Manager as Negotiator by David A. Lax (English) Paperback Book

Description: Manager as Negotiator by David A. Lax, James K. Sebenius This fine blend of Harvard scholarship and seasoned judgment is really two books in one. The first develops a sophisticated approach to negotiation for executives, attorneys, diplomats -- indeed, for anyone who bargains or studies its challenges. The second offers a new and compelling vision of the successful manager: as a strong, often subtle negotiator, constantly shaping agreements and informal understandings throughout the complex web of relationships in an organization. FORMAT Paperback LANGUAGE English CONDITION Brand New Publisher Description This fine blend of Harvard scholarship and seasoned judgment is really two books in one. The first develops a sophisticated approach to negotiation for executives, attorneys, diplomats -- indeed, for anyone who bargains or studies its challenges. The second offers a new and compelling vision of the successful manager: as a strong, often subtle negotiator, constantly shaping agreements and informal understandings throughout the complex web of relationships in an organization. Author Biography David A. Lax is founder and co-director of the Negotiation Roundtable at the Harvard Business School. An Assistant Professor of Business Administration there, he teaches an extremely popular negotiation course. Educated at Princeton and at Harvard, from which he holds a doctorate in statistics, he has written extensively on negotiation. As a principal of The Negotiation Group, Professor Lax frequently acts as a consultant to business and governments. He lives in Cambridge, Massachusetts. Table of Contents Contents Preface Acknowledgments CHAPTER ONE. The Manager as Negotiator"BR> Part I: NEGOTIATION ANALYSIS CHAPTER TWO. The Negotiators Dilemma: Creating and Claiming Value CHAPTER THREE. Alternatives to Agreement: The Limits of Negotiation CHAPTER FOUR. Interests: The Measure of Negotiation CHAPTER FIVE. Creating Value, or Where Do Joint Gains Really Come From? CHAPTER SIX. Claiming Value CHAPTER SEVEN. Managing the Negotiators Dilemma CHAPTER EIGHT. The Principles Applied: A Budget Negotiation CHAPTER NINE. Changing the Game: The Evolution of Negotiation CHAPTER TEN. The Approach as a Whole and So-Called Power in Bargaining Part II: NEGOTIATION AND MANAGEMENT CHAPTER ELEVEN. What Does Any Manager Have to Worry About? CHAPTER TWELVE. Negotiating for Purposes, Authority, and Resources: A Managers Need for a Mandate CHAPTER THIRTEEN. Sustaining Agreements CHAPTER FOURTEEN. Negotiating in Hierarchies: Direct Management CHAPTER FIFTEEN. Agents and Ratification CHAPTER SIXTEEN. Negotiating in Networks: Indirect Management CHAPTER SEVENTEEN. The Manager Is Always in the Middle: Linked Bargains, Internal-External Negotiations, Mediation, and the Essence of Strategy References Index Review Donald B. Straus past president, American Arbitration Association Every once in a while a book comes along that makes a complicated subject easier to comprehend. The reader says, Aha! That is how it works "The Manager as Negotiator" does this for tomorrows managers, and, indeed, all who deal with conflict. There have been books on how to WIN and books on how to COLLABORATE. "The Manager as Negotiator" weaves the art and science of doing both into a readable and comprehensive manual of how and when to do each. If ever there were a skill that might make tomorrow brighter, this is it.Elliot L. Richardson Partner of Milbank, Tweed, Hadley, and McCloy; former Attorney General of the United States, Secretary of Defense, Secretary of Commerce, and Secretary of Health, Education, and Welfare Both the seasoned negotiator and the novice will find in "The Manager as Negotiator" fascinating insights, a systematic approach, and a quality of realism that make it an extraordinarily valuable source of guidance.Howard Raiffa Frank Plumpton Ramsey Professor of Managerial Economics, Harvard Business School; author of "The Art and Science of Negotiation" As a most interested third party, I have watched this remarkable book take shape over several years. If it were mainly intended as an analytical work on bargaining, it would be a great success, posing new questions, generating deep and original insights, and rigorously developing their implications. Yet "The Manager as Negotiator" transcends its roots in game theory and decision analysis, asking broader more realistic questions and addressing its exceptionally clear prose to a much wider audience. This book will give managers and negotiators invaluable advice. At the same time, it should profoundly influence the way scholars from many fields analyze negotiation.Peter G. Peterson Chairman of the Blackstone Group; former chairman of Lehman Brothers Kuhn Loeb, United States Secretary of Commerce, and president and CEO of Bell and Howell The ability to think through and carry out negotiations is vital to success in Washington, on Wall Street, and in the corporate world. I have long felt that there was an inner logic to the process, but until I encountered this book, I doubted that it could be so insightfully and persuasively set forth. Further, having worked closely with one of the authors and having seen this approach make major differences in significant transactions, I recommend "The Manager as Negotiator" to anyone interested in a sophisticated understanding of this subject.Richard E. Neustadt Kennedy School of Government, Harvard University Lax and Sebenius do themselves proud in this seminal book. They write as well as they think. They