Strategic Negotiations examines the current changes in labor-management relations. The authors identify & explain three key negotiating strategies: forcing change, fostering cooperative attitudes & solutions, & escaping the relationship. They illustrate how these strategies succeed or fail in real organizations by drawing on in-depth examples from 13 companies in 3 industries: pulp & paper, railroads, & auto supply. The resulting theory has broad implications for strategic negotiations in many settings.

The book examines the ways in which collective bargaining addresses a variety of workplace concerns in the context of today.s global economy. Globalization can contribute to growth and development, but as the recent financial crisis demonstrated, it also puts employment, earnings and labourstandards at risk. This book examines the role that collective bargaining plays in ensuring that workers are able to obtain a fair share of the benefits arising from participation in the global economy and in providing a measure of security against the risk to employment and wages. It focuses on a commonly neglected side of the story and demonstrates the positivecontribution that collective bargaining can make to both economic and social goals. The various contributions examine how this fundamental principle and right at work is realized in different countries and how its practice can be reinforced across borders. They highlight the numerouschallenges in this regard and the critically important role that governments play in rebalancing bargaining power in a global economy. The chapters are written in an accessible style and deal with practical subjects, including employment security, workplace change and productivity and working time.

This is a valuable book. It is a rare combination of appreciation and criticism; it is an eloquent statement of conceptual advocacy. Negotiation as a Social Process attempts the difficult task of the needed reform of a successful field and it does so by example as well as precept. . . . Kramer and Messick have done their research colleagues a great service; let us hope that they make the most of it. --Robert L. Kahn, Professor Emeritus, The University of Michigan "Negotiation as a Social Process puts the ′social′ back in negotiation theory and research, where it belongs. Consisting of contributions by some of today′s leading negotiation researchers, this volume is a direct response to the undue emphasis placed in recent years on the role of cognition in negotiation. Just as one needs two hands to clap (unless you are a Zen Buddhist), one needs two or more sides to negotiate. This excellent collection explicitly addresses the social and relational context in which negotiations invariably occur and, in doing so, returns the discussion to its proper place." --Jeff Rubin, Program on Negotiation, Harvard Law School In the past several years, negotiation and conflict management research has emerged as one of the most active and productive areas of research in organizational behavior. Although most research has focused on the cognitive aspects of negotiation, few address the impact of social processes and contexts on the negotiation process. Because negotiations always occur in the context of some preexisting social relationship between the negotiating parties, this neglect is unfortunate. Editors Rod Kramer and Dave Messick have brought together original theory and research from many of the leading scholars in this important and emerging area of negotiation research. Negotiation as a Social Process covers a wide range of topics, including the role of group identification and accountability on negotiator judgment and decision making, the importance of power-dependence relations on negotiation, intergroup bargaining, coalitional dynamics in bargaining, social influence processes in negotiation, cross-cultural perspectives on negotiation, and the impact of social relationships on negotiation. Scholars, students, and professionals in organization, management, and communication studies will find Negotiation as a Social Process an important and thought-provoking volume.

This timely volume discusses the extent to which the labor market is becoming more flexible in response to competitive pressures and examines the pivotal roles of collective bargaining in introducing this flexibility.Providing detailed information from 22 country studies, the book covers industrialized and developing nations across Western Europe, North and South America, and Asia. It analyzes the extent of flexibility introduced in these labor markets, as well as the changing role of the state in industrial relations, and the positions of employers and trade unions on labor market flexibility. This comprehensive study reviews the move toward flexibility in four principal areas: contracts of employment, pay, working time, and work organization.While closely examining the means of achieving greater labor market flexibility, this highly topical book addresses the various ways in which flexibility has been introduced, including through legislative action, collective bargaining, individual contracts of employment, and unilateral employer decisions. The findings in this book reveal that collective bargaining is the most effective means of introducing flexibility, as it engages both employers and workers in the process of change.In addition, the volume examines the outcomes of negotiations on flexibility at the central, sectoral, and enterprise levels, paying special attention to the trade-offs that arise, particularly in the areas of job security, working time, and workers' lifestyles.

Negotiation is the "great unknown" of human communication. When a baby demands or refuses food, when an international peace conference decides on the future of peoples and nations, everybody interacts with everybody. Power and balance, methods and styles, often dictated by the negotiator's cultural background, influence the outcome. The aim is cooperation, based on common interests. The way to get there quite often starts with confrontation and includes the competition of ideas and proposals. The author, an experienced diplomat who supports his theories with innumerable and often amusing anecdotes, shows politicians, business people and students how to do it - and improve their skills.

