PREFACE |
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xvii | |
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1 | (22) |
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Conflicts Are Everywhere if You Know Where to Look |
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1 | (1) |
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The Hidden Influence of Conflicts at Work |
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2 | (1) |
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Who Won? You, Them--or Both? |
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3 | (3) |
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Classic Negotiating Games May Be Unhealthy |
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6 | (1) |
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7 | (1) |
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The Importance of Good Communication |
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8 | (1) |
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Assessing Your Reactions to Conflict |
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9 | (4) |
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What Did You Learn about Yourself? |
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13 | (1) |
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Roadblock #1: They Refuse to Negotiate |
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13 | (1) |
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Roadblock #2: They Only Care about Price |
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14 | (1) |
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Roadblock #3: They Play Dirty |
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15 | (2) |
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Roadblock #4: They Engage in Difficult Behavior |
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17 | (3) |
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18 | (1) |
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Managing Conflict with a Difficult Person |
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18 | (1) |
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Four Benefits of Successful Conflict Resolution |
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19 | (1) |
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20 | (3) |
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CHAPTER 2--THE NEGOTIATION GAME |
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23 | (22) |
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Negotiation Is Everywhere |
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23 | (4) |
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27 | (1) |
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The Negotiation Game Has Stages and Phases |
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28 | (5) |
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29 | (2) |
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31 | (1) |
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31 | (1) |
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Stage 4: Closing and Implementation |
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32 | (1) |
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33 | (11) |
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Negotiating with Yourself |
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33 | (1) |
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Negotiating with an Opponent |
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34 | (2) |
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Negotiating through Agents |
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36 | (2) |
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Rules for Negotiating through an Agent |
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38 | (1) |
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Negotiating in Groups and Teams |
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39 | (1) |
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Managing Group Negotiations |
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40 | (2) |
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Steps in Moderating the Group Process |
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42 | (2) |
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44 | (1) |
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CHAPTER 3-YOUR NEEDS AND INTERESTS |
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45 | (22) |
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45 | (1) |
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Good Negotiators Don't Fly by the Seat of Their Pants |
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45 | (3) |
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48 | (1) |
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The Situation Is Like a Tree-Strand Rope |
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48 | (1) |
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48 | (3) |
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51 | (1) |
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51 | (2) |
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53 | (1) |
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What Are Your Underlying Interests? |
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54 | (2) |
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Align Your Interests, and the Rest Is Easy |
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56 | (1) |
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What Resources Can You Bring to Bear? |
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57 | (1) |
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Have You Been Here Before? |
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58 | (1) |
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58 | (1) |
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What Are Your Beliefs about Negotiation? |
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59 | (1) |
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Who Can You Trust--and Who Trusts You? |
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59 | (1) |
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60 | (2) |
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Should Your Strategy Be Firm or Flexible? |
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62 | (1) |
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What Does Who You Are Have to Do with What You Must Do? |
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62 | (1) |
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63 | (4) |
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CHAPTER 4--THE OTHER PLAYERS |
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67 | (16) |
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Stepping Outside Yourself |
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68 | (1) |
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68 | (1) |
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Make Opportunities to Study Other Players |
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68 | (1) |
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To Understand Opponents, Think and Feel as They Do |
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69 | (2) |
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Plan the Other Party's Negotiation |
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71 | (2) |
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73 | (1) |
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73 | (1) |
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74 | (7) |
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74 | (1) |
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Their Interests and Needs |
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75 | (1) |
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76 | (1) |
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77 | (1) |
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Their Reputation, Negotiation Style, and Behavior |
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77 | (1) |
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Their Authority to Make an Agreement |
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78 | (1) |
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Their Likely Strategy and Tactics |
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79 | (1) |
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One to Wish For: Foreknowledge of Their Concessions |
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80 | (1) |
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81 | (1) |
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82 | (1) |
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CHAPTER 5--SIZING UP THE FIELD |
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83 | (24) |
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Recognizing Power Factors in the Situation |
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84 | (1) |
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Harnessing the Power of Information |
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85 | (3) |
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Harnessing the Power of Constituencies |
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88 | (2) |
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90 | (2) |
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Using the Legitimate Status of Customs and Rules |
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92 | (1) |
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93 | (1) |
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Consider the Alternatives |
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94 | (1) |
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Using Your Personal Power |
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95 | (2) |
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96 | (1) |
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96 | (1) |
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97 | (1) |
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97 | (1) |
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Choosing the Site for Negotiation |
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98 | (1) |
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99 | (1) |
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100 | (1) |
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100 | (3) |
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103 | (1) |
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104 | (1) |
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105 | (2) |
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CHAPTER 6--CHOOSING YOUR GAME |
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107 | (16) |
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Good News: You've Done Your Homework |
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107 | (1) |
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108 | (1) |
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109 | (5) |
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Examining Relationship Concerns |
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109 | (5) |
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114 | (1) |
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The Five Negotiating Games |
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114 | (2) |
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What Game Will They Play? |
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116 | (1) |
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Advanced Selection Criteria |
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116 | (6) |
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118 | (1) |
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118 | (1) |
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119 | (1) |
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119 | (1) |
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Perceptions and Experience |
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119 | (3) |
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Can You Choose "No Strategy"? |
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122 | (1) |
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122 | (1) |
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CHAPTER 7--THE COMPETITIVE GAME |
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123 | (26) |
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124 | (1) |
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124 | (2) |
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Are You Forcing Others to Compete? |
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126 | (1) |
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How to Set Your Bargaining Range |
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127 | (3) |
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130 | (4) |
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Suggestions for Defining Your Bargaining Range |
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131 | (1) |
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Do You Have Multiple Issues? |
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132 | (1) |
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133 | (1) |
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Are Their Costs Higher? Aha! |
