.4.6 Appeal and Win Via Cuteness -- 5.4.7 Simply Cry -- 5.4.8 Make a Wild, Frightening Threat or a Cluster of Threats -- 5.4.9 Section Conclusion -- 5.5 Checkpoint -- References -- Webpages -- 6: Chinese Strategies and Tactical Ways -- 6.1 Introduction -- 6.2 Fu Lu Shou (Wealth, Prosperity and Longevity) -- 6.2.1 The Fu Lu Shou Negotiation Thinking -- 6.3 Tai chi and Negotiation -- 6.3.1 The Tai Chi Negotiator -- 6.4 The 36 Stratagems of Ancient China -- 6.5 Chinese Warring Gods and their Ways in Negotiation -- 6.5.1 Sworn Brothers -- 6.5.2 Guan Kong's Loyal but Demanding Ways -- 6.5.3 Liu Bei's Soft Style -- 6.5.4 Softness Is Not Powerlessness -- 6.5.5 Zhang Fei, God of Butchers and His Ways -- 6.5.6 Opening Moves -- 6.5.7 Beware of Unethical Negotiation Ways -- 6.6 The Kirin Negotiation Thinking/the Kirin Negotiator -- 6.7 Concluding Remarks -- 6.8 Checkpoint -- References -- 7: Japanese Strategies and Tactical Ways -- 7.1 Introduction -- 7.2 Negotiation, the Way of the Samurai -- 7.2.1 Who Were the Samurai? -- 7.2.2 Making a Friend of Fear -- 7.2.3 Applying Universal Love and Benevolence -- 7.2.4 Controlling Oneself -- 7.2.5 Being Soft -- 7.2.6 Adopting Style Flexibility -- 7.2.7 Being Resilient -- 7.2.7.1 Concluding Remarks -- 7.3 Applying Aikido in Negotiations: Becoming a Better Negotiator -- 7.3.1 Understanding Aikido -- 7.3.1.1 "Centring": Being Detached and Practising Non-attachment -- 7.3.1.2 Owning the Court -- 7.3.1.3 Being Prepared and Adopting Ma-ai (Choosing the Appropriate Distance) | |
| 505 | 8 | |a 7.3.1.4 Tapping the OP's Own Energy -- 7.3.1.5 Taking the Hit as a Gift -- 7.3.1.6 Being Aware of the OP's Strength While Not Underestimating Him -- 7.3.1.7 Tapping Energy (Ki) from Softness -- 7.3.1.8 Respecting the OP -- 7.3.1.9 Applying Creativity -- 7.3.1.10 Growing Power -- 7.3.2 Aikido and Being Tough -- 7.4 Negotiating with the Japanese -- 7.5 Checkpoint -- References -- 8: Indian Negotiation Strategies and Tactical Ways -- 8.1 Introduction -- 8.2 The Indian Kathakali Dance and Negotiation -- 8.2.1 Applying Rationality -- 8.2.2 Bottom-Line Matters -- 8.2.3 Strong Planning Prevails -- 8.2.4 Integrity Is Valued -- 8.2.5 Teamwork Is Stressed -- 8.3 The Hindu Trinity -- 8.3.1 The Brahmanic Negotiator -- 8.3.2 The Vishnu Negotiator -- 8.3.3 The Shiva Negotiator -- 8.4 Hanuman and Negotiation -- 8.5 Bhagavad Gita and the Art of Negotiation -- 8.6 Some Practical Tips -- 8.7 Checkpoint -- References -- 9: Negotiation and the Martial Arts, Mastering the Art of Effective Persuasion: The Asian Perspective -- 9.1 Introduction -- 9.2 Similarities of Martial Arts and Successful Negotiation Ways -- 9.3 Checkpoint -- References -- Websites -- 10: Deadlock Breaking and Concession Making -- 10.1 Why Do Deadlocks Occur? -- 10.1.1 How to Break a Deadlock? -- 10.1.2 RE-SCREAM -- 10.2 Concession-Making Principles -- 10.3 Checkpoint -- References -- 11: Negotiating with the Various Types of Negotiators -- 11.1 Negotiating with a Man -- 11.1.1 Understanding Gender Differences -- 11.1.2 Getting Down to Business -- 11.1.3 Ascertaining Credibility First -- 11.1.4 Offering Nurturance -- 11.1.5 Adopting a "More Direct" Communication Style -- 11.1.6 Speaking in the OP's Language -- 11.2 Negotiating with a Woman -- 11.2.1 Understanding Gender Differences -- 11.2.2 Showing to Be More Relational, Cooperative and Collaborative | |
| 505 | 8 | |a 11.2.3 Attempting to Be More Nurturing -- 11.2.4 Adopting a "Less Direct" Communication Style -- 11.2.5 Speaking in the OP's Language -- 11.3 Negotiating with an Angry Person -- 11.4 Negotiating with an OP Who Cannot Afford (Who's Afraid) to Lose -- 11.4.1 Prepare by Knowing Your Bare Minimum (MiniMax) and by Having Several Variables You Can Work with During the Negotiation -- 11.4.2 Keep Track of the Issues Requiring Discussion -- 11.4.3 Stress on the Value, Benefits and Gains to OP -- 11.4.4 When Under Attack, Wise Up and Listen: But Listen First! -- 11.4.5 Assert or Establish Your (Company's) Needs -- 11.4.6 Be Determined to Seek and Commit to a Solution -- 11.4.7 Leave the Most Difficult Issues for Last -- 11.4.8 Start High But Do Salami-Slicing Slowly -- 11.5 Negotiating with a Quiet or an Introvert Person -- 11.6 Negotiating with a Noisy or an Extrovert Person -- 11.7 Negotiating with a Sensing Person -- 11.8 Negotiating with an Intuitive Person -- 11.9 Negotiating with a Thinking-Orientated Person -- 11.10 Negotiating with a Feeling-Orientated, Relationship-Based Person -- 11.11 Negotiating with a Judging Person -- 11.12 Negotiating with a Perceiving Person -- 11.13 Negotiating with an Egoistic Person -- 11.14 Negotiating with a Stubborn Person -- 11.15 Negotiating with a Difficult, Aggressive Person -- 11.16 Negotiating with an Impatient Person -- 11.17 Negotiating with a Storyteller -- 11.18 Negotiating with a Crackpot -- 11.19 Negotiating with a Victim-Negotiator -- 11.20 Negotiating with the Non-Negotiator -- 11.21 Negotiating with a Petty Person -- 11.22 Negotiating with a Distracting Negotiator -- 11.23 Negotiating with the Mama (Papa) Drama Negotiator -- 11.24 Negotiating with an Extreme Negotiator -- 11.25 Negotiating with a Boasting Negotiator -- 11.26 Negotiating with a Lying Negotiator | |
| 505 | 8 | |a 11.27 Negotiating with a Negotiator with a Baggage | |
| 650 | 4 | |a Negotiation in business-Asia | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Low, Kim Cheng Patrick |t Successfully Negotiating in Asia |d Cham : Springer International Publishing AG,c2020 |z 9783030486549 |
