Leigh Thompson is a Distinguished Professor of Dispute Resolution & Organizations at the Kellogg School of Management at Northwestern University. She directs the Leading High Impact Teams executive program, the Kellogg Team and Group Research Center, and co-directs the Negotiation Strategies for Managers program. An active scholar and researcher, she has published more than 110 research articles and chapters and has authored 9 books, including: Creative Conspiracy: The New Rules of Breakthrough Collaboration, The Mind and Heart of the Negotiator, Making the Team, Organizational Behavior Today, Creativity and Innovation in Organizational Teams, Shared Knowledge in Organizations, Negotiation: Theory and Research, The Social Psychology of Organizational Behavior, and Confl ict in Organizational Groups. Thompson speaks and conducts workshops on negotiation teamwork, collaboration, and creativity skills for large and small organizations across the globe.

Introduction vii

Part 1: Negotiation: A 30,000-foot view 1

Truth 1: Negotiation: A natural gift? 3

Truth 2: The magic bullet: Preparation 7

Truth 3: Your industry is unique (and other myths) 11

Truth 4: Win–win, win–lose, and lose–lose negotiations 15

Truth 5: Four sand traps in the golf game of negotiation 19

Truth 6: If you have only one hour to prepare 23

Part 2: The bottom line on bottom lines 27

Truth 7: Identify your BATNA 29

Truth 8: Develop your reservation price 33

Truth 9: It’s alive! Constantly improve your BATNA 37

Truth 10: Don’t reveal your BATNA 41

Truth 11: Don’t lie about your BATNA 45

Truth 12: Signal your BATNA 49

Truth 13: Research the other party’s BATNA 53

Part 3: Black belt negotiation skills 55

Truth 14: Set optimistic but realistic aspirations 57

Truth 15: The power of making the fi rst off er 61

Truth 16: What if the other party makes the fi rst off er? 65

Truth 17: Plan your concessions 69

Truth 18: Be aware of the “even-split” ploy 73

Truth 19: Reveal your interests 77

Truth 20: Negotiate issues simultaneously, not sequentially 81

Truth 21: Logrolling (I scratch your back, you scratch mine) 85

Truth 22: Make multiple off ers of equivalent value simultaneously 89

Truth 23: Postsettlement settlements 93

Truth 24: Contingent agreements 97

Part 4: Psychology 101

Truth 25: The reciprocity principle 103

Truth 26: The reinforcement principle 107

Truth 27: The similarity principle 111

Truth 28: The anchoring principle 115

Truth 29: The framing principle 119

Part 5: People problems (and solutions) 123

Truth 30: Responding to temper tantrums 125

Truth 31: How to negotiate with someone you hate 129

Truth 32: How to negotiate with someone you love 133

Truth 33: Of men, women, and pie-slicing 137

Truth 34: Your reputation 141

Truth 35: Building trust 145

Truth 36: Repairing broken trust 149

Truth 37: Saving face 153

Part 6: I-negotiations and E-negotiations 157

Truth 38: Negotiating on the phone 159

Truth 39: Negotiating via email and the Internet 163

Truth 40: When negotiations shift from relational to highly transactional 167

Truth 41: Negotiating across generations 171

Truth 42: Negotiating with diff erent organizational cultures 175

Truth 43: Negotiating with diff erent demographic cultures 179

Part 7: Negotiation Yoga 183

Truth 44: What’s your sign? (Know your disputing style) 185

Truth 45: Satisfi cing versus optimizing 189

Truth 46: Are you an enlightened negotiator? 193

References 197

Acknowledgments 203

About the Author 204