Negotiating Workplace Relationships teaches students how to navigate the ethically challenging and professionally risky situations they are likely to encounter in their working lives. Grounded in both classic and contemporary studies, this narrative-based text introduces a theoretical framework and pragmatic communication strategies for mitigating personal risk and optimizing relational and organizational outcomes. Throughout the text, students learn how power differences, normative pressures, performance obligations, and other social, relational, and ethical factors complicate workplace encounters. Each chapter features real-world scenarios that illustrate unique challenges such as proposing innovations, responding to harassment, managing workplace romance, offering criticism, and dealing with difference. Students are provided with current research on each communicative challenge, then explore possible responses using the Risk Negotiation Cycle. Featuring vivid examples that encourage critical thinking and lively discussion on the topic of communication in the workplace, Negotiating Workplace Relationships is well-suited to courses in organizational communication, work relationships, leadership communication, organizational ethics, applied communication, and management.

Negotiating Workplace Relationships teaches students how to navigate the ethically challenging and professionally risky situations they are likely to encounter in their working lives. Grounded in both classic and contemporary studies, this narrative-based text introduces a theoretical framework and pragmatic communication strategies for mitigating personal risk and optimizing relational and organizational outcomes. Throughout the text, students learn how power differences, normative pressures, performance obligations, and other social, relational, and ethical factors complicate workplace encounters. Each chapter features real-world scenarios that illustrate unique challenges such as proposing innovations, responding to harassment, managing workplace romance, offering criticism, and dealing with difference. Students are provided with current research on each communicative challenge, then explore possible responses using the Risk Negotiation Cycle. Featuring vivid examples that encourage critical thinking and lively discussion on the topic of communication in the workplace, Negotiating Workplace Relationships is well-suited to courses in organizational communication, work relationships, leadership communication, organizational ethics, applied communication, and management.

Drawing on best practices and real examples from companies who are achieving record results, Getting to We flips conventional negotiation on its head, shifting the perspective from a tug of war between parties to a collaborative partnership where both sides effectively pull against a business problem.

Understand the context of negotiations to achieve better results Negotiation has always been at the heart of solving problems at work. Yet today, when people in organizations are asked to do more with less, be responsive 24/7, and manage in rapidly changing environments, negotiation is more essential than ever. What has been missed in much of the literature of the past 30 years is that negotiations in organizations always take place within a context—of organizational culture, of prior negotiations, of power relationships—that dictates which issues are negotiable and by whom. When we negotiate for new opportunities or increased flexibility, we never do it in a vacuum. We challenge the status quo and we build out the path for others to negotiate those issues after us. In this way, negotiating for ourselves at work can create small wins that can grow into something bigger, for ourselves and our organizations. Seen in this way, negotiation becomes a tool for addressing ineffective practices and outdated assumptions, and for creating change. Negotiating at Work offers practical advice for managing your own workplace negotiations: how to get opportunities, promotions, flexibility, buy-in, support, and credit for your work. It does so within the context of organizational dynamics, recognizing that to negotiate with someone who has more power adds a level of complexity. The is true when we negotiate with our superiors, and also true for individuals currently under represented in senior leadership roles, whose managers may not recognize certain issues as barriers or obstacles. Negotiating at Work is rooted in real-life cases of professionals from a wide range of industries and organizations, both national and international. Strategies to get the other person to the table and engage in creative problem solving, even when they are reluctant to do so Tips on how to recognize opportunities to negotiate, bolster your confidence prior to the negotiation, turn 'asks' into a negotiation, and advance negotiations that get "stuck" A rich examination of research on negotiation, conflict management, and gender By using these strategies, you can negotiate successfully for your job and your career; in a larger field, you can also alter organizational practices and policies that impact others.

Expanding on the principles, insights, and wisdom that made Getting to Yes a worldwide bestseller, Roger Fisher and Scott Brown offer a straightforward approach to creating relationships that can deal with difficulties as they arise. Getting Together takes you step-by-step through initiating, negotiating, and sustaining enduring relationships -- in business, in government, between friends, and in the family.