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| contents | Intro -- Preface -- Endorsements -- Contents -- About the Author -- 1: What Is Negotiation? -- 1.1 Introduction -- 1.2 Definition of Negotiation -- 1.2.1 Successful Negotiation -- 1.3 Skilled Negotiators Seek to Build Common Ground -- 1.3.1 Knowing Yourself -- 1.3.2 Knowing your Business Well -- 1.3.3 Knowing Asia Well -- 1.3.4 Knowing the OP's Needs -- 1.4 Overwinning Is Bad! -- 1.4.1 Even If We Win -- 1.4.2 Making Sure that the OP Does Not Lose Face -- 1.4.3 Setting a Pleasant and Cooperative Atmosphere -- 1.5 Checkpoint -- References -- 2: Negotiation, the Relationship Way -- 2.1 Introduction -- 2.2 Prenegotiation Stage -- 2.2.1 Essential Prenegotiation Country Study -- 2.2.2 Prenegotiation Checklist -- 2.3 Postnegotiation Stage -- 2.3.1 More Lessons for Business Negotiations Based on Our Relationships with Our Spouse -- 2.3.2 Building Bridges -- 2.3.3 Humanising the Communication -- 2.3.4 Knowing, Contacting and Working with the Right People -- 2.3.5 Using the OP's Network to Influence the OP -- 2.3.6 Managing Your Body Language To Relate Well with Your OP -- 2.3.7 Read the OP's Body Language Too! -- 2.3.8 Showing Our Integrity and Building the OP's Trust in Us -- 2.4 Relating and Writing Persuasively To Influence the OP -- 2.5 Relating and the Modern World -- 2.6 Checkpoint -- 2.6.1 Essential Prenegotiation Country Study Checklist -- References -- 3: Preparation and Planning -- 3.1 Introduction -- 3.2 Set Your Goals -- 3.3 Know Yourself -- 3.4 Decide Who Is To Negotiate -- 3.5 Prepare Your Appearance, Dress and Manners -- 3.5.1 Plan Time/Timing for the Negotiation -- 3.5.2 Prepare in Advance for the Negotiation Place/Environment -- 3.5.3 Prepare a List of Questions To Ask -- 3.5.4 Prepare for the Words To Be Used -- 3.5.5 Decide on the Channels of Communication -- 3.5.6 Set the Agenda 3.6 Preparing for Negotiating with Someone from Another Culture -- 3.7 Special Mention of Indonesia: Capitalising on "Flexibility" -- 3.8 Sun Tzu, the Art of War and Negotiation -- 3.8.1 To Be Persuasive, One Needs to Be Better Prepared -- 3.8.2 The Effective Negotiator's Planning Essentials, Sun Tzu's Way -- 3.9 Summary and Section Conclusion -- 3.10 Checkpoint -- References -- Webpages -- 4: Process Versus Content -- 4.1 The Process of Negotiation -- 4.1.1 Skilled Negotiators Ask More Questions Than Unskilled Negotiators -- 4.1.2 Apply the Power of Questions -- 4.1.3 How To Answer the OP's Questions -- 4.1.4 Apply the Pause Button -- 4.1.5 Apply Positive or Cooperative Words -- 4.1.5.1 More on the Power of Words -- 4.1.5.2 How You Say the Word(s) Too Counts -- 4.1.6 Apply Listening -- 4.1.7 Apply Pressure or Work Things Out In A More Relaxed Pace (Time) -- 4.1.8 Be Aware and Apply of the Process of Counter-offer -- 4.1.9 Feel Powerful! -- 4.1.10 Apply the Psychological Process when Dealing with the OP's Objections -- 4.1.11 Give Your OP Face... and Take Notes -- 4.1.12 It's Not Just What You Say or Give, But Do Stress the Benefits Please -- 4.1.13 Before You Present, Plan the Delivery (Make Your Presentation Persuasive) -- 4.1.14 Before You Present Your News, Think of the Delivery -- 4.1.15 Apply Agendas (Discussion Items) as a Process Aid -- 4.1.16 How Do You Give Feedback? -- 4.1.17 Practice Is Everything -- 4.2 The Content of the Negotiation -- 4.3 Checkpoint -- 4.4 In Your OP's Shoes-OP Needs -- 4.5 More Exercises and Practices -- 4.6 Checklist -- References -- 5: Some Sure-Fire Negotiation Techniques and Tactics -- 5.1 Introduction -- 5.2 Negotiation Techniques and Tactics -- 5.3 The Dangers of Verbal Agreements -- 5.4 How to Negotiate like a Child? 5.4.1 Present Yourself as the Little Child, or Better Still, an Orphan in Need of Help -- 5.4.2 Appeal to Sympathy and/or Act Forlorn -- 5.4.3 Throw a Tantrum or the Stomping Tactic -- 5.4.4 Change the Subject: As you Wish -- 5.4.5 Take Back What You Have Given to Other Party -- 5.4.6 Appeal and Win Via Cuteness -- 5.4.7 Simply Cry -- 5.4.8 Make a Wild, Frightening Threat or a Cluster of Threats -- 5.4.9 Section Conclusion -- 5.5 Checkpoint -- References -- Webpages -- 6: Chinese Strategies and Tactical Ways -- 6.1 Introduction -- 6.2 Fu Lu Shou (Wealth, Prosperity and Longevity) -- 6.2.1 The Fu Lu Shou Negotiation Thinking -- 6.3 Tai chi and Negotiation -- 6.3.1 The Tai Chi Negotiator -- 6.4 The 36 Stratagems of Ancient China -- 6.5 Chinese Warring Gods and their Ways in Negotiation -- 6.5.1 Sworn Brothers -- 6.5.2 Guan Kong's Loyal but Demanding Ways -- 6.5.3 Liu Bei's Soft Style -- 6.5.4 Softness Is Not Powerlessness -- 6.5.5 Zhang Fei, God of Butchers and His Ways -- 6.5.6 Opening Moves -- 6.5.7 Beware of Unethical Negotiation Ways -- 6.6 The Kirin Negotiation Thinking/the Kirin Negotiator -- 6.7 Concluding Remarks -- 6.8 Checkpoint -- References -- 7: Japanese Strategies and Tactical Ways -- 7.1 Introduction -- 7.2 Negotiation, the Way of the Samurai -- 7.2.1 Who Were the Samurai? -- 7.2.2 Making a Friend of Fear -- 7.2.3 Applying Universal Love and Benevolence -- 7.2.4 Controlling Oneself -- 7.2.5 Being Soft -- 7.2.6 Adopting Style Flexibility -- 7.2.7 Being Resilient -- 7.2.7.1 Concluding Remarks -- 7.3 Applying Aikido in Negotiations: Becoming a Better Negotiator -- 7.3.1 Understanding Aikido -- 7.3.1.1 "Centring": Being Detached and Practising Non-attachment -- 7.3.1.2 Owning the Court -- 7.3.1.3 Being Prepared and Adopting Ma-ai (Choosing the Appropriate Distance) 7.3.1.4 Tapping the OP's Own Energy -- 7.3.1.5 Taking the Hit as a Gift -- 7.3.1.6 Being Aware of the OP's Strength While Not Underestimating Him -- 7.3.1.7 Tapping Energy (Ki) from Softness -- 7.3.1.8 Respecting the OP -- 7.3.1.9 Applying Creativity -- 7.3.1.10 Growing Power -- 7.3.2 