The Negotiation Book: your definitive guide to successful negotiating
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Capstone, a Wiley brand
2023
|
| Ausgabe: | Third edition |
| Schlagworte: | |
| Online-Zugang: | DE-860 DE-2070s Volltext |
| Beschreibung: | 1 Online-Ressource (xvii, 254 Seiten) Illustrationen, Diagramme |
| ISBN: | 9780857089526 9780857089519 |
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| 245 | 1 | 0 | |a The Negotiation Book |b your definitive guide to successful negotiating |c Steve Gates |
| 250 | |a Third edition | ||
| 264 | 1 | |a Hoboken, NJ |b Capstone, a Wiley brand |c 2023 | |
| 300 | |a 1 Online-Ressource (xvii, 254 Seiten) |b Illustrationen, Diagramme | ||
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- About the Author -- Acknowledgments -- Preface - Context and Relevance -- Chapter 1 So You Think You Can Negotiate? -- So What is Negotiation? -- Why bother negotiating? -- Proactivity and control -- Becoming comfortable with being uncomfortable -- The Need for Satisfaction -- Negotiating versus selling -- Personal Values -- The case for collaboration -- Honesty with Yourself -- The four challenges we face -- Now Do This! -- Chapter 2 Virtual Negotiating -- And What of Trust? -- The Risk of the Written Word -- Time: -- Messaging is easy yet can Prove Compromising -- Now Do This! -- Chapter 3 The Negotiation Clock Face -- Why are There so Many Different Ways to Negotiate a Deal? -- How the Negotiation Clock Face works -- The negotiation environment -- Bartering: 1 o'clock -- Haggling/Bidding: 2-3 o'clock -- Hard bargaining: 4 o'clock -- Dealing: 5 - 6 o'clock -- Concession trading: 6 - 7 o'clock -- Win-win: 8 o'clock -- Partnership joint problem solving: 9 - 10 o'clock -- Relationship building: 10 - 12 o'clock -- Back to bartering (1 o'clock) -- Exploring the reality of partnerships -- Now Do This! -- Chapter 4 Why Power Matters -- What do we Mean by Power? -- Why the balance of power matters -- How does Power Influence Negotiations? -- Influencing factors -- 1. The level of dependency -- Creating Options -- 2. The power of the brand and the relative size of both parties -- 3. History/precedents -- 4. Competitor activity and market conditions -- 5. The party with more time -- Taking Control of Time and Circumstances -- 6. The nature of the product, service or contract -- 7. Personal relationships -- Information is Power -- Its Worth is Whatever They will Agree to -- Tactical Play -- Now Do This! -- Chapter 5 Time - The Distinct Advantage -- The Time Machine | |
| 505 | 8 | |a Managing with Two Clocks and Sometimes Many More -- Placing a Value on Time and Flexibility -- The Consumer Seeks Flexibility -- Time Linked Dynamic Pricing -- Triggers and Change -- Time can Represent Risk and Uncertainty -- Now Do This! -- Chapter 6 The Ten Negotiation Traits -- 1. Nerve -- Believe in your position, never offend, and always remain calm -- 2. Self-Discipline -- To understand what to do, and to do that which is appropriate -- 3. Tenacity -- The negotiator's equivalent to stamina -- 4. Assertiveness -- Tell them what you will do, not what you won't do -- 5. Instinct -- Trust it - you will be right more often than not -- 6. Caution -- If it seems too good to be true, it probably is -- 7. Curiosity -- Asking why because you want and need to know -- 8. Numerical Reasoning -- Know what it's really worth, know what it really costs -- 9. Creativity -- Exploring and building on possibilities -- 10. Humility -- It is people who make agreements and humility which breeds respect -- Now Do This! -- Chapter 7 The 14 Behaviors that Make the Difference -- The 14 Behaviors -- 1. Thinking clearly when faced with conflict -- 2. Do not allow your sense of fairness to influence behavior -- 3. Maintaining your self-control, using silence and manage discomfort -- 4. Opening extreme yet realistically to shift their expectations -- 5. Reading their break point -- 6. Listening and interpreting the meaning behind the words -- 7. Planning and preparing using all information available -- 8. Questioning effectively -- 9. Trading concessions effectively and conditionally -- 10. Applying analytical skills to manage the value of the deal as the negotiation unfolds -- 11. Creating and maintaining the appropriate climate for trust -- 12. Developing and using your agenda to help control the negotiation proceedings | |
