Companies that consistently negotiate more valuable agreements in ways that protect key relationships enjoy an important but often overlooked competitive advantage. This book argues that negotiation must be a strategic core competency. It is suitable for CEOs, senior-level managers, HR business leaders, and human resource professionals.
Companies that consistently negotiate more valuable agreements in ways that protect key relationships enjoy an important but often overlooked competitive advantage. This book argues that negotiation must be a strategic core competency. It is suitable for CEOs, senior-level managers, HR business leaders, and human resource professionals.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Lawrence Susskind is Ford Professor of Urban and Environmental Planning at MIT, Director of the Public Disputes Program at Harvard Law School, and founder of the Consensus Building Institute. Hallam Movius is a principal at the Consensus Building Institute and is in charge of the Assessment, Coaching and Training services; he also teaches the Program on Technology Negotiation at Harvard Law School.
Inhaltsangabe
I. Introduction: What is negotiation, and why is it important? How do organizations try to improve their negotiation performance? How do organizations learn from their negotiations? Built to Win: Creating a world class negotiating organization Whose line is it, anyway? Getting there from here
II. Negotiation is an organizational capability The negotiating organization: a strategic advantage What do successful organizations do? The nine steps to creating a world class negotiating organization
III. Assess Current Challenges and Opportunities Step 1: Start with A Sound Theory: the Mutual Gains Approach Keep culture in mind Specify success criteria Step 2: Assess Negotiation Performance Use confidential interviewing Analyze the findings from multiple perspectives Diagnose opportunities Avoid assigning blame Step 3: Include Prescriptions and Recommendations in the Assessment Diagnose gaps and opportunities Assess current learning strategies Provide a vision for the future Step 4: Identify Sponsors and Champions Start with a champion Secure senior leader sponsorship Create funding for intervention Commit to goals
IV. Create a Culture of Learning
Step 5: Provide a Common Model and Language Provide training to core leaders Tailor the training materials Provide new templates Encourage opportunistic experiments Provide effective coaching Step 6: Adjust and Align Operating Procedures Pinpoint procedures that need to be changed Mandate a better negotiation preparation process Re-align relevant incentives Clarify roles and responsibilities Step 7: Commit to Organizational Learning Support the champions Document successes (and failures) Create a Virtual Community of Excellence Roll out additional training as needed
V. Sustain Your New Competitive Advantage
Step 8: Evaluate (Level IV) Impact Gather stories Develop quantitative estimates Share the good news Balance short and long-term gains Learn from failures Step 9: Address Persistent Barriers Assume rational conduct Use confidential interviewing Foster candid feedback Confront and mitigate impacts Work to preserve trust Think systemically Step 10: Lead for the Long Term/u The dilemma: Win As Much As You Can The power and limits of values Evidence that values matter Two-way accountability and good governance The problem of short-termism The negotiating organization: A strategic advantage
I. Introduction: What is negotiation, and why is it important? How do organizations try to improve their negotiation performance? How do organizations learn from their negotiations? Built to Win: Creating a world class negotiating organization Whose line is it, anyway? Getting there from here
II. Negotiation is an organizational capability The negotiating organization: a strategic advantage What do successful organizations do? The nine steps to creating a world class negotiating organization
III. Assess Current Challenges and Opportunities Step 1: Start with A Sound Theory: the Mutual Gains Approach Keep culture in mind Specify success criteria Step 2: Assess Negotiation Performance Use confidential interviewing Analyze the findings from multiple perspectives Diagnose opportunities Avoid assigning blame Step 3: Include Prescriptions and Recommendations in the Assessment Diagnose gaps and opportunities Assess current learning strategies Provide a vision for the future Step 4: Identify Sponsors and Champions Start with a champion Secure senior leader sponsorship Create funding for intervention Commit to goals
IV. Create a Culture of Learning
Step 5: Provide a Common Model and Language Provide training to core leaders Tailor the training materials Provide new templates Encourage opportunistic experiments Provide effective coaching Step 6: Adjust and Align Operating Procedures Pinpoint procedures that need to be changed Mandate a better negotiation preparation process Re-align relevant incentives Clarify roles and responsibilities Step 7: Commit to Organizational Learning Support the champions Document successes (and failures) Create a Virtual Community of Excellence Roll out additional training as needed
V. Sustain Your New Competitive Advantage
Step 8: Evaluate (Level IV) Impact Gather stories Develop quantitative estimates Share the good news Balance short and long-term gains Learn from failures Step 9: Address Persistent Barriers Assume rational conduct Use confidential interviewing Foster candid feedback Confront and mitigate impacts Work to preserve trust Think systemically Step 10: Lead for the Long Term/u The dilemma: Win As Much As You Can The power and limits of values Evidence that values matter Two-way accountability and good governance The problem of short-termism The negotiating organization: A strategic advantage
VI. Ending with the Start in Mind
Appendices (tools, charts, checklists)
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