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Book
xxi, 258 pages : illustrations ; 25 cm
  • Part One: The basics. Why aren't you negotiating? : the choice to negotiate ; Creating common ground : the infrastructure of negotiation ; Creating and claiming value : the value of the exchange ; Value creating : the integrative potential in negotiations ; Mapping out the negotiation : what you don't know can really hurt you ; It takes at least two to tango : thinking strategically in negotiation
  • Part Two: The negotiation. Who should make the first offer? : is s(he) who speaks first truly lost? ; Managing the negotiation : supplementing and verifying what you (think you) know ; Concede or else! : the influence of promises and threats ; Should you let them see you sweat (or cry)? : emotions in negotiation ; Power : having it---or not--and getting more ; Multiparty negotiations : the more the merrier? ; Auctions : lots more than two ; Bringing it home : making the deal real.
Almost every interaction involves negotiation, yet we often miss the cues that would allow us to make the most of these exchanges. In Getting (More of) What You Want, Margaret Neale and Thomas Lys draw on the latest advances in psychology and economics to provide new strategies for anyone shopping for a car, lobbying for a raise, or simply haggling over who takes out the trash. Getting (More of) What You Want shows how inexperienced negotiators regularly leave significant value on the table--and reveals how you can claim it.
(source: Nielsen Book Data)9780465050727 20160618
Forget about 'getting to yes' - in most negotiations, we can get what we want. Drawing on the latest research in psychology and behavioural economics, Getting (More of) What You Want shows us how new behavioural models allow negotiators to move past the outdated "win-win" approach and find the most advantageous outcome for each and every negotiation. Be it with colleagues, superiors, spouses, friends, enemies, estate agents or market traders, negotiation is present in almost every social interaction. Neale and Lys's detailed analysis of economics, psychology, and strategic thinking show that, by taking into account rational behaviour and irrational biases - and learning how best to exploit that - anyone can become a more successful, more effective negotiator. Find out: when to negotiate and when to walk away; how to know what a good deal is; when to make the first offer and when to wait; the difference between aspiration and expectation; and why meeting in the middle can be the worst of all possible deals. Drawing on three decades of ground-breaking empirical research, Getting (More of) What You Want reveals the counterintuitive methods used by successful negotiators to get everything they want - and more.
(source: Nielsen Book Data)9781781253458 20160618
Business Library
OB-381-01, OB-581-01-02, OB-581-01-02
Book
xxix, 204 p. : ill. ; 20 cm
  • Ch. 1. Don't Bargain Over Positions
  • Ch. 2. Separate the People from the Problem
  • Ch. 3. Focus on Interests, Not Positions
  • Ch. 4. Invent Options for Mutual Gain
  • Ch. 5. Insist on Using Objective Criteria
  • Ch. 6. What If They Are More Powerful? (Develop Your BATNA - Best Alternative To A Negotiated Agreement)
  • Ch. 7. What If They Won't Play? (Use Negotiation Jujitsu)
  • Ch. 8. What If They Use Dirty Tricks? (Taming the Hard Bargainer)
"Since it was first published in 1981 Getting to Yes has become a central book in the Business Canon: the key text on the psychology of negotiation. Its message of "principled negotiations"--finding acceptable compromise by determining which needs are fixed and which are flexible for negotiating parties--has influenced generations of businesspeople, lawyers, educators and anyone who has sought to achieve a win-win situation in arriving at an agreement. It has sold over 8 million copies worldwide in 30 languages, and since it was first published by Penguin in 1991 (a reissue of the original addition with Bruce Patton as additional coauthor) has sold over 2.5 million copies--which places it as the #10 bestselling title overall in Penguin Books, and #3 bestselling nonfiction title overall. We have recently relicensed the rights to Getting to Yes, and will be doing a new revised edition--a 30th anniversary of the original publication and 20th of the Penguin edition. The authors will be bringing the book up to date with new material and a assessment of the legacy and achievement of Getting to Yes after three decades"-- Provided by publisher.
Business Library
OB-381-01
Book
1 online resource.
  • Don't bargain over positions
  • Separate the people from the problem
  • Focus on interests, not positions
  • Invent options for mutual gain
  • Insist on using objective criteria
  • What if they are more powerful? (Develop your BATNA
  • Best Alternative to a Negotiated Agreement)
  • What if they won't play? (Use negotiation jujitsu)
  • What if they use dirty tricks? (Taming the hard bargainer).
EBSCOhost Access limited to one user.
Business Library
OB-381-01
Book
xii, 196 p. : ill ; 24 cm.
Most managers tend to behave irrationally in negotiations, according to the authors of this book. For example, managers tend to be overconfident, to recklessly escalate previous commitments, and fail to consider the tactics of the other party. Drawing on their research, the authors show how we are prisoners of our own assumptions. They identify strategies to avoid these pitfalls in negotiating by concentrating on opponents' behaviour and developing the ability to recognize individual limitations and biases. They explain how to think rationally about the choice of reaching an agreement versus reaching an impasse.
(source: Nielsen Book Data)9780029019856 20160527
Business Library
OB-381-01