Mind and Heart of the Negotiator
Author: Leigh Thompson
The Mind and Heart of the Negotiator, Third Edition, is for managers, executives, and leaders—anyone who has to negotiate with other people to attain their objectives. The Mind and Heart of the Negotiator provides managers with proven solutions to many tough negotiation challenges.
• Effective preparation
• Claiming resources
• Expanding the pie of resources
• Assessing and developing an effective motivational, emotional, and disputing style
• Building trust and relationships
• Increasing your power and influence
• Improving your creative thinking
• Dealing with multiple parties, coalitions, constituents, and agents
• Navigating the tension between cooperation and competition
• Effective cross-cultural negotiation
• Negotiating via information technology
• Testing your own rationality and judgment
• Reading nonverbal behavior and de ception
• Strategies for dealing with third parties
• Negotiating a job offer
Table of Contents:
| Ch. 1 | Negotiation : the mind and the heart | 1 |
| Ch. 2 | Preparation : what to do before negotiation | 13 |
| Ch. 3 | Distributive negotiation : slicing the pie | 40 |
| Ch. 4 | Win-win negotiation : expanding the pie | 69 |
| Ch. 5 | Developing a negotiating style | 91 |
| Ch. 6 | Establishing trust and building a relationship | 123 |
| Ch. 7 | Power, persuasion, and ethics | 151 |
| Ch. 8 | Creativity and problem so lving in negotiations | 174 |
| Ch. 9 | Multiple parties, coalitions, and teams | 206 |
| Ch. 10 | Cross-cultural negotiations | 242 |
| Ch. 11 | Tacit negotiations and social dilemmas | 273 |
| Ch. 12 | Negotiating via information technology | 303 |
| App. 1 | Are you a rational person? : check yourself | 320 |
| App. 2 | Nonverbal communication and lie detection | 340 |
| App. 3 | Third-party intervention | 348 |
| App. 4 | Negotiating a job offer | 354 |
Reframing Organizations: Artistry, Choice, and Leadership
Author: Lee G Bolman
First published in 1984, Lee Bolman and Terrence Deals best-selling book has become a classic in the field. Its four-frame model examines organizations as factories, families, jungles, and theaters or temples:
- The Structural Frame: how to organize and structure groups and teams to get results
- The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics
- The Political Frame: how to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politics
- The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and story
Table of Contents:
Pt. 1 Making Sense of Organizations
1 Introduction: The Power of Reframing 3
2 Simple Ideas, Complex Organizations 23
Pt. 2 The Structural Frame
3 Getting Organized 45
4 Structure and Restructuring 71
5 Organizing Groups and Teams 33
Pt. 3 The Human Resource Frame
6 People and Organizations 119
7 Improving Human Resource Management 139
8 Interpersonal and Group Dynamics 165
Pt. 4 The Political Frame
9 Power, Conflict, and Coalition 191
10 The Manager as Politician 211
11 Organizations as Political Arenas and Political Agents 229
Pt. 5 The Symbolic Frame
12 Organizational Symbols and Culture 351
13 Culture in Action 279
14 Organization as Theater 293
Pt. 6 Improving Leadership Practice
15 Integrating Frames for Effective Practice 311
16 Reframing in Action: Opportunities and Perils 327
17 Reframing Leadership 341
18 Reframing Change in Organizations: Training, Realigning, Negotiating, an d Grieving 373
19 Reframing Ethics and Spirit 397
20 Bringing It All Together: Change and Leadership in Action 411
21 Epilogue: Artistry, Choice, and Leadership 435
Appendix The Best of Organizational Studies: Scholars' Hits and Popular Best-Sellers 439
References 445
Name Index 483
Subject Index 494
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