Good for You, Great for Me
Finding the Trading Zone and Winning at Win-Win Negotiation
Business & Finance, Management & Leadership, Negotiating, Human Resources & Personnel Management, Organizational Behavior
| Author: | Lawrence Susskind | ISBN: | 9781610394260 |
| Publisher: | PublicAffairs | Publication: | June 3, 2014 |
| Imprint: | PublicAffairs | Language: | English |
| Author: | Lawrence Susskind |
| ISBN: | 9781610394260 |
| Publisher: | PublicAffairs |
| Publication: | June 3, 2014 |
| Imprint: | PublicAffairs |
| Language: | English |
You've read the classic on win-win negotiating, Getting to Yes but so have they, the folks you are now negotiating with. How can you get a leg up and win?
Win-win” negotiation is an appealing idea on an intellectual level: Find the best way to convince the other side to accept a mutually beneficial outcome, and then everyone gets their fair share. The reality, though, is that people want more than their fair share; they want to win. Tell your boss that you've concocted a deal that gets your company a piece of the pie, and the reaction is likely to be: Maybe we need to find someone harder-nosed than you who knows how to win. We want the whole pie, not just a slice.” However, to return to an earlier era before win-win” negotiation was in fashion and seek simply to dominate or bully opponents into submission would be a step in the wrong direction-and a public relations disaster.
By showing how to win at win-win negotiating, Lawrence Susskind provides the operational advice you need to satisfy the interests of your back table-the people to whom you report. He also shows you how to deal with irrational people, whose vocabulary seems limited to no,” or with the proverbial 900-pound gorilla. He explains how to find trades that create much more value than either you or your opponent thought possible. His brilliant concept of the trading zone”-the space where you can create deals that are good for them but great for you,” while still maintaining trust and keeping relationships intact-is a fresh way to re-think your approach to negotiating. The outcome is often the best of both possible worlds: You claim a disproportionate share of the value you've created while your opponents still look good to the people to whom they report.
Whether the venue is business, a family dispute, international relations, or a tradeoff that has to be made between the environment and jobs, Susskind provides a breakthrough in how to both think about, and engage in, productive negotiations.
You've read the classic on win-win negotiating, Getting to Yes but so have they, the folks you are now negotiating with. How can you get a leg up and win?
Win-win” negotiation is an appealing idea on an intellectual level: Find the best way to convince the other side to accept a mutually beneficial outcome, and then everyone gets their fair share. The reality, though, is that people want more than their fair share; they want to win. Tell your boss that you've concocted a deal that gets your company a piece of the pie, and the reaction is likely to be: Maybe we need to find someone harder-nosed than you who knows how to win. We want the whole pie, not just a slice.” However, to return to an earlier era before win-win” negotiation was in fashion and seek simply to dominate or bully opponents into submission would be a step in the wrong direction-and a public relations disaster.
By showing how to win at win-win negotiating, Lawrence Susskind provides the operational advice you need to satisfy the interests of your back table-the people to whom you report. He also shows you how to deal with irrational people, whose vocabulary seems limited to no,” or with the proverbial 900-pound gorilla. He explains how to find trades that create much more value than either you or your opponent thought possible. His brilliant concept of the trading zone”-the space where you can create deals that are good for them but great for you,” while still maintaining trust and keeping relationships intact-is a fresh way to re-think your approach to negotiating. The outcome is often the best of both possible worlds: You claim a disproportionate share of the value you've created while your opponents still look good to the people to whom they report.
Whether the venue is business, a family dispute, international relations, or a tradeoff that has to be made between the environment and jobs, Susskind provides a breakthrough in how to both think about, and engage in, productive negotiations.
