Negotiation is not formulaic. How we negotiate is determined largely by the context in which the negotiation process takes place. Negotiation: Communication for Diverse Settings provides the reader with a comprehensive overview of the negotiation process as it applies to a wide variety of contexts. Skillfully weaving practitioner interviews and real world examples throughout the book, Michael Spangle and Myra Warren Isenhart emphasize the day-to-day relevance of negotiation skill. The authors provide knowledge vital to successful negotiation in a variety of situations, including interpersonal relations, the workplace, shopping and other consumer settings, community relations, and international affairs. Discussions of the moral and ethical dilemmas of negotiation-as well as the detail provided in various sections, such as international negotiations will undoubtedly prove useful to novice and seasoned negotiators alike.
Features of this text
Takes a communication perspective, analyzing the negotiation process and how different settings and elements affect negotiation strategies and techniques; Discusses the cultural context of conflict in U.S. society throughout; Introduces basic theoretical principles and practical steps in the negotiating process; Moves on a continuum from micro (interpersonal) to macro (international) levels of negotiation; Addresses the interpersonal skills necessary for effective negotiation, factors that cause negotiations to break down, and what to do when that happens; Includes “Professional Profiles” interviews with professional negotiators from a variety of backgrounds; Brings concepts to life for students through the use of boxed negotiation examples from a variety of contexts.
Recommended for upper-level undergraduate and graduate students taking courses in conflict management and negotiation. Also useful for students in applied programs, such as training and adult education courses in management development, conflict management, and negotiation.
Chapter 3: Theoretical Perspectives
There is nothing so practical as a good theory.
Many view theory as the least interesting aspect of study in fields such as business, conflict management, or negotiation. They hunger for action: “Let's just do it.” They're more comfortable with trial and error than exploring underlying assumptions—that is, those assumptions that explain why we choose to say some things and not others. Without planning based on reliable theory, negotiation can become an exercise akin to Wiley Coyote attempting to trap that elusive roadrunner. Understanding why we make the choices we do and why others respond the way they do increases the potential for greater understanding and more positive outcomes.
Each approach to negotiation reflects a set ...