show not only how the world is, but how to affect it -- for doers and scholars alike.Richard G. Darman Deputy Secretary of the United States Treasury Sophisticated managers know that the largest part of management is "negotiating, " not giving orders or unilaterally executing plans. This fresh work on negotiation usefully combines analysis and experience -- and goes far beyond the tired cliches of the "win-lose" or "win-win" approaches. I recommend it highly. Review Quote Richard G. DarmanDeputy Secretary of the United States TreasurySophisticated managers know that the largest part of management is negotiating, not giving orders or unilaterally executing plans. This fresh work on negotiation usefully combines analysis and experience -- and goes far beyond the tired cliches of the "win-lose" or "win-win" approaches. I recommend it highly. Excerpt from Book Chapter 1 The Manager as Negotiator Negotiating is a way of life for managers, whether renting office space, coaxing a scarce part from another division, building support for a new marketing plan, or working out next years budget. In these situations and thousands like them, some interests conflict. People disagree. And they negotiate to find a form of joint action that seems better to each than the alternatives. Despite its importance, the negotiation process is often misunderstood and badly carried out. Inferior agreements result, if not endless bickering, needless deadlock, or spiraling conflict. In this book, we diagnose the causes of these problems, show how they infect negotiations, and point the way to superior outcomes. Virtually everyone accepts the importance of bargaining to sell a building, resolve a toxic waste dispute, acquire a small exploration company, or handle like situations. Yet negotiation goes well beyond such encounters and their most familiar images: smoke-filled rooms, firm proposals, urgent calls to headquarters, midnight deadlines, and binding contracts. Though far less recognized, much the same process is involved when managers deal with their superiors, boards of directors, even legislators. Managers negotiate with those whom they cannot command but whose cooperation is vital, including peers and others outside the chain of command or beyond the organization itself. Managers even negotiate with subordinates who often have their own interests, understandings, sources of support, and areas of discretion. In a static world, agreements once made generally endure. Yet change calls on organizations to adapt. And rapid changes call for new arrangements to be envisioned, negotiated, and renegotiated among those who know the situation best and will have to work with the results. Certainly negotiation is a useful skill for important occasions, but it also lies at the core of the managers job. Managers negotiate not only to win contracts, but also to guide enterprises in the face of change. Our task in this book is to show why this is so and how it can be done better. Thus we develop a special logic for negotiators, useful inside the organization and out. It is an ambitious agenda, one that we now introduce by describing a managers continuing efforts to settle a lawsuit. Once we discuss the dilemma that trapped Les Winston in his negotiation with an "outside" party, we focus back "inside" the organization. There, the negotiations that occupy managers lives run up against versions of the same dilemma. Les Winstons Dilemma Metallurgist Les Winston was sharing a drink with his old friend Tom, a noted analyst of negotiations. Les described his ongoing ordeal trying to settle a suit brought against him by the Ammetal Corp., his former employer. If Ammetal won in court, Less two-year-old company would be forced down from its high-flying course into bankruptcy. And their latest settlement demand -- for half of his firms revenues during the next ten years -- seemed ruinous. Concerned, Tom pressed for details. Les had joined Ammetal just after graduate school and had happily worked in their labs and testing facilities for the next nine years. Happily, that is, until he had a strong hunch that a new process might reduce production costs for an important specialty alloy, whose market Ammetal now dominated. While his boss had not forbidden him to work on this process, he had given Les no resources for it and had loaded him down with other tasks. Still, Les had devoted all his spare time to following up his hunch at home. Soon he was convinced that he had solved the problem and excitedly showed his results to his boss -- who again seemed unimpressed, dismissing Less work as "inconclusive." In fact he urged Les to forget the whole thing since, in his judgment, the only improvement worth making required a radically different process that no one, including Les, thought had better than a one-in-thirty chance of ever working. That did it. Though Les really liked his colleagues and most of his job at Ammetal, especially the research, he quit to start his own firm, scraping together capital from relatives and borrowing heavily from one large backer. Eighteen months later, the modest plant that he had adapted for his process had more orders than it could handle. Best of all, Les was absolutely certain that he had just cracked the secret of the radically different process, which could, with several months of development, slash current production costs by more than half. Though he currently enjoyed about a 20 percent cost advantage over Ammetal, this new knowledge should eventually permit him to push his former employer completely out of the market. So he was