| 505 | 8 | |a 13. Thinking creatively to develop proposals that help move the deal forward -- 14. Exploring options to help gain agreement -- Now Do this! -- Chapter 8 The "E" Factor -- The Effect of Human Emotion on Negotiation -- The role of emotion -- Conscious Competent -- Your Values -- Emotional Intelligence -- The Art of Losing -- Managing the Emotional Need for Satisfaction -- Trust, Tactics, and Emotions -- Visible Emotion -- Emotional ego -- Now Do This! -- Chapter 9 Authority and Empowerment -- Understanding Empowerment -- How empowered are they? -- Being disempowered -- Fully empowered individuals can become particularly dangerous -- Being partially empowered -- Your Boss can be your Worst Enemy -- Who is in the background? -- Gaining "in principle" agreements -- Starting with Top-to-Top Agreements -- Empowerment within Team Roles -- More than four -- Getting Empowered before you Start -- Decision-Making Authority -- Linking empowerment to accountability -- Empowerment and Scope to Create Value -- The importance of defining value -- Now Do This! -- Chapter 10 Tactics and Values -- A Question of Choices and Personal Style -- Personal attributes -- Risky attributes -- What are Tactics? -- When do tactics usually come into play? -- Dealing with tactics and when to use them -- Now Do This! -- Chapter 11 Planning and Preparation That Helps You to Build Value -- Each and Every Deal is Unique -- Understanding Value -- The three dynamics of value -- What do we mean by total value? -- A Great Price Often Leads to a Lousy Deal -- The Seven Primary Variables -- Working with Variables -- Knowing what Variables you Have to Work with -- Attaching triggers to variables -- Risk as a Negotiable -- Protecting the value -- Accountability -- Risk is different for different people -- Managing compliance and performance -- Preparing to Manage Complexity | |
| 505 | 8 | |a Exploring all possibilities -- Taking your time and being patient -- Being open to new ideas -- Agreeing in principle -- Changing the shape of the deal - repackaging -- Planning from a Practical Perspective -- The process -- Trade-storming -- Trade surveyor -- Issue map -- Agenda -- The move planner -- The record of offers -- Now Do This! -- Final Thoughts -- About The Gap Partnership -- Index -- EULA. | |
| 650 | 4 | |a Negotiation in business | |
| 650 | 4 | |a Negotiation in business—Case studies | |
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Datensatz im Suchindex
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| author | Gates, Steve |
| author_GND | (DE-588)1209283565 |
| author_facet | Gates, Steve |
| author_role | aut |
| author_sort | Gates, Steve |
| author_variant | s g sg |
| building | Verbundindex |
| bvnumber | BV048632896 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
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| callnumber-search | HD58.6 .G38 2023 HD58.6 |
| callnumber-sort | HD 258.6 G38 42023 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | CV 3500 AK 39700 QP 300 AP 15500 |
| collection | ZDB-30-PQE ZDB-325-VSB |
