THE NEGOTIATION BOOK -- Contents -- Acknowledgments -- Preface -- Chapter 1 - So You Think You Can Negotiate? -- INTRODUCTION -- SO WHAT IS NEGOTIATION? -- Why get motivated? -- Why bother negotiating? -- Becoming proactive -- Becoming comfortable with being uncomfortable -- THE NEED FOR SATISFACTION -- What is the right price? -- Inside the other person's head -- NEGOTIATING VERSUS SELLING -- PERSONAL VALUES -- THE CASE FOR COLLABORATION -- HONESTY WITH YOURSELF -- THE FOUR CHALLENGES WE FACE -- Challenge 1 - This is all about you -- Challenge 2 - There are no rules -- Challenge 3 - Knowing when you have performed well -- Challenge 4 - Nothing happens by accident -- CONCLUSION -- Chapter 2 - The Negotiation Clock Face -- MAKING SENSE OF NEGOTIATION SO THAT WE CAN ALL BENEFIT FROM IT -- The "engineering of variables" -- SO WHO IS "THE COMPLETE SKILLED NEGOTIATOR"? -- THE THREE FACTORS THAT INFLUENCE EVERY NEGOTIATION -- 1. Power -- 2. Trust -- 3. Understanding total value and mutual opportunities -- WHY ARE THERE SO MANY DIFFERENT WAYS TO NEGOTIATE A DEAL? -- There is no right or wrong in negotiation -- HOW THE NEGOTIATION CLOCK FACE WORKS -- The negotiation environment -- Bartering: 1 o'clock -- Bidding: 2-3 o'clock -- Hard bargaining: 4 o'clock -- Dealing: 5-6 o'clock -- Concession trading: 6-7 o'clock -- Win-win: 8 o'clock -- Problem solving: 9-10 o'clock -- Relationship building: 10-12 o'clock -- Exploring the reality of partnerships -- SUMMARIZING THE NEGOTIATION CLOCK FACE -- Chapter 3 - Why Power Matters -- WHAT DO WE MEAN BY POWER? -- Why the balance of power matters -- Power and understanding the individual -- Power and accountability -- HOW DOES POWER INFLUENCE NEGOTIATIONS? -- Influencing factors -- CIRCUMSTANCES WHICH INFLUENCE POWER -- Need and dependency -- Time and circumstance -- Threats and consequences -- Supply and demand.

Information, transparency and knowledge -- CREATING POWER THAT PROVIDES CONTROL -- Parallels between physics and psychology -- CONCLUSION -- Chapter 4 - The Ten Negotiation Traits -- 1. NERVE: -- Believe in your position, never offend and always remain calm -- 2. SELF-DISCIPLINE: -- To understand what to do, and to do that which is appropriate -- 3. TENACITY: -- The negotiator's equivalent to stamina -- 4. ASSERTIVENESS: -- Tell them what you will do, not what you won't do -- 5. INSTINCT: -- Trust it, you will be more often right than not -- 6. CAUTION: -- If it's too good to be true it probably is -- 7. CURIOSITY: -- Asking why because you want and need to know -- 8. NUMERICAL REASONING: -- Know what it's really worth, know what it really costs -- 9. CREATIVITY: -- Exploring and building on possibilities -- 10. HUMILITY: -- It is people who make agreements and humility which breeds respect -- CONCLUSION -- Chapter 5 - The Fourteen Behaviors that Make the Difference -- YOUR BEHAVIORS AND ATTRIBUTES -- Defining what you do in negotiation -- THE FOURTEEN BEHAVIORS -- 1. Think clearly when faced with conflict -- 2. Do not allow your sense of fairness to influence behavior -- 3. Maintain your self-control, use silence and manage discomfort -- 4. Open extreme yet realistically to shift their expectations -- 5. Read their break point -- 6. Listen and interpret the meaning behind the words -- 7. Plan and prepare using all information available -- 8. Question effectively -- 9. Always trade concessions effectively and conditionally -- 10. Apply analytical skills to manage the value of the deal as the negotiation unfolds -- 11. Create and maintain the appropriate climate for trust -- 12. Develop and use your agenda to help control the negotiation proceedings -- 13. Think creatively to develop proposals which help move the deal forward.

14. Explore options to help gain agreement -- CONCLUSION -- Chapter 6 - The "E" Factor -- THE EFFECT OF HUMAN EMOTION ON NEGOTIATION -- The role of emotion -- Understanding our emotions -- The tell-tale signs of stress -- CONSCIOUS COMPETENT -- Becoming a consciously competent negotiator through understanding TA -- Responses to ego states -- YOUR VALUES -- EMOTIONAL INTELLIGENCE -- THE ART OF LOSING -- MANAGING THE EMOTIONAL NEED FOR SATISFACTION -- TRUST, TACTICS AND EMOTIONS -- VISIBLE EMOTION -- Emotional ego -- CONCLUSION -- Chapter 7 - Authority and Empowerment -- UNDERSTANDING EMPOWERMENT -- WE ARE ALL EMPOWERED TO SOME DEGREE -- How empowered are they? -- Being disempowered -- Fully empowered individuals can become very dangerous -- Being partially empowered -- YOUR BOSS AS YOUR WORST ENEMY -- Who is in the background? -- Gaining "in principle" agreements -- The need to escalate to the empowered -- Broadening the negotiation scope by disempowering those at the top -- NEGOTIATION USING EMPOWERMENT WITHIN TEAM ROLES -- More than four -- GETTING EMPOWERED BEFORE YOU START -- EMPOWERMENT WHICH PROTECTS YOU -- EMPOWERED TO DO THE WRONG THINGS? -- DECISION-MAKING AUTHORITY -- Being empowered by your customer -- Linking empowerment to accountability and risk assessment -- EMPOWERMENT AND SCOPE TO CREATE VALUE -- The importance of defining value -- Chapter 8 - Tactics and Values -- THE IMPORTANCE OF BEING DISPASSIONATE -- Recognizing the process and the gamesmanship in play -- A QUESTION OF CHOICES AND PERSONAL STYLE -- Personal attributes -- Risky attributes -- WHAT ARE TACTICS? -- When do tactics usually come into play? -- Dealing with tactics and when to use them -- CONCLUSION -- Chapter 9 - Planning and Preparation that Helps You to Build Value -- EACH AND EVERY DEAL IS UNIQUE -- UNDERSTANDING VALUE -- The three dynamics of value.

What do we mean by total value? -- THE SIX PRIMARY VARIABLES -- WORKING WITH VARIABLES -- KNOWING WHAT VARIABLES YOU HAVE TO WORK WITH -- Attaching triggers to variables -- RISK AS A NEGOTIABLE -- Protecting the value -- Accountability -- Risk is different for different people -- Managing compliance and performance? -- PREPARING TO MANAGE COMPLEXITY -- Exploring all possibilities -- THE NEED FOR AN OPEN MIND -- Taking your time and being patient -- Being open to new ideas -- Agreeing in principle -- Changing the shape of the deal - repackaging -- PLANNING FROM A PRACTICAL PERSPECTIVE -- The process -- Trade-storming -- Trade surveyor -- Issue map -- Agenda -- The move planner -- The record of offers -- CONCLUSION -- Index.