The New Negotiating Edge: The Behavioral Approach for Results and Relationships (People Skills for Professional Series)
From the bestselling author on negotiation, The New Negotiating Edge is not about what people ought to do, rationally or otherwise. It is about how people really behave and what you can do about it.
Trainer’s Manual, 1996, p.55. Openness permanent, gesture, much like an investment in the future, or like some sentimental payback or atonement for their past conduct. Rick’s gesture of saving his former lover’s husband in Cusablu~casprings to mind, as does Sydney Carton’s “far, far better thing that I do” in Dickens’s A Tule of Two Cities. Instead of a deal being a one-off only, potentially any deal, because of the relationship it might engender, could lead to others. Manipulating a partner
believe that people are, or ought to be, rational (or moral) and, therefore,that they should always seek after what is best for everybody, and those (the realists) who observe that people seldom do other than seek what is best for themselves. What a sad observation of human proclivities! Yet, the red-blue game consistently shows that the optimists are more often disappointed than right. People predominantly behave in pursuit of their own interests but, in doing so, they usually achieve the
scoreby their results; a blue player forgoes a fair share and judges their successby the relationship. Red behaviorists see other negotiators as opponents, as somebody whom it is permissible (even mandatory!) to exploit in pursuit of one's own interests. They also consider it necessary to push harder when their opponents are "too soft". In the extreme,they are arrogant bullies. Blue behaviorists see other negotiators as partners, and will renegotiate deals if their partner gets intodifficulties.
saves herself $600 by keeping quiet about how far she could have gone. ” . ” ” Suppose that Barbara revealed that she would go as high as $7600-what might Samantha do? Accept it perhaps, but almost certainly she would not reveal that she would have accepted$7000. This way she gains $600 by keeping quiet about howfar she could have gone. Whoever reveals their true exit price first risks losing $600. Perhaps you could amend your “reasonable” suggestion so that each haggler writes down their
of strikers back to work slowly grew from a few dispirited individuals to a steady trickle of threes and fives. The union leaders decided to hold a meeting of the 2000 remaining strikers to take soundings of their commitment to continuing the strike. On the morning of the meeting, news broke that lorry drivers, kept waiting for up to eight hours or more, had blocked the ferry terminal with their lorries “in protest at the delays in getting a place on a ship”. This news electrified the meeting and