Breakthrough Business Negotiation: A Toolbox for Managers by Michael Watkins

By Michael Watkins

In case you say po-tay-toe, and so they say po-tah-toe, you assert to-may-toe and so they say to-mah-toe, you could paintings the whole lot out. simply ask Michael Watkins, Harvard affiliate professor and writer of this good primer on how you can behavior powerful negotiations. whereas "breakthrough" could seem like a name advertising pitch, on the grounds that a lot of those innovations were coated in different books, he organizes the fabric thoughtfully. Watkins emphasizes multi-party negotiating, studying the facility of coalitions. He diagnoses the exterior and situational elements that form even two-party negotiations and gives necessary examples, diagrams and lists. His transparent fascinating type is a giant development over so much ponderous educational tomes on negotiations. To get the main out of this quantity, fairly learn it, after which perform the ideas. Are place is apparent: enterprise managers, dispute solution pros and an individual dealing with multi-party negotiations should still deliver this to the desk.

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His offers were all well in line with what they thought they could get elsewhere. Daniel was offered the position of vice president of engineering, a competitive salary, and 2 percent of the equity in the company. 5 percent of equity. The options would vest at 25 percent per year for four years. Ken expressed reluctance to move the company to Austin but left the question DIAGNOSING THE SITUATION 7 TE AM FL Y open. The key to making the move, he said, was that the five engineers would have to take the lead in recruiting the rest of a thirty- to forty-member engineering team from among their group at Alpha.

What tradeoffs might they be willing to make across the issues? • Do you and they share any goals that could be achieved by combining resources? Are there ways to realize economies of scale or scope? • Could you create value by making trades across issues or 26 BREAKTHROUGH BUSINESS NEGOTIATION by trading on your differences with regard to time, risk, or expectations of the future? • Is sustainability a potential problem? Would it help to incorporate standards or dispute-resolution provisions into the agreement?

Constraints imposed by others—such as “I promised my wife I wouldn’t move the kids out of Austin”—can also operate as commitments. Commitments have to be used with caution; they can lock you into untenable positions, undermining the potential for beneficial agreements. On the other hand, if you can credibly commit to a position that is within the bargaining range but favorable to you, you may be able to create value. Bargaining Range in Integrative Negotiations Few real-world negotiations are purely a matter of claiming as much value as possible.

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