Aikido and Being Tough -- 7.4 Negotiating with the Japanese -- 7.5 Checkpoint -- References -- 8: Indian Negotiation Strategies and Tactical Ways -- 8.1 Introduction -- 8.2 The Indian Kathakali Dance and Negotiation -- 8.2.1 Applying Rationality -- 8.2.2 Bottom-Line Matters -- 8.2.3 Strong Planning Prevails -- 8.2.4 Integrity Is Valued -- 8.2.5 Teamwork Is Stressed -- 8.3 The Hindu Trinity -- 8.3.1 The Brahmanic Negotiator -- 8.3.2 The Vishnu Negotiator -- 8.3.3 The Shiva Negotiator -- 8.4 Hanuman and Negotiation -- 8.5 Bhagavad Gita and the Art of Negotiation -- 8.6 Some Practical Tips -- 8.7 Checkpoint -- References -- 9: Negotiation and the Martial Arts, Mastering the Art of Effective Persuasion: The Asian Perspective -- 9.1 Introduction -- 9.2 Similarities of Martial Arts and Successful Negotiation Ways -- 9.3 Checkpoint -- References -- Websites -- 10: Deadlock Breaking and Concession Making -- 10.1 Why Do Deadlocks Occur? -- 10.1.1 How to Break a Deadlock? -- 10.1.2 RE-SCREAM -- 10.2 Concession-Making Principles -- 10.3 Checkpoint -- References -- 11: Negotiating with the Various Types of Negotiators -- 11.1 Negotiating with a Man -- 11.1.1 Understanding Gender Differences -- 11.1.2 Getting Down to Business -- 11.1.3 Ascertaining Credibility First -- 11.1.4 Offering Nurturance -- 11.1.5 Adopting a "More Direct" Communication Style -- 11.1.6 Speaking in the OP's Language -- 11.2 Negotiating with a Woman -- 11.2.1 Understanding Gender Differences -- 11.2.2 Showing to Be More Relational, Cooperative and Collaborative 11.2.3 Attempting to Be More Nurturing -- 11.2.4 Adopting a "Less Direct" Communication Style -- 11.2.5 Speaking in the OP's Language -- 11.3 Negotiating with an Angry Person -- 11.4 Negotiating with an OP Who Cannot Afford (Who's Afraid) to Lose -- 11.4.1 Prepare by Knowing Your Bare Minimum (MiniMax) and by Having Several Variables You Can Work with During the Negotiation -- 11.4.2 Keep Track of the Issues Requiring Discussion -- 11.4.3 Stress on the Value, Benefits and Gains to OP -- 11.4.4 When Under Attack, Wise Up and Listen: But Listen First! -- 11.4.5 Assert or Establish Your (Company's) Needs -- 11.4.6 Be Determined to Seek and Commit to a Solution -- 11.4.7 Leave the Most Difficult Issues for Last -- 11.4.8 Start High But Do Salami-Slicing Slowly -- 11.5 Negotiating with a Quiet or an Introvert Person -- 11.6 Negotiating with a Noisy or an Extrovert Person -- 11.7 Negotiating with a Sensing Person -- 11.8 Negotiating with an Intuitive Person -- 11.9 Negotiating with a Thinking-Orientated Person -- 11.10 Negotiating with a Feeling-Orientated, Relationship-Based Person -- 11.11 Negotiating with a Judging Person -- 11.12 Negotiating with a Perceiving Person -- 11.13 Negotiating with an Egoistic Person -- 11.14 Negotiating with a Stubborn Person -- 11.15 Negotiating with a Difficult, Aggressive Person -- 11.16 Negotiating with an Impatient Person -- 11.17 Negotiating with a Storyteller -- 11.18 Negotiating with a Crackpot -- 11.19 Negotiating with a Victim-Negotiator -- 11.20 Negotiating with the Non-Negotiator -- 11.21 Negotiating with a Petty Person -- 11.22 Negotiating with a Distracting Negotiator -- 11.23 Negotiating with the Mama (Papa) Drama Negotiator -- 11.24 Negotiating with an Extreme Negotiator -- 11.25 Negotiating with a Boasting Negotiator -- 11.26 Negotiating with a Lying Negotiator 11.27 Negotiating with a Negotiator with a Baggage |
| ctrlnum | (ZDB-30-PQE)EBC6360703 (ZDB-30-PAD)EBC6360703 (ZDB-89-EBL)EBL6360703 (OCoLC)1202461350 (DE-599)BVBBV048224230 |
| dewey-full | 658.4052 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4052 |
| dewey-search | 658.4052 |
| dewey-sort | 3658.4052 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2nd ed |
| format | Electronic eBook |
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-- 1.1 Introduction -- 1.2 Definition of Negotiation -- 1.2.1 Successful Negotiation -- 1.3 Skilled Negotiators Seek to Build Common Ground -- 1.3.1 Knowing Yourself -- 1.3.2 Knowing your Business Well -- 1.3.3 Knowing Asia Well -- 1.3.4 Knowing the OP's Needs -- 1.4 Overwinning Is Bad! -- 1.4.1 Even If We Win -- 1.4.2 Making Sure that the OP Does Not Lose Face -- 1.4.3 Setting a Pleasant and Cooperative Atmosphere -- 1.5 Checkpoint -- References -- 2: Negotiation, the Relationship Way -- 2.1 Introduction -- 2.2 Prenegotiation Stage -- 2.2.1 Essential Prenegotiation Country Study -- 2.2.2 Prenegotiation Checklist -- 2.3 Postnegotiation Stage -- 2.3.1 More Lessons for Business Negotiations Based on Our Relationships with Our Spouse -- 2.3.2 Building Bridges -- 2.3.3 Humanising the Communication -- 2.3.4 Knowing, Contacting and Working with the Right People -- 2.3.5 Using the OP's Network to Influence the OP -- 2.3.6 Managing Your Body Language To Relate Well with Your OP -- 2.3.7 Read the OP's Body Language Too! -- 2.3.8 Showing Our Integrity and Building the OP's Trust in Us -- 2.4 Relating and Writing Persuasively To Influence the OP -- 2.5 Relating and the Modern World -- 2.6 Checkpoint -- 2.6.1 Essential Prenegotiation Country Study Checklist -- References -- 3: Preparation and Planning -- 3.1 Introduction -- 3.2 Set Your Goals -- 3.3 Know Yourself -- 3.4 Decide Who Is To Negotiate -- 3.5 Prepare Your Appearance, Dress and Manners -- 3.5.1 Plan Time/Timing for the Negotiation -- 3.5.2 Prepare in Advance for the Negotiation Place/Environment -- 3.5.3 Prepare a List of Questions To Ask -- 3.5.4 Prepare for the Words To Be Used -- 3.5.5 Decide on the Channels of Communication -- 3.5.6 Set the Agenda</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.6 Preparing for Negotiating