| contents | Cover -- Title Page -- Copyright Page -- Contents -- About the Author -- Acknowledgments -- Preface - Context and Relevance -- Chapter 1 So You Think You Can Negotiate? -- So What is Negotiation? -- Why bother negotiating? -- Proactivity and control -- Becoming comfortable with being uncomfortable -- The Need for Satisfaction -- Negotiating versus selling -- Personal Values -- The case for collaboration -- Honesty with Yourself -- The four challenges we face -- Now Do This! -- Chapter 2 Virtual Negotiating -- And What of Trust? -- The Risk of the Written Word -- Time: -- Messaging is easy yet can Prove Compromising -- Now Do This! -- Chapter 3 The Negotiation Clock Face -- Why are There so Many Different Ways to Negotiate a Deal? -- How the Negotiation Clock Face works -- The negotiation environment -- Bartering: 1 o'clock -- Haggling/Bidding: 2-3 o'clock -- Hard bargaining: 4 o'clock -- Dealing: 5 - 6 o'clock -- Concession trading: 6 - 7 o'clock -- Win-win: 8 o'clock -- Partnership joint problem solving: 9 - 10 o'clock -- Relationship building: 10 - 12 o'clock -- Back to bartering (1 o'clock) -- Exploring the reality of partnerships -- Now Do This! -- Chapter 4 Why Power Matters -- What do we Mean by Power? -- Why the balance of power matters -- How does Power Influence Negotiations? -- Influencing factors -- 1. The level of dependency -- Creating Options -- 2. The power of the brand and the relative size of both parties -- 3. History/precedents -- 4. Competitor activity and market conditions -- 5. The party with more time -- Taking Control of Time and Circumstances -- 6. The nature of the product, service or contract -- 7. Personal relationships -- Information is Power -- Its Worth is Whatever They will Agree to -- Tactical Play -- Now Do This! -- Chapter 5 Time - The Distinct Advantage -- The Time Machine Managing with Two Clocks and Sometimes Many More -- Placing a Value on Time and Flexibility -- The Consumer Seeks Flexibility -- Time Linked Dynamic Pricing -- Triggers and Change -- Time can Represent Risk and Uncertainty -- Now Do This! -- Chapter 6 The Ten Negotiation Traits -- 1. Nerve -- Believe in your position, never offend, and always remain calm -- 2. Self-Discipline -- To understand what to do, and to do that which is appropriate -- 3. Tenacity -- The negotiator's equivalent to stamina -- 4. Assertiveness -- Tell them what you will do, not what you won't do -- 5. Instinct -- Trust it - you will be right more often than not -- 6. Caution -- If it seems too good to be true, it probably is -- 7. Curiosity -- Asking why because you want and need to know -- 8. Numerical Reasoning -- Know what it's really worth, know what it really costs -- 9. Creativity -- Exploring and building on possibilities -- 10. Humility -- It is people who make agreements and humility which breeds respect -- Now Do This! -- Chapter 7 The 14 Behaviors that Make the Difference -- The 14 Behaviors -- 1. Thinking clearly when faced with conflict -- 2. Do not allow your sense of fairness to influence behavior -- 3. Maintaining your self-control, using silence and manage discomfort -- 4. Opening extreme yet realistically to shift their expectations -- 5. Reading their break point -- 6. Listening and interpreting the meaning behind the words -- 7. Planning and preparing using all information available -- 8. Questioning effectively -- 9. Trading concessions effectively and conditionally -- 10. Applying analytical skills to manage the value of the deal as the negotiation unfolds -- 11. Creating and maintaining the appropriate climate for trust -- 12. Developing and using your agenda to help control the negotiation proceedings 13. Thinking creatively to develop proposals that help move the deal forward -- 14. Exploring options to help gain agreement -- Now Do this! -- Chapter 8 The "E" Factor -- The Effect of Human Emotion on Negotiation -- The role of emotion -- Conscious Competent -- Your Values -- Emotional Intelligence -- The Art of Losing -- Managing the Emotional Need for Satisfaction -- Trust, Tactics, and Emotions -- Visible Emotion -- Emotional ego -- Now Do This! -- Chapter 9 Authority and Empowerment -- Understanding Empowerment -- How empowered are they? -- Being disempowered -- Fully empowered individuals can become particularly dangerous -- Being partially empowered -- Your Boss can be your Worst Enemy -- Who is in the background? -- Gaining "in principle" agreements -- Starting with Top-to-Top Agreements -- Empowerment within Team