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133 | (1) |
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Did You Remember to Do Your Homework? |
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133 | (1) |
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How Tough Is Your Opening Position? |
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134 | (1) |
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Setting a Tone at the Opening |
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134 | (1) |
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Have You Planned Your Concessions? |
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135 | (1) |
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Do You See a Pattern to Their Concessions? |
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135 | (1) |
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Is the Concession Pattern Irregular? |
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136 | (1) |
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Competitive Rules of Thumb |
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136 | (1) |
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Sending and Reading Commitment Signals |
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137 | (1) |
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Avoid Commitment Gridlock |
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138 | (1) |
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139 | (1) |
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How to Get Out of a Commitment |
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139 | (1) |
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140 | (1) |
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141 | (3) |
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The Good Guy/Bad Guy Tactic |
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142 | (1) |
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The Highball/Lowball Tactic |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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144 | (1) |
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144 | (1) |
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144 | (2) |
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Manipulating the Other Party's Impression of Your Concerns |
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146 | (1) |
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Are You Prepared to Cope with Tough Tactics? |
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147 | (1) |
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147 | (2) |
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CHAPTER 8--THE COLLABORATIVE GAME |
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149 | (22) |
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Do You Want to Build the Relationship? |
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150 | (1) |
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When Collaboration Is Key |
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150 | (1) |
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151 | (1) |
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151 | (1) |
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Keys to Successful Collaboration |
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152 | (1) |
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Can I Help You Get What You Want? |
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152 | (1) |
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Become a Collaborative Problem Solver |
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153 | (1) |
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Obstacles to Collaboration |
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153 | (1) |
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Are You Serious about Collaboration? |
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154 | (1) |
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Pay Attention to the Soft Stuff |
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154 | (1) |
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Are You Ready to Make Concessions? |
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155 | (1) |
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Use Time as a Resource, Not a Weapon |
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155 | (1) |
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155 | (9) |
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Step 1: Identify the Problem |
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155 | (1) |
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156 | (1) |
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Step 2: Understand the Problem |
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156 | (1) |
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Collaborators Must Stand on Shifting Ground |
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157 | (1) |
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Step 3: Generate Alternative Solutions |
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157 | (4) |
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Prioritize the Options and Reduce the List |
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161 | (1) |
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Step 4: Select a Solution |
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162 | (2) |
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You Can Always Change Your Mind |
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164 | (1) |
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Secrets of Successful Collaboration |
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164 | (2) |
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166 | (1) |
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How and Why to Build Trust |
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166 | (1) |
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Obstacles to Achieving Good Collaboration |
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166 | (1) |
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What If There's a Breakdown? |
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167 | (1) |
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Collaborative Negotiation with Your Boss |
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168 | (2) |
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170 | (1) |
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CHAPTER 9--THE COMPROMISE GAME |
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171 | (16) |
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172 | (1) |
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Compromises Are Also a Compromise of Styles |
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172 | (1) |
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173 | (1) |
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Compromising Compared to Competition |
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174 | (1) |
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Winning Compromise Tactics |
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175 | (3) |
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Fixing a Stalled Compromise |
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178 | (1) |
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179 | (1) |
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179 | (2) |
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How Social Proof Leads to Commitment |
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181 | (1) |
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When Liking Colors Judgment |
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182 | (1) |
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When Authority Leads to Compliance |
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182 | (1) |
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When Scarcity Colors Judgment |
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182 | (1) |
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Compromising with the Boss |
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183 | (2) |
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Responding to a Boss's Impossible Request |
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185 | (1) |
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The Power of the "Yes, and" Response |
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185 | (1) |
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186 | (1) |
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CHAPTER 10--THE ACCOMMODATING AND AVOIDING GAMES |
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187 | (12) |
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Accommodating: Let's Lose to Win! |
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188 | (2) |
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190 | (1) |
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191 | (1) |
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191 | (1) |
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Avoiding: When a Lose-Lose Is Best |
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192 | (1) |
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End-Running the Risks of Avoidance |
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193 | (1) |
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Options Make Avoidance More Appealing |
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194 | (1) |
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194 | (2) |
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Passive or Active Avoidance? |
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196 | (1) |
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Ways to Benefit from Avoidance |
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197 | (1) |
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198 | (1) |
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CHAPTER 11--AVOIDING LEGAL AND ETHICAL PITFALLS |
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199 | (20) |
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Legal Constraints on Negotiation |
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200 | (1) |
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201 | (1) |
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The Law May Assume You Know the Truth |
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202 | (1) |
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203 | (1) |
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204 | (2) |
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Employee Negotiation Traps |
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206 | (1) |
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Customer Negotiation Traps |
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207 | (1) |
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208 | (3) |
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The White Lie in Competitive Negotiating |
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208 | (2) |
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Three Major Views of Ethical Conduct |
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210 | (1) |
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Examples of Unethical Tactics |
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211 | (4) |
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211 | (1) |
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212 | (1) |
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Extremely Troublesome Tactics |
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213 | (2) |
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How People Justify Unethical Tactics |
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215 | (1) |
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216 | (3) |
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CHAPTER 12-DEALS IN A LIFETIME |
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219 | (22) |
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Deal 1: Buying a Used Car |
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219 | (4) |
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223 | (3) |
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Deal 3: Planning a Wedding |
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226 | (3) |
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Deal 4: Negotiating a New Job with a Large Company |
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229 | (3) |
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Deal 5: Negotiating a New Job with a Small Company |
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232 | (2) |
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Deal 6: Negotiating a Raise |
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234 | (3) |
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Deal 7: Buying a House through an Agent |
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237 | (3) |
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Deal 8: Negotiating a Home Repair Contract |
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240 | (1) |
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241 | (1) |
NOTES |
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241 | (12) |
INDEX |
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253 | |