with Someone from Another Culture -- 3.7 Special Mention of Indonesia: Capitalising on "Flexibility" -- 3.8 Sun Tzu, the Art of War and Negotiation -- 3.8.1 To Be Persuasive, One Needs to Be Better Prepared -- 3.8.2 The Effective Negotiator's Planning Essentials, Sun Tzu's Way -- 3.9 Summary and Section Conclusion -- 3.10 Checkpoint -- References -- Webpages -- 4: Process Versus Content -- 4.1 The Process of Negotiation -- 4.1.1 Skilled Negotiators Ask More Questions Than Unskilled Negotiators -- 4.1.2 Apply the Power of Questions -- 4.1.3 How To Answer the OP's Questions -- 4.1.4 Apply the Pause Button -- 4.1.5 Apply Positive or Cooperative Words -- 4.1.5.1 More on the Power of Words -- 4.1.5.2 How You Say the Word(s) Too Counts -- 4.1.6 Apply Listening -- 4.1.7 Apply Pressure or Work Things Out In A More Relaxed Pace (Time) -- 4.1.8 Be Aware and Apply of the Process of Counter-offer -- 4.1.9 Feel Powerful! -- 4.1.10 Apply the Psychological Process when Dealing with the OP's Objections -- 4.1.11 Give Your OP Face... and Take Notes -- 4.1.12 It's Not Just What You Say or Give, But Do Stress the Benefits Please -- 4.1.13 Before You Present, Plan the Delivery (Make Your Presentation Persuasive) -- 4.1.14 Before You Present Your News, Think of the Delivery -- 4.1.15 Apply Agendas (Discussion Items) as a Process Aid -- 4.1.16 How Do You Give Feedback? -- 4.1.17 Practice Is Everything -- 4.2 The Content of the Negotiation -- 4.3 Checkpoint -- 4.4 In Your OP's Shoes-OP Needs -- 4.5 More Exercises and Practices -- 4.6 Checklist -- References -- 5: Some Sure-Fire Negotiation Techniques and Tactics -- 5.1 Introduction -- 5.2 Negotiation Techniques and Tactics -- 5.3 The Dangers of Verbal Agreements -- 5.4 How to Negotiate like a Child?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.4.1 Present Yourself as the Little Child, or Better Still, an Orphan in Need of Help -- 5.4.2 Appeal to Sympathy and/or Act Forlorn -- 5.4.3 Throw a Tantrum or the Stomping Tactic -- 5.4.4 Change the Subject: As you Wish -- 5.4.5 Take Back What You Have Given to Other Party -- 5.4.6 Appeal and Win Via Cuteness -- 5.4.7 Simply Cry -- 5.4.8 Make a Wild, Frightening Threat or a Cluster of Threats -- 5.4.9 Section Conclusion -- 5.5 Checkpoint -- References -- Webpages -- 6: Chinese Strategies and Tactical Ways -- 6.1 Introduction -- 6.2 Fu Lu Shou (Wealth, Prosperity and Longevity) -- 6.2.1 The Fu Lu Shou Negotiation Thinking -- 6.3 Tai chi and Negotiation -- 6.3.1 The Tai Chi Negotiator -- 6.4 The 36 Stratagems of Ancient China -- 6.5 Chinese Warring Gods and their Ways in Negotiation -- 6.5.1 Sworn Brothers -- 6.5.2 Guan Kong's Loyal but Demanding Ways -- 6.5.3 Liu Bei's Soft Style -- 6.5.4 Softness Is Not Powerlessness -- 6.5.5 Zhang Fei, God of Butchers and His Ways -- 6.5.6 Opening Moves -- 6.5.7 Beware of Unethical Negotiation Ways -- 6.6 The Kirin Negotiation Thinking/the Kirin Negotiator -- 6.7 Concluding Remarks -- 6.8 Checkpoint -- References -- 7: Japanese Strategies and Tactical Ways -- 7.1 Introduction -- 7.2 Negotiation, the Way of the Samurai -- 7.2.1 Who Were the Samurai? -- 7.2.2 Making a Friend of Fear -- 7.2.3 Applying Universal Love and Benevolence -- 7.2.4 Controlling Oneself -- 7.2.5 Being Soft -- 7.2.6 Adopting Style Flexibility -- 7.2.7 Being Resilient -- 7.2.7.1 Concluding Remarks -- 7.3 Applying Aikido in Negotiations: Becoming a Better Negotiator -- 7.3.1 Understanding Aikido -- 7.3.1.1 "Centring": Being Detached and Practising Non-attachment -- 7.3.1.2 Owning the Court -- 7.3.1.3 Being Prepared and Adopting Ma-ai (Choosing the Appropriate Distance)</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.3.1.4 Tapping the OP's Own Energy -- 7.3.1.5 Taking the Hit as a Gift -- 7.3.1.6 Being Aware of the OP's Strength While Not Underestimating Him -- 7.3.1.7 Tapping Energy (Ki) from Softness -- 7.3.1.8 Respecting the OP -- 7.3.1.9 Applying Creativity -- 7.3.1.10 Growing Power -- 7.3.2 Aikido and Being Tough -- 7.4 Negotiating with the Japanese -- 7.5 Checkpoint -- References -- 8: Indian Negotiation Strategies and Tactical Ways -- 8.1 Introduction -- 8.2 The Indian Kathakali Dance and Negotiation -- 8.2.1 Applying Rationality -- 8.2.2 Bottom-Line Matters -- 8.2.3 Strong Planning Prevails -- 8.2.4 Integrity Is Valued -- 8.2.5 Teamwork Is Stressed -- 8.3 The Hindu Trinity -- 8.3.1 The Brahmanic Negotiator -- 8.3.2 The Vishnu Negotiator -- 8.3.3 The Shiva Negotiator -- 8.4 Hanuman and Negotiation -- 8.5 Bhagavad Gita and the Art of Negotiation -- 8.6 Some Practical Tips -- 8.7 Checkpoint -- References -- 9: Negotiation and the Martial Arts, Mastering the Art of Effective Persuasion: The Asian Perspective -- 9.1 Introduction -- 9.2 Similarities of Martial Arts and Successful Negotiation Ways -- 9.3 Checkpoint -- References -- Websites -- 10: Deadlock Breaking and Concession Making -- 10.1 Why Do Deadlocks Occur? -- 10.1.1 How to Break a Deadlock? -- 10.1.2 RE-SCREAM -- 10.2 Concession-Making Principles -- 10.3 Checkpoint -- References -- 11: Negotiating with the Various Types of Negotiators -- 11.1 Negotiating with a Man -- 11.1.1 Understanding Gender Differences -- 11.1.2 Getting Down to Business -- 11.1.3 Ascertaining Credibility First -- 11.1.4 Offering Nurturance -- 11.1.5 Adopting a "More Direct" Communication Style -- 11.1.6 Speaking in the OP's Language -- 11.2 Negotiating with a Woman -- 11.2.1 Understanding Gender Differences -- 11.2.2 Showing to Be More Relational, Cooperative and Collaborative</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">11.2.3 Attempting to Be More Nurturing -- 11.2.4 Adopting a "Less Direct" Communication