Roles -- More than four -- Getting Empowered before you Start -- Decision-Making Authority -- Linking empowerment to accountability -- Empowerment and Scope to Create Value -- The importance of defining value -- Now Do This! -- Chapter 10 Tactics and Values -- A Question of Choices and Personal Style -- Personal attributes -- Risky attributes -- What are Tactics? -- When do tactics usually come into play? -- Dealing with tactics and when to use them -- Now Do This! -- Chapter 11 Planning and Preparation That Helps You to Build Value -- Each and Every Deal is Unique -- Understanding Value -- The three dynamics of value -- What do we mean by total value? -- A Great Price Often Leads to a Lousy Deal -- The Seven Primary Variables -- Working with Variables -- Knowing what Variables you Have to Work with -- Attaching triggers to variables -- Risk as a Negotiable -- Protecting the value -- Accountability -- Risk is different for different people -- Managing compliance and performance -- Preparing to Manage Complexity Exploring all possibilities -- Taking your time and being patient -- Being open to new ideas -- Agreeing in principle -- Changing the shape of the deal - repackaging -- Planning from a Practical Perspective -- The process -- Trade-storming -- Trade surveyor -- Issue map -- Agenda -- The move planner -- The record of offers -- Now Do This! -- Final Thoughts -- About The Gap Partnership -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC7151829 (ZDB-30-PAD)EBC7151829 (ZDB-89-EBL)EBL7151829 (OCoLC)1357533973 (DE-599)BVBBV048632896 |
| dewey-full | 658.4/052 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/052 |
| dewey-search | 658.4/052 |
| dewey-sort | 3658.4 252 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Allgemeines Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie |
| edition | Third edition |
| format | Electronic eBook |
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-- So What is Negotiation? -- Why bother negotiating? -- Proactivity and control -- Becoming comfortable with being uncomfortable -- The Need for Satisfaction -- Negotiating versus selling -- Personal Values -- The case for collaboration -- Honesty with Yourself -- The four challenges we face -- Now Do This! -- Chapter 2 Virtual Negotiating -- And What of Trust? -- The Risk of the Written Word -- Time: -- Messaging is easy yet can Prove Compromising -- Now Do This! -- Chapter 3 The Negotiation Clock Face -- Why are There so Many Different Ways to Negotiate a Deal? -- How the Negotiation Clock Face works -- The negotiation environment -- Bartering: 1 o'clock -- Haggling/Bidding: 2-3 o'clock -- Hard bargaining: 4 o'clock -- Dealing: 5 - 6 o'clock -- Concession trading: 6 - 7 o'clock -- Win-win: 8 o'clock -- Partnership joint problem solving: 9 - 10 o'clock -- Relationship building: 10 - 12 o'clock -- Back to bartering (1 o'clock) -- Exploring the reality of partnerships -- Now Do This! -- Chapter 4 Why Power Matters -- What do we Mean by Power? 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Self-Discipline -- To understand what to do, and to do that which is appropriate -- 3. Tenacity -- The negotiator's equivalent to stamina -- 4. Assertiveness -- Tell them what you will do, not what you won't do -- 5. Instinct -- Trust it - you will be right more often than not -- 6. Caution -- If it seems too good to be true, it probably is -- 7. Curiosity -- Asking why because you want and need to know -- 8. Numerical Reasoning -- Know what it's really worth, know what it really costs -- 9. Creativity -- Exploring and building on possibilities -- 10. Humility -- It is people who make agreements and humility which breeds respect -- Now Do This! -- Chapter 7 The 14 Behaviors that Make the Difference -- The 14 Behaviors -- 1. Thinking clearly when faced with conflict -- 2. Do not allow your sense of fairness to influence behavior -- 3. Maintaining your self-control, using silence and manage discomfort -- 4. Opening extreme yet realistically