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The cover of Negotiating Globally

Negotiating Globally

Jeanne M. Brett

How should you negotiate deals, disputes and group decisions across cultures where power and interests take on different meanings?

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At a glance

Author
Jeanne M. Brett

Why read it

  • You will learn a three culture view of dignity, face and honor, to explain how people approach conflict differently
  • You will know when to build a deal by swapping questions and answers, and when trust is too low for that approach
  • You will spot the issues your counterpart cares about that you tend to overlook, including intangible ones

Who it is for

  • A manager closing supply deals with partners overseas
  • A lawyer advising a foreign investor on local expectations
  • A government official negotiating with international firms

Contents

  1. The Jossey-Bass Business & Management Series
  2. Preface
  3. Researching Culture and Negotiations
  4. The Plan of the Book
  5. New in This Edition
  6. Handling Terms
  7. The Author
  8. Contexts for Negotiation
  9. Deal Making
  10. Conflict Management and Dispute Resolution
  11. Multiparty Negotiation and Team Decision Making
  12. Social Dilemmas
  13. Negotiations Between Governments and Foreign Direct Investors
  14. From Contexts to Planning
  15. Five Building Blocks of a Negotiation Strategy
  16. Parties
  17. Issues
  18. Positions, Interests, and Priorities
  19. Power: BATNAs and Reservation Prices
  20. Targets
  21. Combining Fundamentals
  22. The Negotiation Planning Document
  23. From Planning to Evaluating Agreements
  24. Evaluating Potential Agreements
  25. Moving on to Culture
  26. What Is Culture?
  27. Three Prototypes: Dignity, Face, and Honor Cultures
  28. Dignity Cultures
  29. Face Cultures
  30. Honor Cultures
  31. The Value of This Three-Culture Framework
  32. A Model of Intercultural Negotiation
  33. Environment of the Global Negotiation
  34. Planning for Culture's Effects
  35. Walmart in South Africa
  36. Moving on to Strategy
  37. Deal-Making Negotiation Strategy
  38. The Q&A Strategy
  39. The S&O Strategy
  40. Culture and Negotiation Strategy
  41. Why and Where Is Trust Likely in Negotiations?
  42. Summing Up Trust and Negotiation Strategy
  43. S&O Strategy and the Holistic Mindset
  44. Summing Up Mindset and Negotiation Strategy
  45. A Model of Negotiation Strategy
  46. Advice for Deal-Making Negotiations
  47. When Trust Is Likely—Use Q&A
  48. When Trust Is Unlikely—Use S&O
  49. MESOs
  50. Contingent Contracts
  51. Using Substantiation
  52. Summing Up Strategy for Deal-Making Negotiations
  53. Intercultural Negotiations
  54. Strategic Misalignment Between Intercultural Negotiators
  55. High Joint Gains May Be Possible
  56. Advice for Negotiating Interculturally
  57. Moving on to Resolving Disputes
  58. The Difference Between Negotiating Deals and Resolving Disputes
  59. BATNAs Are Linked
  60. Minimizing Costs

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