Contents -- About This Course -- How to Take This Course -- 1 Essentials of Negotiating -- Two Views of Negotiating -- What Negotiating Is -- Negotiating Is a Process -- Negotiating Takes Place Between People -- Negotiating Is About Needs -- Every Negotiation Is Different -- Sometimes It's Easy and Sometimes It Ain't -- The Process, Or What's Going On Here? -- Who's Across the Table? -- What's Going on over There? -- What's Going on over Here? -- What's Going on Between Us? -- Three Negotiating Criteria -- Negotiating Requires Willingness and Ability -- The Importance of Being Flexible -- Be Willing to Talk About Your Relationship -- Be Willing to Change Your Process -- Avoid Fixed Beliefs -- Be Patient -- The Objective: Meeting Needs -- Understand Others' Needs -- Make It Easy for Others to Understand Your Needs -- Accept that Needs Are Valid -- The Five Basic Needs -- Listen on Two Levels -- Why Others Don't Tell Us -- Needs vs. Solutions -- The Importance of Knowing the Rules -- Knowing the Rules Gives Us Options -- Negotiating Is a Process of Dissolving Blocks -- Blocks Exist for a Reason -- Use Others' Energy for Your Mutual Advantage -- The Sources of Our Blocks -- Summary -- Review Questions -- 2 How to Prepare for a Negotiation -- The Objective in Preparing for a Negotiation -- Step One: Prepare -- Don't React -- Triggering Events Can Keep Us from Preparing -- Use Triggering Events to Advantage in Preparing -- Step Two: Get the Facts -- Don't Make False Assumptions -- Facts Checklist -- Explore the Data -- We Both Need the Same Data -- Step Three: Determine the Importance of the Current Situation -- Measuring Importance Tells Us What We Need -- Step Four: Clarify Needs and Distinguish Between Needs and Solutions -- Step Five: Generate Multiple Options -- What If We Don't Know What to Do? -- Step Six: Know the Other Party -- Summary.

Review Questions -- 3 You Get What You Believe -- Perceptions and Beliefs -- When We Believe that We Can -- When We Believe that We Can't -- Others Mirror Our Beliefs -- Our Belief's Need To Be "For Real" -- Beliefs Influence Our Negotiations -- Where Do Our Beliefs Come From? -- Beliefs Form a Filter System -- Everyone Has a Unique Filter -- Assume Different Perspectives -- False Assumptions Can Lead to Righteous Positions -- Self-limiting vs. Empowering Beliefs -- Self-limiting Beliefs -- Empowering Beliefs -- Beliefs Create Boundaries -- Show Stoppers -- Scorekeeper Beliefs -- Peacemaker Beliefs -- "I Need to Prove Myself" Beliefs -- What to Do with Our Self-limiting Beliefs -- Option One: Check Out the Data -- Option Two: Get Input from Others -- Option Three: Take It a Step at a Time -- Option Four: Resolve Past Issues -- Option Five: Take a Break -- Summary -- Review Questions -- 4 Identify and Remove the Blocks -- Negotiating Equals Removing Blocks -- Blocks Within Us -- Beliefs that Stop Us -- Negotiate Fears Up Front -- Afraid They Will Get Angry -- Enough Time? -- Relationship Blocks -- Relationships Need to Be Safe -- Relationships Need to Be Respectful -- Relationships Need to Be Resolved -- Distinguish Between Problems and Conflicts -- Process Blocks -- Make It Safe -- Make It Fair -- Make It Effective -- Blocks in Applicable Criteria -- Lack of Established Standards -- Disagreement About Validity of Established Criteria -- Different Interpretations of Criteria -- How to Prevent Criteria Blocks -- Summary -- Review Questions -- 5 Dealing with Difficult People -- Our Objective in Dealing with Difficult People -- Enforcers -- Enforcer Assumptions -- Enforcer Behaviors -- How to Respond to Enforcers -- Scorekeepers -- Scorekeeper Behaviors -- How to Respond to Scorekeepers -- Peacemakers -- Peacemaker Behaviors.

How to Respond to Peacemakers -- Rebel Producers -- Rebel Producer Assumptions -- Rebel Producer Behaviors -- How to Respond to Rebel Producers -- Summary -- Review Questions -- Bibliography -- The First Examination -- The Practice Case -- The Practice Case Solution -- The Examination Case -- Selected Readings -- Index -- B -- C -- D -- E -- F -- G -- K -- L -- N -- O -- P -- R -- S -- T.