Style -- 11.2.5 Speaking in the OP's Language -- 11.3 Negotiating with an Angry Person -- 11.4 Negotiating with an OP Who Cannot Afford (Who's Afraid) to Lose -- 11.4.1 Prepare by Knowing Your Bare Minimum (MiniMax) and by Having Several Variables You Can Work with During the Negotiation -- 11.4.2 Keep Track of the Issues Requiring Discussion -- 11.4.3 Stress on the Value, Benefits and Gains to OP -- 11.4.4 When Under Attack, Wise Up and Listen: But Listen First! -- 11.4.5 Assert or Establish Your (Company's) Needs -- 11.4.6 Be Determined to Seek and Commit to a Solution -- 11.4.7 Leave the Most Difficult Issues for Last -- 11.4.8 Start High But Do Salami-Slicing Slowly -- 11.5 Negotiating with a Quiet or an Introvert Person -- 11.6 Negotiating with a Noisy or an Extrovert Person -- 11.7 Negotiating with a Sensing Person -- 11.8 Negotiating with an Intuitive Person -- 11.9 Negotiating with a Thinking-Orientated Person -- 11.10 Negotiating with a Feeling-Orientated, Relationship-Based Person -- 11.11 Negotiating with a Judging Person -- 11.12 Negotiating with a Perceiving Person -- 11.13 Negotiating with an Egoistic Person -- 11.14 Negotiating with a Stubborn Person -- 11.15 Negotiating with a Difficult, Aggressive Person -- 11.16 Negotiating with an Impatient Person -- 11.17 Negotiating with a Storyteller -- 11.18 Negotiating with a Crackpot -- 11.19 Negotiating with a Victim-Negotiator -- 11.20 Negotiating with the Non-Negotiator -- 11.21 Negotiating with a Petty Person -- 11.22 Negotiating with a Distracting Negotiator -- 11.23 Negotiating with the Mama (Papa) Drama Negotiator -- 11.24 Negotiating with an Extreme Negotiator -- 11.25 Negotiating with a Boasting Negotiator -- 11.26 Negotiating with a Lying Negotiator</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">11.27 Negotiating with a Negotiator with a Baggage</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Negotiation in business-Asia</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Low, Kim Cheng Patrick</subfield><subfield code="t">Successfully Negotiating in Asia</subfield><subfield code="d">Cham : Springer International Publishing AG,c2020</subfield><subfield code="z">9783030486549</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033604963</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6360703</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048224230 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:28Z |
| institution | BVB |
| isbn | 9783030486556 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033604963 |
| oclc_num | 1202461350 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (409 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Management for Professionals Ser |
| spelling | Low, Kim Cheng Patrick Verfasser aut Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types 2nd ed Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (409 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Ser Description based on publisher supplied metadata and other sources Intro -- Preface -- Endorsements -- Contents -- About the Author -- 1: What Is Negotiation? -- 1.1 Introduction -- 1.2 Definition of Negotiation -- 1.2.1 Successful Negotiation -- 1.3 Skilled Negotiators Seek to Build Common Ground -- 1.3.1 Knowing Yourself -- 1.3.2 Knowing your Business Well -- 1.3.3 Knowing Asia Well -- 1.3.4 Knowing the OP's Needs -- 1.4 Overwinning Is Bad! -- 1.4.1 Even If We Win -- 1.4.2 Making Sure that the OP Does Not Lose Face -- 1.4.3 Setting a Pleasant and Cooperative Atmosphere -- 1.5 Checkpoint -- References -- 2: Negotiation, the Relationship Way -- 2.1 Introduction -- 2.2 Prenegotiation Stage -- 2.2.1 Essential Prenegotiation Country Study -- 2.2.2 Prenegotiation Checklist -- 2.3 Postnegotiation Stage -- 2.3.1 More Lessons for Business Negotiations Based on Our Relationships with Our Spouse -- 2.3.2 Building Bridges -- 2.3.3 Humanising the Communication -- 2.3.4 Knowing, Contacting and Working with the Right People -- 2.3.5 Using the OP's Network to Influence the OP -- 2.3.6 Managing Your Body Language To Relate Well with Your OP -- 2.3.7 Read the OP's Body Language Too! -- 2.3.8 Showing Our Integrity and Building the OP's Trust in Us -- 2.4 Relating and Writing Persuasively To Influence the OP -- 2.5 Relating and the Modern World -- 2.6 Checkpoint -- 2.6.1 Essential Prenegotiation Country Study Checklist -- References -- 3: Preparation and Planning -- 3.1 Introduction -- 3.2 Set Your Goals -- 3.3 Know Yourself -- 3.4 Decide Who Is To Negotiate -- 3.5 Prepare Your Appearance, Dress and Manners -- 3.5.1 Plan Time/Timing for the Negotiation -- 3.5.2 Prepare in Advance for the Negotiation Place/Environment -- 3.5.3 Prepare a List of Questions To Ask -- 3.5.4 Prepare for the Words To Be Used -- 3.5.5 Decide on the Channels of Communication -- 3.5.6 Set the Agenda 3.6 Preparing for Negotiating with Someone from Another Culture -- 3.7 Special Mention of Indonesia: Capitalising on "Flexibility" -- 3.8 Sun Tzu, the Art of War and Negotiation -- 3.8.1 To Be Persuasive, One Needs to Be Better Prepared -- 3.8.2 The Effective Negotiator's Planning Essentials, Sun Tzu's Way -- 3.9 Summary and Section Conclusion -- 3.10 Checkpoint -- References -- Webpages -- 4: Process Versus Content -- 4.1 The Process of Negotiation -- 4.1.1 Skilled Negotiators Ask More Questions Than Unskilled Negotiators -- 4.1.2 Apply the Power of Questions -- 4.1.3 How To Answer the OP's Questions -- 4.1.4 Apply the Pause Button -- 4.1.5 Apply Positive or Cooperative Words -- 4.1.5.1 More on the Power of Words -- 4.1.5.2 How You Say the Word(s) Too Counts -- 4.1.6 Apply Listening -- 4.1.7 