stunned to read an announcement one morning that Ammetal planned to build a large plant that obviously would use the process currently in place in his plant. (It was nearly impossible to protect such processes by patent; secrecy was the only hope.) Les was further dismayed that same day to learn that Ammetal had filed suit to enjoin him from further using his process. They alleged that he had violated his employment contract with them, improperly using results from his work in the Ammetal labs. When his lawyer examined his old contract and gave him only a fifty-fifty chance of a successful defense, Less spirits sagged. It did not cheer him at all that his lawyer argued -- and had also heard informally from an old partner who worked in Ammetals legal department -- that the other side could expect no more than even odds of winning a case like this. Five months into this discouraging episode, Les had decided that some form of negotiated settlement could protect him against the chance of losing the case, avoid further legal costs, lessen his anxiety, and free him to spend his time helping his business to grow. He had initially offered Ammetal a 3 percent royalty for the next three years, and had gradually raised his offer to 15 percent during the next five years. (This was about equal to the highest royalty rate in the industry for an analogous, but friendly, licensing agreement.) But Ammetal was miles away, insisting at first on 60 percent indefinitely, and now, on a "rock-bottom final" demand of 50% for the next decade. There they had deadlocked, with the trial only a week hence. With an air of resignation, Les finished his recitation and said to Tom, "So, that is how we stand, and all I can see is doing my damndest to increase the odds of winning that suit. Otherwise,..."his voice trailed off as he rolled his eyes back and sliced across his neck with his forefinger. "Except, of course, that Ill eventually recover, pick up the pieces, put together a new organization, and blow them out of the water when I get the new process going. It might even be fun, watching them write off their big new plant, which will suddenly become obsolete. But what a price for revenge!" Tom registered all this, then leaned forward and asked Les to describe what he would really like to come out of it. A bit taken aback, Les thought and replied, slowly, "Well, I would really like to be left alone to continue with the current process, until the new one is perfected. That, however, will take some months and Id need to raise a lot of money. Actually, Tom," he continued meditatively, "it may sound a little strange after all Ammetal has done, but I would most enjoy working on this new process with my good friends in the lab there -- and not have to worry about all the financing and logistics and administrative headaches of running my own show. Ammetals manufacturing and distribution networks are first class once theyve got a good product. Of course, I dont want to give up the money, quite a fortune really, that would come from doing it myself. Also, freedom feels very good, especially after dealings with that jerk of a boss." "So why not propose a joint venture?" Tom queried. "In fact," Les replied, "I suggested just that to Albert Laxel [a social acquaintance and senior VP at Ammetal]. I ran across him playing tennis last weekend and told him how sick I was of this whole miserable thing, how I wished they would just drop the suit and forget their new plant, which theyd end up regretting anyway., I finished by tossing out the idea of jointly commercializing my new process -- on the right terms, of course. He seemed sympathetic, especially about my old R&D boss, whos been on everyones nerves for a while, who championed their newly announced alloy venture -- and who undoubtedly instigated the suit against me. "Still, Albert dismissed my idea out of hand, saying something about how this episode must be taking a real toll on me. Otherwise, why would I make such an obvious bluff about discovering the new process -- which no one could take seriously, especially given my current fix, and how remote everyone, including me, had judged the odds of its working. "The only way to convince Ammetal, would be to actually show them the new work -- which theres a snowballs chance in hell of my doing now, just so they could steal it, too. The irony of all this," Les continued, "is that we would both be better off if they didnt sink a ton of money into a useless plant and if I could do only what I want with the new process -- with no extraneous business stuff -- and yet still profit handsomely from it." Tom thought for a moment, and then intoned professorially, "Well, Les, maybe it wouldnt be so hard to persuade them that you have the new process and that they should think again." With Less full attention now, Tom continued, "Why not drop your current position and bet Details ISBN1451636490 Author James K. Sebenius Short Title MANAGER AS NEGOTIATOR Language English ISBN-10 1451636490 ISBN-13 9781451636499 Media Book Format Paperback DEWEY 658.4 Residence Cambridge, MA, US Pages 416 Year 2011 UK Release Date 2011-04-02 Country of Publication United States AU Release Date 2011-04-02 NZ Release Date 2011-04-02 Publisher Simon & Schuster Imprint The Free Press Audience General Publication Date 2011-04-02 Place of Publication New York US Release Date 2011-04-02 We've got this At The Nile, if you're looking for it, we've got it. With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love! TheNile_Item_ID:46743812;

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