This is a comparison of labour relations in two countries that highlights the strengths and weaknesses of both systems. The book combines perspectives from industrial relations, human resource management, and political economy to provide a comparative analysis of employment relations in the free market environment of the United States and the social market environment of Germany, then builds on this comparative analysis to consider implications for skill training, the role of human resource departments, and the nature of collective bargaining in both countries. The book employs extensive field-based research with a thorough literature review to characterize the American and German models of employment relations, and brings together specific German institutional features with certain American organizational strategies, to suggest a mix of public and private sector policies that can capitalize on the strengths of both approaches to industrial adjustment and change. An outline of policy recommendations for both countries is established in the text.

This fine blend of Harvard scholarship and seasoned judgment is really two books in one. The first develops a sophisticated approach to negotiation for executives, attorneys, diplomats -- indeed, for anyone who bargains or studies its challenges. The second offers a new and compelling vision of the successful manager: as a strong, often subtle negotiator, constantly shaping agreements and informal understandings throughout the complex web of relationships in an organization. Effective managers must be able to reach good formal accords such as contracts, out-of-court settlements, and joint venture agreements. Yet they also have to negotiate with others on whom they depend for results, resources, and authority. Whether getting fuller support from the marketing department, hammering out next year's budget, or winning the approval for a new line of business, managers must be adept at advantageously working out and modifying understandings, resolving disputes, and finding mutual gains where interests and perceptions conflict. In such situations, The Manager as Negotiator shows how to creatively further the totality of one's interests, including important relationships -- in a way that Richard Walton, Harvard Business School Professor of Organizational Behavior, describes as "sensitive to the nuances of negotiating in organizations" and "relentless and skillful in making systematic sense of the process." This book differs fundamentally from the recent spate of negotiation handbooks that tend to espouse one of two approaches: the competitive ("Get yours and most of theirs, too") or the cooperative ("Everyone can always win"). Transcending such cynical and naive views, the authors develop a comprehensive approach, based on strategies and tactics for productively managing the tension between the cooperation and competition that are both inherent in bargaining. Based on the authors' extensive experience with hundreds of cases, and peppered with a number of wide-ranging examples, The Manager as Negotiator will be invaluable to novice and experienced negotiators, public and private managers, academics, and anyone who needs to know the state of the art in this important field.

Bargaining in the Shadow of the Market OCo Selected Papers on Bilateral and Multilateral Bargaining consists of selected research in bargaining carried out by Kalyan Chatterjee by himself and with various co-authors. Chatterjee has been one of the earliest researchers to work on noncooperative bargaining theory and has contributed to bilateral bargaining with parties having private information as well as multilateral coalition formation models. Some of his work in each of these areas finds place here.The main theme of this collection of papers is the nature of negotiations when participants have alternatives to continue negotiating, either by beginning negotiations with a different partner or set of partners or by engaging in time-consuming search for such partners. Chapters in this book include: a noncooperative theory of coalitional bargaining and features a laboratory experiment relevant to this theory as well as an extension to political negotiations, search for alternative partners, the effect of markets and bargaining on incentives of players to invest in the partnership and related papers on incentive compatibility, arbitration and a dynamic model of negotiation. The book also includes a new introduction that puts these papers in the context of the broader literature in the field.

Negotiation is stuck. It's time for something new. Almost everything is negotiable. Almost every interaction is a negotiation. And in no field is this clearer than in business, where every day we work with others to get things done. But when we have real differences, is win-win always possible? Or must every negotiation be a zero-sum battle, with a winner and a loser? Over the last half century, two opposing philosophies have ruled the field of negotiation: the win-lose, tooth-and-nail approach of training guru Chester Karrass; and the win-win, "principled" creed of Getting to Yes, developed by Roger Fisher and William Ury. But neither approach fully meets the challenge of today's volatile, disruptive, ultracompetitive business environment, where strategic problem-solving is of critical importance. In Creative Conflict, negotiation experts Bill Sanders and Frank Mobus provide something new. They use a dynamic, dialectical approach to show how negotiations are driven by competition and cooperation at the same time. Counterintuitively, they reveal that conflict lies at the heart of more profitable agreements. They believe that when we tiptoe around conflict, we negotiate in a half-hearted way that limits our results. By contrast, creative negotiators probe and push until they hit a wall of disagreement, and then they figure out how to get past it. The authors construct a clear and useful framework based on three distinct negotiating contexts: Bargaining, Creative Dealmaking, and Relationship Building. They instruct readers on how to skillfully pursue their fair share while simultaneously seeking ways to expand a deal's scope and value for both sides.