Negotiating the Impossible: How to Break Deadlocks and Resolve Ugly Conflicts (without Money or Muscle)
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Some negotiations are easy. Others are more difficult. And then there are situations that seem completely hopeless. Conflict is escalating, people are getting aggressive, and no one is willing to back down. And to top it off, you have little power or other resources to work with. Harvard professor and negotiation adviser Deepak Malhotra shows how to defuse even the most potentially explosive situations and to find success when things seem impossible.
Malhotra identifies three broad approaches for breaking deadlocks and resolving conflicts, and draws out scores of actionable lessons using behind-the-scenes stories of fascinating real-life negotiations, including drafting of the US Constitution, resolving the Cuban Missile Crisis, ending bitter disputes in the NFL and NHL, and beating the odds in complex business situations. But he also shows how these same principles and tactics can be applied in everyday life, whether you are making corporate deals, negotiating job offers, resolving business disputes, tackling obstacles in personal relationships, or even negotiating with children.
As Malhotra reminds us, regardless of the context or which issues are on the table, negotiation is always, fundamentally, about human interaction. No matter how high the stakes or how protracted the dispute, the object of negotiation is to engage with other human beings in a way that leads to better understandings and agreements. The principles and strategies in this book will help you do this more effectively in every situation.
proposal. The promise and peril of uniqueness In business negotiations, the same principle is prevalent. For example, most people know that “being innovative” can be a source of attraction and leverage. But as the patients’ example shows, in our rush to portray our solution as unique, path-breaking, and better than the competition, we sometimes inadvertently shoot ourselves in the foot. A salesperson, for example, who is trying to convince the customer that she will have the advantage of being
enforcement is to be trusted to newly established goodwill, redesigned incentives, improved coordination, or merely the hope that accompanies a shaking of hands. It does not matter whether the understanding is between individuals or organizations, ethnic groups or countries. Negotiation is always, fundamentally, about human interaction. Sometimes these interactions are easy. Other times, they are tougher. And then, of course, there are the negotiations that interest us most in this book—the
space. Meanwhile, a failure to map out and analyze the negotiation space leaves you vulnerable, because you miss opportunities when they arise, and you are unable to see all of the barriers you face or all of the levers available to you. Map out the negotiation space. Your strategy should take into account all parties who can influence the deal or who are influenced by the deal. ICAP ANALYSIS: INTERESTS, CONSTRAINTS, ALTERNATIVES, AND PERSPECTIVE When it comes to understanding the other
of the story and the relevance of the lessons are unchanged. 2. The table has been modified to ensure that the parties remain anonymous. 3. If you punish your children every time they have the courage to tell you the truth about something they did wrong, don’t be surprised if they decide to revise their strategy. Chapter 3: The Logic of Appropriateness 1. This chapter borrows heavily and takes language directly from the case “Negotiating in the Shadow of Cancer,” which was written by Deepak
http://founders.archives.gov/documents/Madison/02-05-02-0470. Accessed June 25, 2015. 3. Robert Livingston, To James Madison from Robert R. Livingston, 11 July 1803. National Archives: Founders Online, Madison Papers, http://founders.archives.gov/documents/Madison/02-05-02-0204. Accessed June 25, 2015. 4. James Madison, From James Madison to Robert R. Livingston, 6 October 1803. National Archives: Founders Online, Madison Papers. http://founders.archives.gov/documents/Madison/02-05-02-0504.