Apply Pressure or Work Things Out In A More Relaxed Pace (Time) -- 4.1.8 Be Aware and Apply of the Process of Counter-offer -- 4.1.9 Feel Powerful! -- 4.1.10 Apply the Psychological Process when Dealing with the OP's Objections -- 4.1.11 Give Your OP Face... and Take Notes -- 4.1.12 It's Not Just What You Say or Give, But Do Stress the Benefits Please -- 4.1.13 Before You Present, Plan the Delivery (Make Your Presentation Persuasive) -- 4.1.14 Before You Present Your News, Think of the Delivery -- 4.1.15 Apply Agendas (Discussion Items) as a Process Aid -- 4.1.16 How Do You Give Feedback? -- 4.1.17 Practice Is Everything -- 4.2 The Content of the Negotiation -- 4.3 Checkpoint -- 4.4 In Your OP's Shoes-OP Needs -- 4.5 More Exercises and Practices -- 4.6 Checklist -- References -- 5: Some Sure-Fire Negotiation Techniques and Tactics -- 5.1 Introduction -- 5.2 Negotiation Techniques and Tactics -- 5.3 The Dangers of Verbal Agreements -- 5.4 How to Negotiate like a Child? 5.4.1 Present Yourself as the Little Child, or Better Still, an Orphan in Need of Help -- 5.4.2 Appeal to Sympathy and/or Act Forlorn -- 5.4.3 Throw a Tantrum or the Stomping Tactic -- 5.4.4 Change the Subject: As you Wish -- 5.4.5 Take Back What You Have Given to Other Party -- 5.4.6 Appeal and Win Via Cuteness -- 5.4.7 Simply Cry -- 5.4.8 Make a Wild, Frightening Threat or a Cluster of Threats -- 5.4.9 Section Conclusion -- 5.5 Checkpoint -- References -- Webpages -- 6: Chinese Strategies and Tactical Ways -- 6.1 Introduction -- 6.2 Fu Lu Shou (Wealth, Prosperity and Longevity) -- 6.2.1 The Fu Lu Shou Negotiation Thinking -- 6.3 Tai chi and Negotiation -- 6.3.1 The Tai Chi Negotiator -- 6.4 The 36 Stratagems of Ancient China -- 6.5 Chinese Warring Gods and their Ways in Negotiation -- 6.5.1 Sworn Brothers -- 6.5.2 Guan Kong's Loyal but Demanding Ways -- 6.5.3 Liu Bei's Soft Style -- 6.5.4 Softness Is Not Powerlessness -- 6.5.5 Zhang Fei, God of Butchers and His Ways -- 6.5.6 Opening Moves -- 6.5.7 Beware of Unethical Negotiation Ways -- 6.6 The Kirin Negotiation Thinking/the Kirin Negotiator -- 6.7 Concluding Remarks -- 6.8 Checkpoint -- References -- 7: Japanese Strategies and Tactical Ways -- 7.1 Introduction -- 7.2 Negotiation, the Way of the Samurai -- 7.2.1 Who Were the Samurai? -- 7.2.2 Making a Friend of Fear -- 7.2.3 Applying Universal Love and Benevolence -- 7.2.4 Controlling Oneself -- 7.2.5 Being Soft -- 7.2.6 Adopting Style Flexibility -- 7.2.7 Being Resilient -- 7.2.7.1 Concluding Remarks -- 7.3 Applying Aikido in Negotiations: Becoming a Better Negotiator -- 7.3.1 Understanding Aikido -- 7.3.1.1 "Centring": Being Detached and Practising Non-attachment -- 7.3.1.2 Owning the Court -- 7.3.1.3 Being Prepared and Adopting Ma-ai (Choosing the Appropriate Distance) 7.3.1.4 Tapping the OP's Own Energy -- 7.3.1.5 Taking the Hit as a Gift -- 7.3.1.6 Being Aware of the OP's Strength While Not Underestimating Him -- 7.3.1.7 Tapping Energy (Ki) from Softness -- 7.3.1.8 Respecting the OP -- 7.3.1.9 Applying Creativity -- 7.3.1.10 Growing Power -- 7.3.2 Aikido and Being Tough -- 7.4 Negotiating with the Japanese -- 7.5 Checkpoint -- References -- 8: Indian Negotiation Strategies and Tactical Ways -- 8.1 Introduction -- 8.2 The Indian Kathakali Dance and Negotiation -- 8.2.1 Applying Rationality -- 8.2.2 Bottom-Line Matters -- 8.2.3 Strong Planning Prevails -- 8.2.4 Integrity Is Valued -- 8.2.5 Teamwork Is Stressed -- 8.3 The Hindu Trinity -- 8.3.1 The Brahmanic Negotiator -- 8.3.2 The Vishnu Negotiator -- 8.3.3 The Shiva Negotiator -- 8.4 Hanuman and Negotiation -- 8.5 Bhagavad Gita and the Art of Negotiation -- 8.6 Some Practical Tips -- 8.7 Checkpoint -- References -- 9: Negotiation and the Martial Arts, Mastering the Art of Effective Persuasion: The Asian Perspective -- 9.1 Introduction -- 9.2 Similarities of Martial Arts and Successful Negotiation Ways -- 9.3 Checkpoint -- References -- Websites -- 10: Deadlock Breaking and Concession Making -- 10.1 Why Do Deadlocks Occur? -- 10.1.1 How to Break a Deadlock? -- 10.1.2 RE-SCREAM -- 10.2 Concession-Making Principles -- 10.3 Checkpoint -- References -- 11: Negotiating with the Various Types of Negotiators -- 11.1 Negotiating with a Man -- 11.1.1 Understanding Gender Differences -- 11.1.2 Getting Down to Business -- 11.1.3 Ascertaining Credibility First -- 11.1.4 Offering Nurturance -- 11.1.5 Adopting a "More Direct" Communication Style -- 11.1.6 Speaking in the OP's Language -- 11.2 Negotiating with a Woman -- 11.2.1 Understanding Gender Differences -- 11.2.2 Showing to Be More Relational, Cooperative and Collaborative 11.2.3 Attempting to Be More Nurturing -- 11.2.4 Adopting a "Less Direct" Communication Style -- 11.2.5 Speaking in the OP's Language -- 11.3 Negotiating with an Angry Person -- 11.4 Negotiating with an OP Who Cannot Afford (Who's Afraid) to Lose -- 11.4.1 Prepare by Knowing Your Bare Minimum (MiniMax) and by Having Several Variables You Can Work with During the Negotiation -- 11.4.2 Keep Track of the Issues Requiring Discussion -- 11.4.3 Stress on the Value, Benefits and Gains to OP -- 11.4.4 When Under Attack, Wise Up and Listen: But Listen First! -- 11.4.5 Assert or Establish Your (Company's) Needs -- 11.4.6 Be Determined to Seek and Commit to a Solution -- 11.4.7 Leave the Most Difficult Issues for Last -- 11.4.8 Start High But Do Salami-Slicing Slowly -- 11.5 Negotiating with a Quiet or an Introvert Person -- 11.6 Negotiating with a Noisy or an Extrovert Person -- 11.7 Negotiating with a Sensing Person -- 11.8 Negotiating with an Intuitive Person -- 11.9 Negotiating with a Thinking-Orientated Person -- 11.10 