As director of the world-renowned Wharton Executive Negotiation Workshop, Professor G. Richard Shell has taught thousands of business leaders, lawyers, administrators, and other professionals how to survive and thrive in the sometimes rough-and-tumble world of negotiation. In the third edition of this internationally acclaimed book, he brings to life his systematic, step-by-step approach, built around negotiating effectively as who you are, not who you think you need to be. Shell combines lively stories about world-class negotiators from J. P. Morgan to Mahatma Gandhi with proven bargaining advice based on the latest research into negotiation and neuroscience.
This book includes:
An easy-to-take "Negotiation I.Q." test that reveals your unique strengths as a negotiator
A brand new chapter on reliable moves to use when you are short on bargaining power or stuck at an impasse
Insights on how to succeed when you negotiate online
Research on how gender and cultural differences can derail negotiations, and advice for putting relationships back on track
Key Lessons from Bargaining for Advantage:
Preparation is Essential: Thorough preparation, including understanding both your own needs and the other party’s, sets the foundation for successful negotiations.
Know Your BATNA (Best Alternative to a Negotiated Agreement): Always be aware of your options if the negotiation doesn’t reach an agreement. This gives you leverage and clarity during discussions.
Understand the Other Party’s Interests: Successful negotiators don’t just focus on their own desires—they actively seek to understand the interests, needs, and motivations of the other party.
The Power of Framing: How you present an offer or issue can significantly affect how it’s received. Framing your arguments strategically can lead to better outcomes.
Flexibility and Adaptability: Each negotiation is unique. Adapt your approach based on the situation, the relationship, and the objectives at stake.
Building Trust and Rapport: Establishing a positive relationship and creating trust with the other party can lead to more collaborative and beneficial negotiations.
Tactical Concessions: Smart negotiators know when and how to make concessions, using them strategically to build goodwill or move the negotiation forward without compromising their core objectives.
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