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基本説明
Drawing on decades of training and consulting work, as well as a robust theory of negotiation, the authors provide a step-by-step model for building organizational competence for negotiation.
Full Description
Companies that consistently negotiate more valuable agreements?in ways that protect key relationships?enjoy an important but often overlooked competitive advantage. Until now, most companies have sought to improve their negotiation outcomes by sending individuals to training workshops. But this new groundbreaking book, using real-world examples from leading companies, shows a more powerful and less expensive way to achieve this. In Built to Win, authors Susskind and Movius argue that negotiation must be a strategic core competency. Drawing on their decades of training and consulting work, as well as a robust theory of negotiation, the authors provide a step-by-step model for building organizational competence. They show why the approach of ?training and more training? is a weak strategy. The authors also describe the organizational barriers that so often plague even experienced negotiators, and recommend ways of overcoming them. Built to Win explains the crucial role that leaders must play in setting goals, aligning incentives, pinpointing metrics, and supporting learning platforms to promote long-term success. A final chapter provides practical ?how-to? tools to help you start your own organizational improvement process.
This book will be invaluable to CEOs, senior-level managers, HR business leaders, human resource professionals, sales and purchasing managers, and others who negotiate regularly.
Contents
I. Introduction What is negotiation, and why is it important? How do organizations try to improve their negotiation performance? How do organizations learn from their negotiations? Built to Win: Creating a world class negotiating organization Whose line is it, anyway? Getting there from here II. Negotiation is an organizational capability The negotiating organization: a strategic advantage What do successful organizations do? The nine steps to creating a world class negotiating organization III. Assess Current Challenges and Opportunities Step 1: Start with A Sound Theory: the Mutual Gains Approach Keep culture in mind Specify success criteria Step 2: Assess Negotiation Performance Use confidential interviewing Analyze the findings from multiple perspectives Diagnose opportunities Avoid assigning blame Step 3: Include Prescriptions and Recommendations in the Assessment Diagnose gaps and opportunities Assess current learning strategies Provide a vision for the future Step 4: Identify Sponsors and Champions Start with a champion Secure senior leader sponsorship Create funding for intervention Commit to goals IV. Create a Culture of Learning Step 5: Provide a Common Model and Language Provide training to core leaders Tailor the training materials Provide new templates Encourage opportunistic experiments Provide effective coaching Step 6: Adjust and Align Operating Procedures Pinpoint procedures that need to be changed Mandate a better negotiation preparation process Re-align relevant incentives Clarify roles and responsibilities Step 7: Commit to Organizational Learning Support the champions Document successes (and failures) Create a Virtual Community of Excellence Roll out additional training as needed V. Sustain Your New Competitive Advantage Step 8: Evaluate (Level IV) Impact Gather stories Develop quantitative estimates Share the good news Balance short and long-term gains Learn from failures Step 9: Address Persistent Barriers Assume rational conduct Use confidential interviewing Foster candid feedback Confront and mitigate impacts Work to preserve trust Think systemically Step 10: Lead for the Long Term The dilemma: Win As Much As You Can The power and limits of values Evidence that values matter Two-way accountability and good governance The problem of short-termism The negotiating organization: A strategic advantage VI. Ending with the Start in Mind Appendices (tools, charts, checklists)
