By David A. Lax

When discussing being caught in a "win-win vs. win-lose" debate, so much negotiation books specialise in face-to-face strategies. but, desk strategies are just the "first measurement" of David A. Lax and James okay. Sebenius' pathbreaking 3D Negotiation (TM) technique, constructed from their many years of doing offers and interpreting nice dealmakers. strikes of their "second dimension"—deal design—systematically release monetary and noneconomic price by means of creatively structuring agreements. yet what units the 3-D technique aside is its "third dimension": setup. earlier than exhibiting up at a bargaining consultation, 3-D Negotiators make sure that the ideal events were approached, within the correct series, to deal with the best pursuits, lower than the perfect expectancies, and dealing with the proper outcomes of strolling away if there's no deal. This new arsenal of strikes clear of the desk usually has the best impression at the negotiated consequence. full of sensible steps and instances, 3-D Negotiation demonstrates how more desirable setup strikes plus insightful deal designs can aid you succeed in impressive agreements on the desk, inconceivable by means of average tactics.

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Additional resources for 3-d Negotiation: Powerful Tools to Change the Game in Your Most Important Deals

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Should it be a staged agreement, perhaps with contingencies and risk-sharing provisions? If there’s a contract involved, should it be an unusual kind of contract—one with a more creative concept and structure than we’ve used before? One that meets ego needs as well as economic ones? A Few Deal-Design Examples Conventional wisdom says that we negotiate to overcome the differences that divide us. So, typically, we’re advised to find win-win agreements by searching for common ground. While identifying common ground almost always helps, many of the most frequently overlooked sources of value in agreement arise from differences among the parties.

To them, preparation and execution are mainly about process and tactics. But all too often, this one-dimensional approach leaves money on the table. It is inadequate for the tough negotiations in which the other side seems to hold all the cards. It isn’t well-suited to common deal-making challenges such as multiple—not just two—parties, tricky internal as well as external negotiations, and shifting agendas. It leads to suboptimal deals, creates needless impasses, and fosters conflicts that could have been avoided.

If you don’t like the way the table is set, reset it by attacking the scope and sequence of the negotiations. Creating and Claiming Value Let’s back up a step and ask a fundamental question whose answer underlies our approach: whether we act in one, two, or three dimensions, what are we actually trying to do by negotiating? On one level, everyone will answer this question differently, depending on the specifics of the negotiations at hand. ”) But on a deeper level, the answer to our rhetorical question is always the same: Your negotiating objective should be to create and claim value for the long term by crafting and implementing a deal that is satisfactory for both (or all) parties.

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