to shift their expectations -- 5. Reading their break point -- 6. Listening and interpreting the meaning behind the words -- 7. Planning and preparing using all information available -- 8. Questioning effectively -- 9. Trading concessions effectively and conditionally -- 10. Applying analytical skills to manage the value of the deal as the negotiation unfolds -- 11. Creating and maintaining the appropriate climate for trust -- 12. Developing and using your agenda to help control the negotiation proceedings</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">13. Thinking creatively to develop proposals that help move the deal forward -- 14. 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| id | DE-604.BV048632896 |
| illustrated | Illustrated |
| index_date | 2024-07-03T21:16:07Z |
| indexdate | 2025-06-13T14:00:47Z |
| institution | BVB |
| isbn | 9780857089526 9780857089519 |
| language | English |
| lccn | 2022040099 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034007914 |
| oclc_num | 1357533973 |
| open_access_boolean | |
| owner | DE-2070s DE-860 |
| owner_facet | DE-2070s DE-860 |
| physical | 1 Online-Ressource (xvii, 254 Seiten) Illustrationen, Diagramme |
| psigel | ZDB-30-PQE ZDB-325-VSB ZDB-325-VSB FLA_Kauf ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Capstone, a Wiley brand |
| record_format | marc |
| spelling | Gates, Steve Verfasser (DE-588)1209283565 aut The Negotiation Book your definitive guide to successful negotiating Steve Gates Third edition Hoboken, NJ Capstone, a Wiley brand 2023 1 Online-Ressource (xvii, 254 Seiten) Illustrationen, Diagramme txt rdacontent c rdamedia cr rdacarrier Cover -- Title Page -- Copyright Page -- Contents -- About the Author -- Acknowledgments -- Preface - Context and Relevance -- Chapter 1 So You Think You Can Negotiate? -- So What is Negotiation? -- Why bother negotiating? -- Proactivity and control -- Becoming comfortable with being uncomfortable -- The Need for Satisfaction -- Negotiating versus selling -- Personal Values -- The case for collaboration -- Honesty with Yourself -- The four challenges we face -- Now Do This! -- Chapter 2 Virtual Negotiating -- And What of Trust? -- The Risk of the Written Word -- Time: -- Messaging is easy yet can Prove Compromising -- Now Do This! -- Chapter 3 The Negotiation Clock Face -- Why are There so Many Different Ways to Negotiate a Deal? -- How the Negotiation Clock Face works -- The negotiation environment -- Bartering: 1 o'clock -- Haggling/Bidding: 2-3 o'clock -- Hard bargaining: 4 o'clock -- Dealing: 5 - 6 o'clock -- Concession trading: 6 - 7 o'clock -- Win-win: 8 o'clock -- Partnership joint problem solving: 9 - 10 o'clock -- Relationship building: 10 - 12 o'clock -- Back to bartering (1 o'clock) -- Exploring the reality of partnerships -- Now Do This! -- Chapter 4 Why Power Matters -- What do we Mean by Power? -- Why the balance of power matters -- How does Power Influence Negotiations? -- Influencing factors -- 1. The level of dependency -- Creating Options -- 2. The power of the brand and the relative size of both parties -- 3. History/precedents -- 4. Competitor activity and market conditions -- 5. The party with more time -- Taking Control of Time and Circumstances -- 6. The nature of the product, service or contract -- 7. Personal relationships -- Information is Power -- Its Worth is Whatever They will Agree to -- Tactical Play -- Now Do This! -- Chapter 5 Time - The Distinct Advantage -- The Time Machine Managing with Two Clocks and Sometimes Many More -- Placing a Value on Time and Flexibility -- The Consumer Seeks Flexibility -- Time Linked Dynamic Pricing -- Triggers and Change -- Time can Represent Risk and Uncertainty -- Now Do This! -- Chapter 6 The Ten Negotiation Traits -- 1. Nerve -- Believe in your position, never offend, and always remain calm -- 2. Self-Discipline -- To understand what to do, and to do that which is appropriate -- 3. Tenacity -- The negotiator's equivalent to stamina -- 