David A. Lax

Contents

Preface

Acknowledgments

CHAPTER ONE. The Manager as Negotiator<

Part I: NEGOTIATION ANALYSIS

CHAPTER TWO. The Negotiator's 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 Negotiator's 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 Manager's 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