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Built to Win: Creating a World-class Negotiating Organization Hardcover – May 5, 2009
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…a close look at a complex topic, providing a roadmap to better understanding. --BizEd Magazine, July/August 2009
About the Author
Lawrence Susskind is Ford Professor of Urban and Environmental Planning at MIT, Director of the Public Disputes Program at Harvard Law School, and founder of the Consensus Building Institute. Hallam Movius is a principal at the Consensus Building Institute and is in charge of the Assessment, Coaching and Training services; he also teaches the Program on Technology Negotiation at Harvard Law School.
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We cannot implement our improved negotiating skills if the organization for which we negotiate measures negotiation success in a dysfunctional way that lead to "trench warfare" and short-term opportunism at the expense of long-term relationships. We must fix the whole process, starting in individual business units, if necessary.
This book tells us how and what is at stake.
and who was sent to several negotiating workshops, all I can say is
where was this book 10 years ago???
One of my biggest frustrations after returning from a negotiations
training program was the sense that while I may have been marginally
more prepared to Get to Yes at a tactical level I was still operating
in the weeds strategically. The price increase I proudly managed to
wrangle from a customer with no other options may have been great for
the bottom line over the near term but it ignored the quality
improvements that an overloaded engineering department would have to
deliver, or the division manager who eventually wanted to shut that
product line down, or even the fact that it caused lasting damage to
the relationship with the hijacked customer.
While I worried about my BATNA Rome was burning and there was no way
to really understand why until after the fact. Not until now.
Because as Movius and Susskind have so clearly pointed out it is about
the system stupid! It seems so obvious but the more companies can
do to get sales and engineering and finance (and even the
customers) aligned around a common set of (measurable) objectives the
better the outcome of any negotiation will be. And the more those
successes are shared and encouraged throughout the organization the
more people will learn and the more engrained this more holistic
approach will become. The book has lots of great real life examples
to help illustrate both the common traps that we all fall into and the
significant benefits that companies like HP and McDonald's have gained
from adopting this more systematic approach. If you read nothing
else, the chapter that outlines the basic building blocks of the
authors' Mutual Gains Approach is especially helpful. For those
of you have worked in the trenches and fought multi-front battles
within your own organization you will wonder why such good common
sense has not been adopted more broadly already.