This dissertation draws on the concept of High-Quality Relationships (Dutton & Heaphy, 2003) to explore how professional relationships impact negotiations. Most negotiation research on relationships has focused on relationship type (e.g., strangers versus friends) without considering the quality of the relationship. Only two studies have examined relationship quality and its effects on negotiations (Bagarozzi, 1982; Greenhalgh & Chapman, 1998). I aim to explore how relationship quality impacts negotiation behaviours and outcomes. I propose and test a theoretical model in which (1) the effects of High-Quality Relationships on Integrative Bargaining Behaviours are mediated by Psychological Safety and Integrity Trust, and (2) the effects of High-Quality Relationships on negotiation outcomes (economic and subjective value outcomes) are mediated by Psychological Safety, Integrity Trust, and Integrative Bargaining Behaviours. In Study 1, professionals recalled a work situation where they needed to reach an agreement with a colleague. In Study 2, graduate-level students were assigned to High and Low-Quality Relationship dyads based on their existing class relationships. One week later, dyads engaged in a face-to-face negotiation simulation. Results from both studies showed that High-Quality Relationships has implications for negotiation bargaining behaviours and subjective value outcomes. Study 2 found no association between High-Quality Relationships and economic outcomes. This dissertation sheds light on the High-Quality Relationship construct by (1) highlighting its relevance to the negotiations that occur within on-going professional relationships, and (2) identifying two novel mediators, Integrative Bargaining Behaviours and Integrity Trust, and a novel serial mediating path through Psychological Safety and Integrity Trust. The research also contributes to the literature on negotiations and professional relationships by (1) showing that relationship quality has a direct effect on negotiation bargaining behaviours, (2) identifying the direct and indirect effects of High-Quality Relationships on subjective value outcomes, and finally, (3) identifying relationship quality as a novel relational antecedent of subjective value outcomes. The broader theoretical and managerial implications for a relational-based understanding of negotiations and positive workplace relationships are discussed.

A practical three-step method for saying no in any situation—without losing the deal or the relationship, from the author of Possible and Getting Past No “In this wonderful book, William Ury teaches us how to say No—with grace and effect—so that we might create an even better Yes.”—Jim Collins, author of Good to Great In The Power of a Positive No, William Ury of Harvard Law School’s Program on Negotiation teaches you how to take the next step toward getting what you want. It all begins with the most powerful and perhaps most important word in any situation: No. But saying the wrong kind of No can destroy what we value and alienate others. That’s why saying No the right way—to people at work, at home, and in our communities—is crucial. You’ll learn how to: • Assert your own interests while respecting the other side’s • Use power effectively • Defuse the other side’s attack, manipulation, and guilt tactics • Reduce stress and anxiety • Develop healthier relationships • Stand up for yourself without stepping on the other person’s toes In today’s world of high stress and limitless choices, the pressure to give in and say Yes grows greater every day, producing overload and overwork, expanding e-mail and eroding ethics. Never has No been more needed. And with The Power of a Positive No, we can learn how to use No to profoundly transform our lives by enabling us to say Yes to what counts—our own needs, values, and priorities.

We negotiate constantly. In work, and in life. As we try to get the 'best deal', it can feel like a tug of war - without the fun. Yet what if the process was more collaborative, and even laid the foundations for a strong future relationship? In Do Deal, music lawyers Richard Hoare and Andrew Gummer share their refreshing approach to negotiation. Not only has it led to major record deals and enduring creative partnerships, but also a reputation for getting the deal done without leaving both parties bruised and battered. Now, they will help you to: - Identify your natural negotiating style - Develop strategies to deal with difficult situations (and people) - Build trust and negotiate more collaboratively - Think creatively to enrich deal terms With case studies from Glastonbury Festival and films such as True Grit, this is an essential read before any negotiation. Soon you'll be approaching the bargaining table with new skills and greater confidence, regardless of the cards you're holding. Deal?

Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement.

For effective use, this book should be purchased alongside the storybook. Both books can be purchased together as a set, Negotiating the World of Friendships and Relationships: A ‘Cool to be Kind’ Storybook and Practical Resource [9780367537807] This is a practical resource for use by teachers, support staff and therapists that contains session ideas for use with children to promote kindness, friendship and self-compassion. It includes detailed lesson plans with extensive guidance and photocopiable activity sheets to support individuals, groups or classes of children aged 7 and upwards. This guidebook can be used to: Help children understand the value of kindness, both to themselves and to others Nurture the moral development of children Support children who may be struggling with self-worth and self-kindness This guidebook is available to purchase as part of a two-component set, Negotiating the World of Friendships and Relationships: A ‘Cool to be Kind’ Storybook and Practical Resource. It can be used by teachers, support staff and therapists to teach and promote kindness.