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Negotiation is not formulaic. How we negotiate is determined largely by the context in which the negotiation process takes place. Negotiation: Communication for Diverse Settings provides the reader with a comprehensive overview of the negotiation process as it applies to a wide variety of contexts. Skillfully weaving practitioner interviews and real world examples throughout the book, Michael Spangle and Myra Warren Isenhart emphasize the day-to-day relevance of negotiation skill. The authors provide knowledge vital to successful negotiation in a variety of situations, including interpersonal relations, the workplace, shopping and other consumer settings, community relations, and international affairs. Discussions of the moral and ethical dilemmas of negotiation-as well as the detail provided in various sections, such as international negotiations will undoubtedly prove useful to novice and seasoned negotiators alike. Features of this text Takes a communication perspective, analyzing the negotiation process and how different settings and elements affect negotiation strategies and techniques; Discusses the cultural context of conflict in U.S. society throughout; Introduces basic theoretical principles and practical steps in the negotiating process; Moves on a continuum from micro (interpersonal) to macro (international) levels of negotiation; Addresses the interpersonal skills necessary for effective negotiation, factors that cause negotiations to break down, and what to do when that happens; Includes "Professional Profiles" interviews with professional negotiators from a variety of backgrounds; Brings concepts to life for students through the use of boxed negotiation examples from a variety of contexts. Recommended for upper-level undergraduate and graduate students taking courses in conflict management and negotiation. Also useful for students in applied programs, such as training and adult education courses in management development, conflict management, and negotiation.
In a world where conflicts are commonplace and almost unavoidable, negotiation is recommended as the preferred approach for productively handling the outcomes of disputes. In addition, negotiation is recognized as an enabler of a constructive, grounded attitude toward conflict. This book advocates that perspective-taking is a superior competency to effectively understand the points of view of others, as well as a means to create a beneficial outcome to a conflict, attain sustainable business and solutions, and develop healthier relationships. The three central themes presented in this book: conflict, negotiation, and interpersonal perspective-taking, provide different important insights into the handling of disputes and the practice of negotiation. In-depth understanding of these themes enables the negotiator to forge a “three-dimensional” instrument for effective conflict management. The concept of conflict is first introduced, followed by an examination of the negotiation process, including negotiation strategies, negotiation phases, negotiation competencies, and styles. Considerable attention is then paid to interpersonal perspective-taking and its critical role in successful interpersonal negotiation strategies, before a theoretical discussion on negotiation research models concludes the book. The intent throughout this book is to empower the reader to make the best of every conflict situation and contribute to harmonious and respectful working environments. Every individual, employee, and leader is encouraged to become a proficient negotiator who seeks mutually productive and successful results. The mutual wins require careful consideration of the other’s perspective and interests. Although this work primarily addresses professional contexts, the principles and their applications are also highly useful for everyday situations.
Negotiation is the most important skill anyone in the business world can have today, because people must continually negotiate their jobs, responsibilities, and opportunities. Yet very few people know strategies for maximizing their outcomes in everyday and in more formal business situations. This volume provides a comprehensive overview of this emerging topic through original contributions from leaders in social psychology and negotiation research. All topics covered are core to the understanding of the negotiation process and include: decision-making and judgment, emotion and negotiation, motivation, and game theory.
The Social Psychology of Bargaining and Negotiation focuses on the integrative survey of work done in social psychology on the processes of negotiation and bargaining. The publication first takes a look at bargaining relationship, an overview of social psychological approaches to the study of bargaining, and the social components of bargaining structure. Discussions focus on the number of parties involved in the bargaining exchange, factors affecting bargaining effectiveness, structural and social psychological characteristics of bargaining relationships, and availability of third parties. The text then examines the issue components of bargaining structure and bargainers as individuals, including individual differences in personality and background, interpersonal orientation, issue incentive magnitude and reward structure, and intangible issues in bargaining. The book ponders on social influence and influence strategies and interdependence. Topics include motivational orientation, parameters of interdependence in bargaining, overall pattern of moves and countermoves, and appeals and demands. The publication is a valuable source of data for researchers interested in the social psychology of bargaining and negotiation.
In this groundbreaking Research Handbook, leading international researchers analyse how negotiators’ gender shapes their behaviour and outcomes at the bargaining table, in both work and non-work contexts. World-class experts from the field of negotiation present cutting-edge research on gender and negotiation, highlighting controversies, and generating new questions for consideration. In so doing, this Research Handbook offers helpful insights to negotiators and forges a path for future research.
Providing a comprehensive overview of the key theories and concepts that have guided the field of negotiation for several decades, Leigh Thompson and Cynthia Wang demonstrate how collaborative multi-disciplinary research has enriched the study of negotiation.
Originally published in 1990, this title presents work that bridges social psychology and organizations. The primary goal is understanding, but that goal has two opposite sides: understanding organizations by bringing to bear the concepts and methods of social psychology (along with other social sciences), and understanding and developing social psychology by confronting it with the phenomena of actual organizational life. As such the authors break down some traditional stereotypical barriers between the academic world and the business world, between theoretical and applied research, between laboratory and field, and between various academic sub-disciplines. The result is a series of challenging forays into new research domains from which provocative ideas and provocative phenomena emerge.
In the global marketplace, negotiation frequently takes place across cultural boundaries, yet negotiation theory has traditionally been grounded in Western culture. This book, which provides an in-depth review of the field of negotiation theory, expands current thinking to include cross-cultural perspectives. The contents of the book reflect the diversity of negotiation—research-negotiator cognition, motivation, emotion, communication, power and disputing, intergroup relationships, third parties, justice, technology, and social dilemmas—and provides new insight into negotiation theory, questioning assumptions, expanding constructs, and identifying limits not apparent from working exclusively within one culture. The book is organized in three sections and pairs chapters on negotiation theory with chapters on culture. The first part emphasizes psychological processes—cognition, motivation, and emotion. Part II examines the negotiation process. The third part emphasizes the social context of negotiation. A final chapter synthesizes the main themes of the book to illustrate how scholars and practitioners can capitalize on the synergy between culture and negotiation research.
Social scientists are often vexed because their work does not satisfy the criteria of "scientific" methodology developed by philosophers of science and logicians who use the natural sciences as their model. In this study, Paul Diesing defines science not by reference to these arbitrary norms delineated by those outside the field but in terms of norms implicit in what social scientists actually do in their everyday work.