By Melanie Billings-Yun
Compliment for past Dealmaking"Every capability rainmaker and savvy competitor wishes Melanie Billings-Yun's grab procedure for negotiation. you will by no means need to look for leads back. I hugely suggest this book."—Jeffrey J. Fox, writer, how one can Be a Rainmaker, Rain, and the way to Be a Fierce Competitor"Stepping again from the main points of the deal, past Dealmaking makes a speciality of the larger picture—engaging humans to interact in an actual solution to get to the bottom of matters. Dr. Billings-Yun's obtainable technique deals negotiators greater than in basic terms the way to 'get to certain' yet, extra importantly, how you can remain there."—Carol Frohlinger, coauthor, Her position on the desk: A Woman's advisor to Negotiating 5 Key demanding situations to management good fortune, and co-founder of Negotiating girls, Inc."The innovations encouraged in past Dealmaking are spot on, rather for worldwide negotiations and joint ventures comparable to ones I sometimes handled in mergers and acquisitions. cognizance to efficient relationships is one aspect that regularly crosses cultures and geographies. Dr. Billings-Yun captures the essence of a classy subject concisely, with concrete examples that carry it to existence and a conversational tone that makes it a leisurely read."—Jacqui Winship, director, company procedure and company improvement, Whirlpool Corporation"Melanie Billings-Yun has produced an leading edge, clean method of negotiation in response to her years of useful adventure all over the world. She treats negotiation as an on-going method that kinds the middle of a winning dating, no longer as in basic terms a free-standing transaction. past Dealmaking takes us past 'yes' to construct this kind of belief that guarantees success."—Stephen Bosworth, dean, The Fletcher university of legislation and international relations, Tufts University"Finally, a clear-eyed how-to ebook that is aware that negotiation is not only approximately phrases, yet approximately humans. past Dealmaking indicates us tips on how to make lasting agreements in response to knowing, equity, and appreciate. packed with interesting tales of negotiations of each kind, it is a e-book that everybody can research from to enhance their paintings and their lives—and perhaps even ease the weight on our overloaded courts."—Betty Roberts, arbitrator, mediator, and previous Oregon best courtroom Justice "I am thrilled to determine a thought of and sustainable method of negotiation that knows that activities, phrases, and equity have an effect that keeps a ways past the signing of a deal."—Edward C. Prescott, Ph.D., professor, and winner of the Nobel Prize for Economics
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Extra resources for Beyond Dealmaking: Five Steps to Negotiating Profitable Relationships
In the next two chapters, we will look more closely at how negotiators can avoid serious problems and realize substantial benefits from looking beyond the deal. Key Lessons from This Chapter • A deal is merely a promise; a relationship ensures the desired outcome. • Contracts cannot replace communication. • Negotiating relationships is a process, not a transaction. • Every relationship requires positive words, attitudes, and behaviors, including • Respect, friendliness, and liking • Fairness The Goal Is Not a Good Deal, but a Good Outcome • Honest, open, and positive communication • Care and concern • Empathy and understanding • Collaborative efforts toward mutual success • Reciprocity • Open-mindedness and adaptability • Commitment • Dependability 27 Chapter 2 e v e n m o n k e y s de m a n d fairness L et’s start with avoiding problems.
Tit-for-tat is amazingly effective in molding behavior at the negotiation table. For the most part, it’s also simple to do. Most negotiators will respond to cooperation with cooperation. Nearly all are happy to retaliate when they feel they have been harmed. The hard part is to respond positively when the other party moves from negative to positive behavior. It’s in our nature to hold a grudge for a while when we feel we’ve been mistreated, and we tend to want to get in the last blow. However, in this case the natural reaction is not in our best interest.
Traditional deal-based negotiation is transactional. It’s about this deal, these terms. Get a signature, and you’re done. With its emphasis on winning and losing, transactional negotiation is frequently compared to a game (of wits) or a battle (of nerves). But there is a crucial difference between reaching an agreement and competing in a game or fighting a battle: games and battles don’t require cooperation once they are concluded. There are other critical differences: • In a deal, the goal is confined to getting an agreement.