Negotiating with a Feeling-Orientated, Relationship-Based Person -- 11.11 Negotiating with a Judging Person -- 11.12 Negotiating with a Perceiving Person -- 11.13 Negotiating with an Egoistic Person -- 11.14 Negotiating with a Stubborn Person -- 11.15 Negotiating with a Difficult, Aggressive Person -- 11.16 Negotiating with an Impatient Person -- 11.17 Negotiating with a Storyteller -- 11.18 Negotiating with a Crackpot -- 11.19 Negotiating with a Victim-Negotiator -- 11.20 Negotiating with the Non-Negotiator -- 11.21 Negotiating with a Petty Person -- 11.22 Negotiating with a Distracting Negotiator -- 11.23 Negotiating with the Mama (Papa) Drama Negotiator -- 11.24 Negotiating with an Extreme Negotiator -- 11.25 Negotiating with a Boasting Negotiator -- 11.26 Negotiating with a Lying Negotiator 11.27 Negotiating with a Negotiator with a Baggage Negotiation in business-Asia Erscheint auch als Druck-Ausgabe Low, Kim Cheng Patrick Successfully Negotiating in Asia Cham : Springer International Publishing AG,c2020 9783030486549 |
| spellingShingle | Low, Kim Cheng Patrick Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types Intro -- Preface -- Endorsements -- Contents -- About the Author -- 1: What Is Negotiation? -- 1.1 Introduction -- 1.2 Definition of Negotiation -- 1.2.1 Successful Negotiation -- 1.3 Skilled Negotiators Seek to Build Common Ground -- 1.3.1 Knowing Yourself -- 1.3.2 Knowing your Business Well -- 1.3.3 Knowing Asia Well -- 1.3.4 Knowing the OP's Needs -- 1.4 Overwinning Is Bad! -- 1.4.1 Even If We Win -- 1.4.2 Making Sure that the OP Does Not Lose Face -- 1.4.3 Setting a Pleasant and Cooperative Atmosphere -- 1.5 Checkpoint -- References -- 2: Negotiation, the Relationship Way -- 2.1 Introduction -- 2.2 Prenegotiation Stage -- 2.2.1 Essential Prenegotiation Country Study -- 2.2.2 Prenegotiation Checklist -- 2.3 Postnegotiation Stage -- 2.3.1 More Lessons for Business Negotiations Based on Our Relationships with Our Spouse -- 2.3.2 Building Bridges -- 2.3.3 Humanising the Communication -- 2.3.4 Knowing, Contacting and Working with the Right People -- 2.3.5 Using the OP's Network to Influence the OP -- 2.3.6 Managing Your Body Language To Relate Well with Your OP -- 2.3.7 Read the OP's Body Language Too! -- 2.3.8 Showing Our Integrity and Building the OP's Trust in Us -- 2.4 Relating and Writing Persuasively To Influence the OP -- 2.5 Relating and the Modern World -- 2.6 Checkpoint -- 2.6.1 Essential Prenegotiation Country Study Checklist -- References -- 3: Preparation and Planning -- 3.1 Introduction -- 3.2 Set Your Goals -- 3.3 Know Yourself -- 3.4 Decide Who Is To Negotiate -- 3.5 Prepare Your Appearance, Dress and Manners -- 3.5.1 Plan Time/Timing for the Negotiation -- 3.5.2 Prepare in Advance for the Negotiation Place/Environment -- 3.5.3 Prepare a List of Questions To Ask -- 3.5.4 Prepare for the Words To Be Used -- 3.5.5 Decide on the Channels of Communication -- 3.5.6 Set the Agenda 3.6 Preparing for Negotiating with Someone from Another Culture -- 3.7 Special Mention of Indonesia: Capitalising on "Flexibility" -- 3.8 Sun Tzu, the Art of War and Negotiation -- 3.8.1 To Be Persuasive, One Needs to Be Better Prepared -- 3.8.2 The Effective Negotiator's Planning Essentials, Sun Tzu's Way -- 3.9 Summary and Section Conclusion -- 3.10 Checkpoint -- References -- Webpages -- 4: Process Versus Content -- 4.1 The Process of Negotiation -- 4.1.1 Skilled Negotiators Ask More Questions Than Unskilled Negotiators -- 4.1.2 Apply the Power of Questions -- 4.1.3 How To Answer the OP's Questions -- 4.1.4 Apply the Pause Button -- 4.1.5 Apply Positive or Cooperative Words -- 4.1.5.1 More on the Power of Words -- 4.1.5.2 How You Say the Word(s) Too Counts -- 4.1.6 Apply Listening -- 4.1.7 Apply Pressure or Work Things Out In A More Relaxed Pace (Time) -- 4.1.8 Be Aware and Apply of the Process of Counter-offer -- 4.1.9 Feel Powerful! -- 4.1.10 Apply the Psychological Process when Dealing with the OP's Objections -- 4.1.11 Give Your OP Face... and Take Notes -- 4.1.12 It's Not Just What You Say or Give, But Do Stress the Benefits Please -- 4.1.13 Before You Present, Plan the Delivery (Make Your Presentation Persuasive) -- 4.1.14 Before You Present Your News, Think of the Delivery -- 4.1.15 Apply Agendas (Discussion Items) as a Process Aid -- 4.1.16 How Do You Give Feedback? -- 4.1.17 Practice Is Everything -- 4.2 The Content of the Negotiation -- 4.3 Checkpoint -- 4.4 In Your OP's Shoes-OP Needs -- 4.5 More Exercises and Practices -- 4.6 Checklist -- References -- 5: Some Sure-Fire Negotiation Techniques and Tactics -- 5.1 Introduction -- 5.2 Negotiation Techniques and Tactics -- 5.3 The Dangers of Verbal Agreements -- 5.4 How to Negotiate like a Child? 5.4.1 Present Yourself as the Little Child, or Better Still, an Orphan in Need of Help -- 5.4.2 Appeal to Sympathy and/or Act Forlorn -- 5.4.3 Throw a Tantrum or the Stomping Tactic -- 5.4.4 Change the Subject: As you Wish -- 5.4.5 Take Back What You Have Given to Other Party -- 5.4.6 Appeal and Win Via Cuteness -- 5.4.7 Simply Cry -- 5.4.8 Make a Wild, Frightening Threat or a Cluster of Threats -- 5.4.9 Section Conclusion -- 5.5 Checkpoint -- References -- Webpages -- 6: Chinese Strategies and Tactical Ways -- 6.1 Introduction -- 6.2 Fu Lu Shou (Wealth, Prosperity and Longevity) -- 6.2.1 The Fu Lu Shou Negotiation Thinking -- 6.3 Tai chi and Negotiation -- 6.3.1 The Tai Chi Negotiator -- 6.4 The 36 Stratagems of Ancient China -- 6.5 Chinese Warring Gods and their Ways in Negotiation -- 6.5.1 Sworn Brothers -- 6.5.2 Guan Kong's Loyal but Demanding Ways -- 6.5.3 Liu Bei's Soft Style -- 