Getting (More of) What You Want: How the Secrets of Economics and Psychology Can Help You Negotiate Anything, in Business and in Life

by Margaret A. Neale, Thomas Z. Lys

Overview

Two top business professors offer up "the best research and advice on negotiation" (Chip Heath)

Do you know what you want? How can you make sure you get it? Or rather, how can you convince others to give it to you? Almost every interaction involves negotiation, yet we often miss the cues that would allow us to make the most of these exchanges. In Getting (More of) What You Want, Margaret Neale and Thomas Lys draw on the latest advances in psychology and behavioral economics to provide new strategies for negotiation that take into account people's irrational biases as well as their rational behaviors. Whether you're shopping for a car, lobbying for a raise, or simply haggling over who takes out the trash, Getting (More of) What You Want shows how negotiations regularly leave significant value on the table—and how you can claim it.

Product Details

ISBN-13:	9780465050727
Publisher:	Basic Books
Publication date:	07/14/2015
Pages:	288
Sales rank:	627,398
Product dimensions:	6.20(w) x 9.30(h) x 1.30(d)

About the Author

Margaret A. Neale is an Adams Distinguished Professor of Management at the Graduate School of Business at Stanford University, where her research focuses primarily on negotiation and team performance. In particular, she studies cognitive and social processes in terms of effective negotiating behavior and explores the psychology behind team communication. She is the author of over seventy articles on the topics of bargaining and negotiation and is the coauthor of three books.

Thomas Z. Lys is Eric L. Kohler Chair in Accounting at the Kellogg School of Management at Northwestern University. His research investigates the stock price consequences that result from alternate financial reporting standards, changes in capital structure, changes in the money supply, and corporate disclosures, and his work has been published in prominent academic journals. He is an editor of the Journal of Accounting and Economics and has served as a consultant for General Electric and IBM, among other companies.

Table of Contents

Preface ix

Part 1 The Basics

Chapter 1 Why Aren't You Negotiating? The Choice to Negotiate 3

Chapter 2 Creating Common Ground The Infrastructure of Negotiation 15

Chapter 3 Creating and Claiming Value The Value of the Exchange 29

Chapter 4 Value Creating The Integrative Potential in Negotiations 43

Chapter 5 Mapping Out the Negotiation What You Don't Know Can REALLY Hurt You 57

Chapter 6 It Takes at Least Two to Tango Thinking Strategically in Negotiation 79

Part 2 The Negotiation

Chapter 7 Who Should Make the First Offer? Is S(he) Who Speaks First Truly Lost? 101

Chapter 8 Managing the Negotiation Supplementing and Verifying What You (Think You) Know 119

Chapter 9 Concede or Else! The Influence of Promises and Threats 137

Chapter 10 Should You Let Them See You Sweat (or Cry)? Emotions in Negotiation 153

Chapter 11 Power Having It-or Not-and Getting More 167

Chapter 12 Multiparty Negotiations The More the Merrier? 183

Chapter 13 Auctions Lots More than Two 197

Chapter 14 Bringing It Home Making the Deal Real 211

Acknowledgments 221

Notes 223

Index 249

Editorial Reviews

"This well-crafted book, which merges ideas and insights from the study of economics and psychology, is about how to negotiate successfully and how to maximise the value that you get from each negotiation."
—Irish Times

“Most of us worry that we’re not very good negotiators. This book weaves together the best research and advice on negotiation so that you can feel more calm and collected when facing your next negotiation at work or as a consumer. And perhaps even with your kids.”—Chip Heath, coauthor of Decisive, Switch, and Made to Stick

"Enormously important...Will serve negotiators of all sorts very well."
—Robert B. Cialdini, author of Influence: The Psychology of Persuasion

"A valuable guide to a complicated subject."—Success Magazine

"Getting (More Of) What You Want offers a concise and approachable deep dive into the essential truths of effective negotiating. Building off decades of behavioral research in psychology and economics, these two powerhouse professors de-bunk many common myths and lay out a disciplined approach to mastering the strategy and practice of negotiation."
—Sally Blount, Dean, Kellogg School of Management, Northwestern University

"Getting (More Of) What You Want is the best book I've ever read on negotiation. Margaret Neale and Thomas Lys' masterpiece is packed with actionable, often surprising, and always evidence-based advice on everything from deciding whether to negotiate at all, to figuring out whether you are getting a good deal (or a bad one), to when and how to end your negotiation."—Robert Sutton, Stanford Professor and co-author of Scaling Up Excellence: Getting to More Without Settling for Less

From the Publisher

2015-04-14
Business school professors attempt to teach the art of negotiation with a mix of psychology and basic economic logic. In this heady guide to the art of the deal, Neale (Management/Stanford Univ. Graduate School of Business; co-author: Negotiating Rationally, 1992, etc.) and Lys (Accounting/Northwestern Univ. Kellogg School of Management) transform seemingly obvious and common-sensical business thinking into what often reads like quasi-technical classroom-speak. Curiously, the prose isn't quite oblique enough to distract from the fact that much of the advice in this book sounds strangely facile. Obvious points abound—e.g., "getting a good deal should be the goal of any negotiation"; "All negotiations are exchanges, but not all exchanges are negotiations"; "If you reached an impasse in the prior negotiation, you are significantly more likely to reach impasse in the next one"; "Power is typically defined as the inverse of dependence…the better your alternatives, the less dependent you are on reaching a deal." One of the first and most strikingly obvious points made in the first few chapters of the book is that the more alternatives you have when you're negotiating, the more confident a negotiator you'll become. For example, a person interviewing for a job who has nine other job offers is going to be a more successful salary negotiator than someone who has no other job offers—unless another interviewee can manufacture the confidence of a person with many alternatives. Throughout the book, Neale and Lys emphasize the importance of maintaining a systematic haggler's mindset: the more you know about your own goals, as well as those of your adversary, the more empowered you will feel in a negotiation. Ultimately, much of the narrative is just common business sense made to sound like a doctoral thesis. Never fails to bring gratuitous academic heft to the instinctive, ancient principles of simple bartering.

Kirkus Reviews