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 9: Organizational Negotiation
The requirements for getting work done reside less in the exercise of authority and more in the ability to communicate and negotiate with a wide variety of members of an organization.
Conflict and problem solving exist in the very fabric of organizational structure and processes. Negotiated understandings become important in organizational climates with changing structures, values, and roles. Competing priorities and competition for limited resources create a context where the quality of negotiation serves as a good predictor for organizational effectiveness. Putnam (1997) points out that negotiation in organizations functions as “a catalyst for identifying and defining problems and reaching understanding by enabling members to negotiate the meaning of organizational events” (p. 153). An example of this ...