This fine blend of Harvard scholarship and seasoned judgment is really two books in one. The first develops a sophisticated approach to negotiation for executives, attorneys, diplomats – indeed, for anyone who bargains or studies its challenges. The second offers a new and compelling vision of the successful manager: as a strong, often subtle negotiator, constantly shaping agreements and informal understandings throughout the complex web of relationships in an organization.
Effective managers must be able to reach good formal accords such as contracts, out-of-court settlements, and joint venture agreements. Yet they also have to negotiate with others on whom they depend for results, resources, and authority. Whether getting fuller support from the marketing department, hammering out next year’s budget, or winning the approval for a new line of business, managers must be adept at advantageously working out and modifying understandings, resolving disputes, and finding mutual gains where interests and perceptions conflict. In such situations, The Manager as Negotiator shows how to creatively further the totality of one’s interests, including important relationships – in a way that Richard Walton, Harvard Business School Professor of Organizational Behavior, describes as “sensitive to the nuances of negotiating in organizations” and “relentless and skillful in making systematic sense of the process.”
This book differs fundamentally from the recent spate of negotiation handbooks that tend to espouse one of two approaches; the competitive (“Get yours and most of theirs, too”) or the cooperative (“Everyone can always win”). Transcending such cynical and naive views, the authors develop a comprehensive approach, based on strategies and tactics for productively managing the tension between the cooperation and competition that are both inherent in bargaining.
Based on the authors’ extensive experience with hundreds of cases, and peppered with a number of wide-ranging examples, The Manager as Negotiator will be invaluable to novice and experienced negotiators, and anyone who needs to know the state of the art in this important field.
“The ability to think through and carry out negotiations is vital to success in Washington, on Wall Street, and in the corporate world. I have long felt that there was an inner logic to the process, but until I encountered this book, I doubted that it could be so insightfully and persuasively set forth. Further, having worked so closely with one of the authors and having seen this approach make major differences in significant transactions, I recommend The Manager as Negotiator to anyone interested in a sophisticated understanding of this subject.” – Peter G. Peterson, Chairman of the Blackstone Group; former chairman of Lehman Brothers Kuhn Loeb, United States Secretary of Commerce, and president and CEO of Bell and Howell
“Sophisticated managers know that the largest part of management is negotiating, not giving orders or unilaterally executing plans. This fresh work on negotiation usefully combines analysis and experience-and goes far beyond the tired cliches of the ‘win-lose’ or ‘win-win’ approaches. I recommend it highly.” – Richard G. Darman, Deputy Secretary of the United States Treasury
“Both the seasoned negotiator and the novice will find in The Manager as Negotiator fascinating insights, a systematic approach, and a quality of realism that make it an extraordinarily valuable source of guidance.” – Elliot L. Richardson, Partner of Milbank, Tweed, Hadley, and McCloy; former Attorney General of the United States, Secretary of Defense, Secretary of Commerce, and Secretary of Health, Education, and Welfare
“As a most interested third party, I have watched this remarkable book take shape over several years. If it were mainly intended as an analytical work on bargaining, it would be a great success, posing new questions, generating deep and original insights, and rigorously developing their implications. Yet The Manager as Negotiator transcends its roots in game theory and decision analysis, asking broader more realistic questions and addressing its exceptionally clear prose to a much wider audience. This book will give managers and negotiators invaluable advice. At the same time, it should profoundly influence the way scholars from many fields analyze negotiation.” – Howard Raiffa, Frank Plumpton Ramsey Professor of Managerial Economics, Harvard Business School; author of The Art and Science of Negotiation
Soft copy vs. hard copy
You may order this role simulation in either soft copy (electronic) or hard copy (paper) format. If you select the soft copy option, you will receive an e-mail with a URL (website address) from which you may download an electronic file in Adobe Acrobat PDF format. You are then permitted to view the document on your computer and either print the number of copies you purchased, or forward the electronic file as many times as the number of copies you purchased. You will only receive a link to one electronic file per document. So, if you order 25 soft copies, you may either forward copies of the link to 25 people via e-mail, or print (and/or photocopy) 25 hard copies of the document.
If you select the hard copy option, you will receive paper copies of this role simulation via the shipping method you select.
The purchase price and handling fee are the same for both soft and hard copies. Soft copies do not entail a shipping fee.
For additional information about the soft copy option, please visit our FAQ section, or contact the PON Clearinghouse at firstname.lastname@example.org or 800-258-4406 (within the U.S.) or 781-966-2751 (outside the U.S.).
Please note: At the present time, Clearinghouse soft copies are compatible with the following versions of the Adobe Acrobat Reader: English, German, French, Spanish, Swedish, Portuguese, Japanese, and Korean. If you have a different version of the Acrobat Reader, you may wish to download one of these at http://www.adobe.com/products/acrobat/readstep2.html, or contact the PON Clearinghouse at email@example.com, 800-258-4406 (within the U.S.), or 781-966-2751 (outside the U.S.) for further assistance. This restriction does not apply to the freely available Teacher’s Package Review Copies.
Ordering a single copy for review
If you wish to review the materials for a particular role simulation to decide whether you’d like to use it, then you should order a single Teacher’s Package for that role simulation. A PDF, or soft copy, version of the Teacher’s Package is also available as a free download from the description page of most role simulations and case studies. There is no need to order participant materials as well as a Teacher’s Package, as all Teacher’s Packages include copies of all participant materials. In addition, some Teacher’s Packages (but not all) include additional teaching materials such as teaching notes or overhead masters. Please note that the materials in Teacher’s Packages are for the instructor’s review and reference only, and may not be duplicated for use with participants.
Ordering copies for multiple participants
If you wish to order multiple copies of a role simulation for use in a course or workshop, simply enter the total number of participants in the box next to “Participant Copies.” There is no need to calculate how many of each role is required; the Clearinghouse will calculate the appropriate numbers of each role to provide, based on the total number of participants. For example, if you wish to order a 2-party role simulation for use with a class of 30 students, you would enter “30” in the box next to “Participant Copies.” You then would receive 15 copies of one role and 15 copies of the other role, for use with your 30 participants. As another example, if you ordered 30 participant copies of a 6-party role simulation, you would receive 5 copies of each role.
In the event that the number of participant copies you order is not evenly divisible by the number of roles in the simulation, you will receive extra copies of one or more roles. Participants receiving the extra roles may partner with other participants playing the same role, thus negotiating as a team. So, for instance, if you ordered 31 copies of a 2-party role simulation, you would receive 15 copies of the first role and 16 copies of the second role. One of the participants playing the second role would partner with another participant playing that same role, and the two would negotiate as a team.×