Steven Cohen's Negotiating Skills for Managers PDF

By Steven Cohen

Now translated into 9 languages! This reader-friendly, icon-rich sequence is needs to interpreting for all managers at each point. All managers, no matter if fresh to their positions or good tested within the company hierarchy, can use a bit "brushing up" from time to time. The skills-based Briefcase Books sequence is full of rules and techniques to aid managers turn into extra able, effective, potent, and useful to their organisations. nearly every thing in enterprise is negotiated, and the facility to barter robust agreements and understandings is between trendy most respected skills. Negotiating talents for Managers explains tips on how to determine an outstanding pre-negotiation origin, subtly advisor the negotiation, and continuously set and attain passable ambitions. From moving one's latest strengths to the negotiating desk to keeping off universal negotiating error, it unearths battle-proven steps for attaining own and organizational goals in each negotiation.

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Sample text

By drawing upon contributions from more than one source of ideas or assets, it yields a fabric that has greater durability than an agreement that has only drawn its ideas from one side. ❏ Positional bargaining, the “my way or the highway” approach, locks a negotiator into a situation in which he will risk losing face if he backs down from what he has stated he wants. ❏ Interest-based negotiation focuses on the underlying reasons behind each negotiator’s objectives. Opening yourself to considering how other parties’ ideas may serve your interests as well as—or better than—your initial idea increases the likelihood you will gain from the process.

On the other hand, someone who swaggers into a negotiation with an attitude of arrogance is likely to be viewed as offensive. Arrogant negotiators with strong BATNAs can generate a personal dislike that may increase the other parties’ motivation to negotiate more aggressively in order to teach the arrogant negotiator a lesson. whether confidence itself is a measurable element of their BATNA. If you examine your negotiation experience, however, you will probably recognize that whenever you have run across negotiators who exude confidence, the balance of power is tipped further in their direction.

As these mation that can provide details can change fairly quickly, purmeaningful clues on how suing information to do reality checks to go forward with the can serve your interests significantly. negotiation. The Dynamic BATNA Every time we gain information during the negotiation process, our BATNA changes. This dynamic quality of our BATNA is critical to understand. Keeping track of our BATNA while we negotiate is crucial to knowing whether we are wasting our time or whether continuing negotiation is a good idea.

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