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07123cam a2200625 i 4500 |
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1381295372 |
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20240223121953.0 |
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230608s2023 gw a ob 000 0 eng d |
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|a 1381710256
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|q (electronic bk.)
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|2 doi
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|a (OCoLC)1381295372
|z (OCoLC)1381710256
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|a YDX
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|a 658.4/052
|2 23/eng/20230619
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|a Rock, Hermann,
|e author.
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|a Successful negotiation with the driver-seat concept /
|c Hermann Rock.
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|a Wiesbaden :
|b Springer Gabler,
|c [2023]
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|c ©2023.
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|a 1 online resource (xix, 421 pages) :
|b illustrations.
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|a text
|b txt
|2 rdacontent.
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|a computer
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|2 rdamedia.
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|a online resource
|b cr
|2 rdacarrier.
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|a Includes bibliographical references.
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|a With this book, Hermann Rock provides time-structured core strategies for conducting negotiations that can be directly applied in practice. The author's expertise comes primarily from his own negotiations in the context of M&A transactions and shareholder agreements with managers, taking into account the concept of crisis negotiation developed by the FBI, among others. However, the strategies/tactics presented are universally applicable to all types of negotiations in all areas of life, such as service, rental, car purchase and financing contracts. Three (scientifically based) basic strategies are presented, which the reader can apply in his or her respective concrete negotiation situation. The examples chosen for illustration are concrete cases negotiated by the author himself. With the certainty of having understood the three basic strategies, the reader enters the negotiation confidently and with optimal motivation, thus creating the basis for his personal negotiation success. Hermann Rock has already successfully presented his strategies and tactics for negotiation many times in lectures (e.g. University of St. Gallen, MBA Program) and magazines (Focus). He now presents them for the first time in book form as a consistent further development of the Harvard concept. The content - Definition, structure, preparation - The seven tasks of the Decision Maker - The ten tasks of the Negotiator - The negotiating round - influence - The Driver Seat Concept in Comparison - Checklist for the Decision Maker - Checklist for the Primary Negotiator - Checklist: Negotiation Round. The author Dr. Hermann Rock is a lawyer and General Counsel at AFINUM Management GmbH in Munich. This book is a translation of an original German edition. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation.
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|a Online resource; title from PDF title page (SpringerLink, viewed June 19, 2023).
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|a Intro -- Preface -- Another Negotiation Book - Why? -- On the Genesis of the Book -- The Elite as Role Model -- The Aim of This Book -- Practice and Theory -- Warning -- Note of Thanks -- References -- Contents -- 1: Definition, Structure, Preparation -- 1.1 Definition of Negotiation -- 1.2 Structure -- 1.3 Preparation -- 1.4 Fast Track -- References -- 2: Seven Tasks of the Decision Maker -- 2.1 First Set Up Your Team (DM Task No. 1) -- 2.1.1 Decision Maker -- 2.1.2 Primary Negotiator -- 2.1.3 Secondary Negotiator -- 2.1.4 Bad Guys -- 2.1.5 Experts -- 2.1.6 Team Spirit.
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|a 2.1.7 Three Basic Models for Practice -- 2.1.8 Write a Team Mail -- 2.1.9 Summary -- 2.2 Deal with Your Options (DM Task No. 2) -- 2.2.1 Definition and Benefits -- 2.2.2 Start with Your Professional Options Mind Set -- 2.2.3 Continue with the "Active Analysis" of Your Options -- 2.2.4 Remain Realistic: "Safe Options" or "Possible Options"? -- 2.2.5 Consider the Window of Opportunity -- 2.2.6 Summary -- 2.3 Develop Your Positions (DM Task No. 3) -- 2.3.1 Step 1: Build Your Position Foundation -- 2.3.1.1 Analyze the Standard Topics -- 2.3.1.2 Analyze the Standard Positions.
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|a 2.3.1.3 Create a "Position Checklist" -- 2.3.2 Step 2: Analyze Your Own Situation -- 2.3.2.1 World-Check -- 2.3.2.2 Leverage-Check -- 2.3.2.3 Options-Check -- 2.3.2.4 Overconfidence-Check -- 2.3.3 Step 3: Develop Your Individual Positions -- 2.3.3.1 Decide on Your Target Positions -- 2.3.3.2 Decide on Your Starting Positions -- 2.3.3.3 Set Aside Your Stop Positions -- 2.3.4 Work on Your Position Mind Set -- 2.3.5 Summary -- 2.3.6 Summary "Mission Development" -- 2.4 Learn: Constantly Evaluate the Current Information at Any Given Time (DM Task No. 4)
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|a 2.4.1 Step 1: Ignore the Positions Communicated by the Partner -- 2.4.2 Step 2: Analyze the Partner Team -- 2.4.2.1 Identify the Decision Maker of the Partner Team -- 2.4.2.2 Let Your Negotiator Negotiate with the Decision Maker -- 2.4.2.3 Identify the Primary Negotiator of the Partner Team -- 2.4.2.4 Take into Account the Diversity of Interests -- 2.4.3 Step 3: Analyze the Situation(s) -- 2.4.3.1 World-Check -- 2.4.3.2 Leverage-Check -- 2.4.3.3 Options-Check -- 2.4.3.4 Overconfidence-Check -- 2.4.4 Step 4: Interpret the Partner Positions.
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|a 2.4.5 Step 5: Clarify the Real Content of the Partner Positions -- 2.4.5.1 Clarify the Real Content of the Special Dummy Item "Yes" -- 2.4.5.2 Clarify the Real Content of the Special Dummy Item "No" -- 2.4.6 Step 6: Define the Individual Conflicts -- 2.4.7 Step 7: Analyze Your Own Situation -- 2.4.8 Summary Learn -- 2.5 Adapt: Determine the Strategies and Positions (DM Task No. 5) -- 2.5.1 Address the Five Conflict Strategies -- 2.5.2 Always Start with Professional Confrontation -- 2.5.3 Decide on a Conflict Strategy Again After the OP List Is Available.
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|a Negotiation in business.
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|a Négociations (Affaires)
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|a Negotiation in business.
|2 fast.
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