4. Assertiveness -- Tell them what you will do, not what you won't do -- 5. Instinct -- Trust it - you will be right more often than not -- 6. Caution -- If it seems too good to be true, it probably is -- 7. Curiosity -- Asking why because you want and need to know -- 8. Numerical Reasoning -- Know what it's really worth, know what it really costs -- 9. Creativity -- Exploring and building on possibilities -- 10. Humility -- It is people who make agreements and humility which breeds respect -- Now Do This! -- Chapter 7 The 14 Behaviors that Make the Difference -- The 14 Behaviors -- 1. Thinking clearly when faced with conflict -- 2. Do not allow your sense of fairness to influence behavior -- 3. Maintaining your self-control, using silence and manage discomfort -- 4. Opening extreme yet realistically to shift their expectations -- 5. Reading their break point -- 6. Listening and interpreting the meaning behind the words -- 7. Planning and preparing using all information available -- 8. Questioning effectively -- 9. Trading concessions effectively and conditionally -- 10. Applying analytical skills to manage the value of the deal as the negotiation unfolds -- 11. Creating and maintaining the appropriate climate for trust -- 12. Developing and using your agenda to help control the negotiation proceedings 13. Thinking creatively to develop proposals that help move the deal forward -- 14. Exploring options to help gain agreement -- Now Do this! -- Chapter 8 The "E" Factor -- The Effect of Human Emotion on Negotiation -- The role of emotion -- Conscious Competent -- Your Values -- Emotional Intelligence -- The Art of Losing -- Managing the Emotional Need for Satisfaction -- Trust, Tactics, and Emotions -- Visible Emotion -- Emotional ego -- Now Do This! -- Chapter 9 Authority and Empowerment -- Understanding Empowerment -- How empowered are they? -- Being disempowered -- Fully empowered individuals can become particularly dangerous -- Being partially empowered -- Your Boss can be your Worst Enemy -- Who is in the background? -- Gaining "in principle" agreements -- Starting with Top-to-Top Agreements -- Empowerment within Team Roles -- More than four -- Getting Empowered before you Start -- Decision-Making Authority -- Linking empowerment to accountability -- Empowerment and Scope to Create Value -- The importance of defining value -- Now Do This! -- Chapter 10 Tactics and Values -- A Question of Choices and Personal Style -- Personal attributes -- Risky attributes -- What are Tactics? -- When do tactics usually come into play? -- Dealing with tactics and when to use them -- Now Do This! -- Chapter 11 Planning and Preparation That Helps You to Build Value -- Each and Every Deal is Unique -- Understanding Value -- The three dynamics of value -- What do we mean by total value? -- A Great Price Often Leads to a Lousy Deal -- The Seven Primary Variables -- Working with Variables -- Knowing what Variables you Have to Work with -- Attaching triggers to variables -- Risk as a Negotiable -- Protecting the value -- Accountability -- Risk is different for different people -- Managing compliance and performance -- Preparing to Manage Complexity Exploring all possibilities -- Taking your time and being patient -- Being open to new ideas -- Agreeing in principle -- Changing the shape of the deal - repackaging -- Planning from a Practical Perspective -- The process -- Trade-storming -- Trade surveyor -- Issue map -- Agenda -- The move planner -- The record of offers -- Now Do This! -- Final Thoughts -- About The Gap Partnership -- Index -- EULA. Negotiation in business Negotiation in business—Case studies Ratgeber (DE-588)4048476-2 gnd rswk-swf Verhandlungstechnik (DE-588)4134584-8 gnd rswk-swf Verhandlung (DE-588)4062875-9 gnd rswk-swf Rhetorik (DE-588)4076704-8 gnd rswk-swf Business & Economics/General Business & Economics/Business Communication/General Business & Economics/Negotiating Electronic books Verhandlung (DE-588)4062875-9 s Rhetorik (DE-588)4076704-8 s DE-604 Verhandlungstechnik (DE-588)4134584-8 s Ratgeber (DE-588)4048476-2 s Erscheint auch als Druck-Ausgabe Gates, Steve The Negotiation Book Hoboken, NJ : Capstone, a Wiley brand, [2023] 978-0-85708-950-2 (DE-604)BV049096061 https://resolver.vitalsource.com/9780857089526 Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | Gates, Steve The Negotiation Book your definitive guide to successful negotiating Cover -- Title Page -- Copyright Page -- Contents -- About the Author -- Acknowledgments -- Preface - Context and Relevance -- Chapter 1 So You Think You Can Negotiate? -- So What is Negotiation? -- Why bother negotiating? -- Proactivity and control -- Becoming comfortable with being uncomfortable -- The Need for Satisfaction -- Negotiating versus selling -- Personal Values -- The case for collaboration -- Honesty with Yourself -- The four challenges we face -- Now Do This! -- Chapter 2 Virtual Negotiating -- And What of Trust? -- The Risk of the Written Word -- Time: -- Messaging is easy yet can Prove Compromising -- Now Do This! -- Chapter 3 The Negotiation Clock Face -- Why are There so Many Different Ways to Negotiate a Deal? -- How the Negotiation Clock Face works -- The negotiation environment -- Bartering: 1 o'clock -- Haggling/Bidding: 2-3 o'clock -- Hard bargaining: 4 o'clock -- Dealing: 5 - 6 o'clock -- Concession trading: 6 - 7 o'clock -- Win-win: 8 o'clock -- Partnership joint problem solving: 9 - 10 o'clock -- Relationship building: 10 - 12 o'clock -- Back to bartering (1 o'clock) -- Exploring the reality of partnerships -- Now Do This! -- Chapter 4 Why Power Matters -- What do we Mean by Power? -- Why the balance of power matters -- How does Power Influence Negotiations? -- Influencing factors -- 1. The level of dependency -- Creating Options -- 2. The power of the brand and the relative size of both parties -- 3. History/precedents -- 4. Competitor activity and market conditions -- 5. The party with more time -- Taking Control of Time and Circumstances -- 6. The nature of the product, service or contract -- 7. Personal relationships -- Information is Power -- Its Worth is Whatever They will Agree to -- Tactical Play -- Now Do This! -- Chapter 5 Time - The Distinct Advantage -- The Time Machine Managing with Two Clocks and Sometimes Many More -- Placing a Value on Time and Flexibility -- The Consumer Seeks Flexibility -- Time Linked Dynamic Pricing -- Triggers and Change -- Time can Represent Risk and Uncertainty -- Now Do This! -- Chapter 6 The Ten Negotiation Traits -- 1. Nerve -- Believe in your position, never offend, and always remain calm -- 2. Self-Discipline -- To understand what to do, and to do that which is appropriate -- 3. Tenacity -- The negotiator's equivalent to stamina -- 4. Assertiveness -- Tell them what you will do, not what you won't do -- 5. Instinct -- Trust it - you will be right more often than not -- 6. Caution -- If it seems too good to be true, it probably is -- 7. Curiosity -- Asking why because you want and need to know -- 8. Numerical Reasoning -- Know what it's really worth, know what it really costs -- 9. Creativity -- Exploring and building on possibilities -- 10. Humility -- It is people who make agreements and humility which breeds respect -- Now Do This! -- Chapter 7 The 14 Behaviors that Make the Difference -- The 14 Behaviors -- 1. Thinking clearly when faced with conflict -- 2. Do not allow your sense of fairness to influence behavior -- 3. Maintaining your self-control, using silence and manage discomfort -- 4. Opening extreme yet realistically to shift their expectations -- 5. Reading their break point -- 6. Listening and interpreting the meaning behind the words -- 7. Planning and preparing using all information available -- 8. Questioning effectively -- 9. Trading concessions effectively and conditionally -- 10. Applying analytical skills to manage the value of the deal as the negotiation unfolds -- 11. Creating and maintaining the appropriate climate