Negotiating the Impossible: How to Break Deadlocks and Resolve Ugly Conflicts (Without Money or Muscle)
- 4h 2m
- Deepak Malhotra
- Berrett-Koehler Publishers
- 2016
Some negotiations are easy. Others are more difficult. And then there are situations that seem hopeless. Conflict is escalating, people are getting aggressive, and no one is willing to back down. And to top it off, you have little power, money, or other resources to work with. Harvard professor (and negotiation consultant advisor to organizations around the world) Deepak Malhotra shows how to defuse even the most potentially explosive situations and to find success when things seem impossible.
Malhotra illustrates key lessons using behind-the-scenes stories of fascinating real-life negotiations, including drafting the US Constitution, resolving the Cuban Missile Crisis, bringing peace to Northern Ireland, ending bitter disputes in the NFL and NHL, and beating the odds in complex business situations. But he also shows how these same principles and tactics can be applied in everyday life as well, from making corporate deals, negotiating job offers, and resolving business disputes to tackling obstacles in personal relationships and even negotiating with children.
About the Author
Deepak Malhotra is a Professor in the Negotiations, Organizations, and Markets Unit at the Harvard Business School. He teaches Negotiation in the MBA program and in a wide variety of executive programs including the Advanced Management Program (AMP), the Owner/President Management Program (OPM), Changing the Game, Strategic Negotiation, and Families in Business. He has been published in top journals in the fields of management, psychology, and conflict resolution and has won numerous awards for both his teaching and his research. Malhotra has also been widely cited and quoted in the mainstream media and is a regular guest on CNBC's nightly program, "The Big Idea".
In this Book
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Preface
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Introduction—The Most Ancient Lesson in Peacemaking
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Chapter 1: The Power of Framing
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Chapter 2: Leveraging the Power of Framing
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Chapter 3: The Logic of Appropriateness
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Chapter 4: Strategic Ambiguity
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Chapter 5: The Limits of Framing
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Chapter 6: First-Mover Advantage
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Chapter 7: The Power of Process
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Chapter 8: Leveraging the Power of Process
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Chapter 9: Preserve Forward Momentum
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Chapter 10: Stay at the Table
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Chapter 11: The Limits of Process
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Chapter 12: Changing the Rules of Engagement
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Chapter 13: The Power of Empathy
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Chapter 14: Leveraging the Power of Empathy
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Chapter 15: Yielding
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Chapter 16: Map Out the Negotiation Space
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Chapter 17: Partners, Not Opponents
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Chapter 18: Compare the Maps
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Chapter 19: The Path Forward
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Notes