6.5.4 Softness Is Not Powerlessness -- 6.5.5 Zhang Fei, God of Butchers and His Ways -- 6.5.6 Opening Moves -- 6.5.7 Beware of Unethical Negotiation Ways -- 6.6 The Kirin Negotiation Thinking/the Kirin Negotiator -- 6.7 Concluding Remarks -- 6.8 Checkpoint -- References -- 7: Japanese Strategies and Tactical Ways -- 7.1 Introduction -- 7.2 Negotiation, the Way of the Samurai -- 7.2.1 Who Were the Samurai? -- 7.2.2 Making a Friend of Fear -- 7.2.3 Applying Universal Love and Benevolence -- 7.2.4 Controlling Oneself -- 7.2.5 Being Soft -- 7.2.6 Adopting Style Flexibility -- 7.2.7 Being Resilient -- 7.2.7.1 Concluding Remarks -- 7.3 Applying Aikido in Negotiations: Becoming a Better Negotiator -- 7.3.1 Understanding Aikido -- 7.3.1.1 "Centring": Being Detached and Practising Non-attachment -- 7.3.1.2 Owning the Court -- 7.3.1.3 Being Prepared and Adopting Ma-ai (Choosing the Appropriate Distance) 7.3.1.4 Tapping the OP's Own Energy -- 7.3.1.5 Taking the Hit as a Gift -- 7.3.1.6 Being Aware of the OP's Strength While Not Underestimating Him -- 7.3.1.7 Tapping Energy (Ki) from Softness -- 7.3.1.8 Respecting the OP -- 7.3.1.9 Applying Creativity -- 7.3.1.10 Growing Power -- 7.3.2 Aikido and Being Tough -- 7.4 Negotiating with the Japanese -- 7.5 Checkpoint -- References -- 8: Indian Negotiation Strategies and Tactical Ways -- 8.1 Introduction -- 8.2 The Indian Kathakali Dance and Negotiation -- 8.2.1 Applying Rationality -- 8.2.2 Bottom-Line Matters -- 8.2.3 Strong Planning Prevails -- 8.2.4 Integrity Is Valued -- 8.2.5 Teamwork Is Stressed -- 8.3 The Hindu Trinity -- 8.3.1 The Brahmanic Negotiator -- 8.3.2 The Vishnu Negotiator -- 8.3.3 The Shiva Negotiator -- 8.4 Hanuman and Negotiation -- 8.5 Bhagavad Gita and the Art of Negotiation -- 8.6 Some Practical Tips -- 8.7 Checkpoint -- References -- 9: Negotiation and the Martial Arts, Mastering the Art of Effective Persuasion: The Asian Perspective -- 9.1 Introduction -- 9.2 Similarities of Martial Arts and Successful Negotiation Ways -- 9.3 Checkpoint -- References -- Websites -- 10: Deadlock Breaking and Concession Making -- 10.1 Why Do Deadlocks Occur? -- 10.1.1 How to Break a Deadlock? -- 10.1.2 RE-SCREAM -- 10.2 Concession-Making Principles -- 10.3 Checkpoint -- References -- 11: Negotiating with the Various Types of Negotiators -- 11.1 Negotiating with a Man -- 11.1.1 Understanding Gender Differences -- 11.1.2 Getting Down to Business -- 11.1.3 Ascertaining Credibility First -- 11.1.4 Offering Nurturance -- 11.1.5 Adopting a "More Direct" Communication Style -- 11.1.6 Speaking in the OP's Language -- 11.2 Negotiating with a Woman -- 11.2.1 Understanding Gender Differences -- 11.2.2 Showing to Be More Relational, Cooperative and Collaborative 11.2.3 Attempting to Be More Nurturing -- 11.2.4 Adopting a "Less Direct" Communication Style -- 11.2.5 Speaking in the OP's Language -- 11.3 Negotiating with an Angry Person -- 11.4 Negotiating with an OP Who Cannot Afford (Who's Afraid) to Lose -- 11.4.1 Prepare by Knowing Your Bare Minimum (MiniMax) and by Having Several Variables You Can Work with During the Negotiation -- 11.4.2 Keep Track of the Issues Requiring Discussion -- 11.4.3 Stress on the Value, Benefits and Gains to OP -- 11.4.4 When Under Attack, Wise Up and Listen: But Listen First! -- 11.4.5 Assert or Establish Your (Company's) Needs -- 11.4.6 Be Determined to Seek and Commit to a Solution -- 11.4.7 Leave the Most Difficult Issues for Last -- 11.4.8 Start High But Do Salami-Slicing Slowly -- 11.5 Negotiating with a Quiet or an Introvert Person -- 11.6 Negotiating with a Noisy or an Extrovert Person -- 11.7 Negotiating with a Sensing Person -- 11.8 Negotiating with an Intuitive Person -- 11.9 Negotiating with a Thinking-Orientated Person -- 11.10 Negotiating with a Feeling-Orientated, Relationship-Based Person -- 11.11 Negotiating with a Judging Person -- 11.12 Negotiating with a Perceiving Person -- 11.13 Negotiating with an Egoistic Person -- 11.14 Negotiating with a Stubborn Person -- 11.15 Negotiating with a Difficult, Aggressive Person -- 11.16 Negotiating with an Impatient Person -- 11.17 Negotiating with a Storyteller -- 11.18 Negotiating with a Crackpot -- 11.19 Negotiating with a Victim-Negotiator -- 11.20 Negotiating with the Non-Negotiator -- 11.21 Negotiating with a Petty Person -- 11.22 Negotiating with a Distracting Negotiator -- 11.23 Negotiating with the Mama (Papa) Drama Negotiator -- 11.24 Negotiating with an Extreme Negotiator -- 11.25 Negotiating with a Boasting Negotiator -- 11.26 Negotiating with a Lying Negotiator 11.27 Negotiating with a Negotiator with a Baggage Negotiation in business-Asia |
| title | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_auth | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_exact_search | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_exact_search_txtP | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_full | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_fullStr | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_full_unstemmed | Successfully Negotiating in Asia 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| title_short | Successfully Negotiating in Asia |
| title_sort | successfully negotiating in asia 36 success pathways to arguing well and dealing with various negotiator types |
| title_sub | 36 Success Pathways to Arguing Well and Dealing with Various Negotiator Types |
| topic | Negotiation in business-Asia |
| topic_facet | Negotiation in business-Asia |
| work_keys_str_mv | AT lowkimchengpatrick successfullynegotiatinginasia36successpathwaystoarguingwellanddealingwithvariousnegotiatortypes |