Download 3-d Negotiation: Powerful Tools to Change the Game in Your by David A. Lax PDF

By David A. Lax

When discussing being caught in a "win-win vs. win-lose" debate, so much negotiation books concentrate on face-to-face strategies. but, desk strategies are just the "first size" of David A. Lax and James okay. Sebenius' pathbreaking 3-D Negotiation (TM) procedure, constructed from their many years of doing offers and examining nice dealmakers. strikes of their "second dimension"—deal design—systematically unencumber monetary and noneconomic worth via creatively structuring agreements. yet what units the 3D technique aside is its "third dimension": setup. prior to displaying up at a bargaining consultation, three-D Negotiators make sure that the correct events were approached, within the correct series, to deal with the correct pursuits, less than the best expectancies, and dealing with the correct results of jogging away if there isn't any deal. This new arsenal of strikes clear of the desk frequently has the best impression at the negotiated end result. full of useful steps and instances, 3-D Negotiation demonstrates how enhanced setup strikes plus insightful deal designs can show you how to succeed in notable agreements on the desk, impossible by way of normal tactics.

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Additional info for 3-d Negotiation: Powerful Tools to Change the Game in Your Most Important Deals

Example text

First, you should map the scope: all the parties, their interests, and their no-deal options. Second, you should check the sequence. And third, you should check basic process choices for hidden flaws. Let’s look at each in turn. Mapping All the Parties and Their No-Deal Options Mapping the parties and their interests is a vital step that many would-be negotiators tend to rush by. How hard can this be, they ask? There’s me, and there’s the guy across the table, and we’re settling on the right price.

People problems? Don’t jump to the conclusion that it’s purely a price gap, or that cultural differences are getting in the way, or that those people across the table are simply unreasonable. 1 We use the term audit to underscore the fact that what’s needed is a systematic assessment of the situation in terms of its setup, deal design, and tactics. In this chapter, we’ll show you how to perform this kind of assessment. But first, let’s look at a negotiation that didn’t have the benefit of a 3-D audit—and suffered as a result.

It isn’t well-suited to common deal-making challenges such as multiple—not just two—parties, tricky internal as well as external negotiations, and shifting agendas. It leads to suboptimal deals, creates needless impasses, and fosters conflicts that could have been avoided. We have a better approach—one that encourages you to negotiate in three dimensions, not one. We’ve coined the phrase 3-D Negotiation to describe our approach, and to distinguish it from most of the negotiations that go on out there.

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