for trust -- 12. Developing and using your agenda to help control the negotiation proceedings 13. Thinking creatively to develop proposals that help move the deal forward -- 14. Exploring options to help gain agreement -- Now Do this! -- Chapter 8 The "E" Factor -- The Effect of Human Emotion on Negotiation -- The role of emotion -- Conscious Competent -- Your Values -- Emotional Intelligence -- The Art of Losing -- Managing the Emotional Need for Satisfaction -- Trust, Tactics, and Emotions -- Visible Emotion -- Emotional ego -- Now Do This! -- Chapter 9 Authority and Empowerment -- Understanding Empowerment -- How empowered are they? -- Being disempowered -- Fully empowered individuals can become particularly dangerous -- Being partially empowered -- Your Boss can be your Worst Enemy -- Who is in the background? -- Gaining "in principle" agreements -- Starting with Top-to-Top Agreements -- Empowerment within Team Roles -- More than four -- Getting Empowered before you Start -- Decision-Making Authority -- Linking empowerment to accountability -- Empowerment and Scope to Create Value -- The importance of defining value -- Now Do This! -- Chapter 10 Tactics and Values -- A Question of Choices and Personal Style -- Personal attributes -- Risky attributes -- What are Tactics? -- When do tactics usually come into play? -- Dealing with tactics and when to use them -- Now Do This! -- Chapter 11 Planning and Preparation That Helps You to Build Value -- Each and Every Deal is Unique -- Understanding Value -- The three dynamics of value -- What do we mean by total value? -- A Great Price Often Leads to a Lousy Deal -- The Seven Primary Variables -- Working with Variables -- Knowing what Variables you Have to Work with -- Attaching triggers to variables -- Risk as a Negotiable -- Protecting the value -- Accountability -- Risk is different for different people -- Managing compliance and performance -- Preparing to Manage Complexity Exploring all possibilities -- Taking your time and being patient -- Being open to new ideas -- Agreeing in principle -- Changing the shape of the deal - repackaging -- Planning from a Practical Perspective -- The process -- Trade-storming -- Trade surveyor -- Issue map -- Agenda -- The move planner -- The record of offers -- Now Do This! -- Final Thoughts -- About The Gap Partnership -- Index -- EULA. Negotiation in business Negotiation in business—Case studies Ratgeber (DE-588)4048476-2 gnd Verhandlungstechnik (DE-588)4134584-8 gnd Verhandlung (DE-588)4062875-9 gnd Rhetorik (DE-588)4076704-8 gnd |
| subject_GND | (DE-588)4048476-2 (DE-588)4134584-8 (DE-588)4062875-9 (DE-588)4076704-8 |
| title | The Negotiation Book your definitive guide to successful negotiating |
| title_auth | The Negotiation Book your definitive guide to successful negotiating |
| title_exact_search | The Negotiation Book your definitive guide to successful negotiating |
| title_exact_search_txtP | The Negotiation Book Your Definitive Guide to Successful Negotiating |
| title_full | The Negotiation Book your definitive guide to successful negotiating Steve Gates |
| title_fullStr | The Negotiation Book your definitive guide to successful negotiating Steve Gates |
| title_full_unstemmed | The Negotiation Book your definitive guide to successful negotiating Steve Gates |
| title_short | The Negotiation Book |
| title_sort | the negotiation book your definitive guide to successful negotiating |
| title_sub | your definitive guide to successful negotiating |
| topic | Negotiation in business Negotiation in business—Case studies Ratgeber (DE-588)4048476-2 gnd Verhandlungstechnik (DE-588)4134584-8 gnd Verhandlung (DE-588)4062875-9 gnd Rhetorik (DE-588)4076704-8 gnd |
| topic_facet | Negotiation in business Negotiation in business—Case studies Ratgeber Verhandlungstechnik Verhandlung Rhetorik |
| url | https://resolver.vitalsource.com/9780857089526 |
| work_keys_str_mv | AT gatessteve thenegotiationbookyourdefinitiveguidetosuccessfulnegotiating |