3-d Negotiation: Powerful Tools to Change the Game in Your by David A. Lax

By David A. Lax

When discussing being caught in a "win-win vs. win-lose" debate, such a lot negotiation books specialize in face-to-face strategies. but, desk strategies are just the "first measurement" of David A. Lax and James ok. Sebenius' pathbreaking three-D Negotiation (TM) strategy, built from their many years of doing bargains and reading nice dealmakers. strikes of their "second dimension"—deal design—systematically unencumber fiscal and noneconomic worth by way of creatively structuring agreements. yet what units the 3-D strategy aside is its "third dimension": setup. prior to displaying up at a bargaining consultation, 3D Negotiators make sure that the ideal events were approached, within the correct series, to deal with the best pursuits, lower than the ideal expectancies, and dealing with definitely the right results of strolling away if there's no deal. This new arsenal of strikes clear of the desk frequently has the best impression at the negotiated final result. filled with functional steps and instances, 3-D Negotiation demonstrates how better setup strikes plus insightful deal designs can help you succeed in amazing agreements on the desk, inconceivable by way of normal tactics.

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Sample text

We systematically analyze negotiations and teach what we’ve learned to senior executives, top government officials, and MBAs at Harvard and around the world. This long-term engagement with deals and deal-makers has left us increasingly dissatisfied with the model that dominates most of the negotiations—and the thinking about negotiations—that go on today. What’s the problem? Most negotiators focus on a single dimension of the bargaining process. They are “one-dimensional,” in our terminology, and the single dimension that they embrace is tactics.

Of course, many negotiations center on economic value—that is, potential financial gains to the negotiating parties. Suppose that we own a patent that could dramatically boost the value of your products in a market segment in which our firm has no interest in competing. A licensing deal could create economic value for both of us and would certainly be more appealing than the no-deal alternative. But value can—and in many cases, should—be understood more broadly. Think of the example of Egypt and Israel negotiating over the Sinai described earlier.

When negotiators went beyond the opposing positions, however, they uncovered a vital difference of underlying interest and priority: the Israelis cared more about security, while the Egyptians cared more about sovereignty. The solution was a demilitarized zone under the Egyptian flag. Differences of interest or priority can open the door to unbundling different elements and giving each party what it values the most at the least cost to the other (as the Egyptians and Israelis did): a core principle of deal design.

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