Professor Rojot's work links the theory of negotiation to its more practical aspects and bridges the gap between theoretical work and 'how to' manuals. The theoretical analysis is rooted in the field of sociology in general and in the strategic analysis of organisations in particular. This sets it apart from most treatises on negotiation which tend to be based on social-psychology, political science or economics.
Professor Rojot's work links the theory of negotiation to its more practical aspects and bridges the gap between theoretical work and 'how to' manuals. The theoretical analysis is rooted in the field of sociology in general and in the strategic analysis of organisations in particular. This sets it apart from most treatises on negotiation which tend to be based on social-psychology, political science or economics.
Acknowledgements - Introduction - PART 1 ANALYTICAL BACKGROUND - Chapter 1 Understanding Conflict - The Traditional Theories - Organizations as a Network of Negotiations - Chapter 2 The Parties, the Environment and Bargaining Power - The Parties and Their Relationship - Analysis of the Environment - Bargaining Power - The Source and Mechanics of Bargaining Power PART 2 THE PROCESS OF NEGOCIATION - Chapter 3 Determinants of a Negotiating Strategy - The Estimate of the Balance of Bargaining Power - Accounting for the Relationship between the Parties - Objectives - Negotiating Items - Objectives - Negotiating Items - Chapter 4 The Selection of a Strategy - The Role of Strategy - The Determinants of Choice - The Field of Choice and the First Strategic Choice - The Second Strategic Choice: the position - Chapter 5 Negotiating Tactics - Procedural Rules - Use of the Procedural Rules - Specific Tactics - Some Pressure Tactics Deserving Special Attention - Tactics Towards Cooperative Bargaining - PART 3 THE INTERACTION OF THE NEGOCIATIONS - Chapter 6 Negotiating Styles - Definition - The Four Negociating Styles - The Styles in Action - core and Adaptative Styles - Chapter 7 The Phases of Negotiation - Planning - The Three Phases of the Process - The Post Negotiation Phase - Chapter 8 The Tasks in Negotiating - Strategy Management - Communication - Management of the Meeting
Acknowledgements - Introduction - PART 1 ANALYTICAL BACKGROUND - Chapter 1 Understanding Conflict - The Traditional Theories - Organizations as a Network of Negotiations - Chapter 2 The Parties, the Environment and Bargaining Power - The Parties and Their Relationship - Analysis of the Environment - Bargaining Power - The Source and Mechanics of Bargaining Power PART 2 THE PROCESS OF NEGOCIATION - Chapter 3 Determinants of a Negotiating Strategy - The Estimate of the Balance of Bargaining Power - Accounting for the Relationship between the Parties - Objectives - Negotiating Items - Objectives - Negotiating Items - Chapter 4 The Selection of a Strategy - The Role of Strategy - The Determinants of Choice - The Field of Choice and the First Strategic Choice - The Second Strategic Choice: the position - Chapter 5 Negotiating Tactics - Procedural Rules - Use of the Procedural Rules - Specific Tactics - Some Pressure Tactics Deserving Special Attention - Tactics Towards Cooperative Bargaining - PART 3 THE INTERACTION OF THE NEGOCIATIONS - Chapter 6 Negotiating Styles - Definition - The Four Negociating Styles - The Styles in Action - core and Adaptative Styles - Chapter 7 The Phases of Negotiation - Planning - The Three Phases of the Process - The Post Negotiation Phase - Chapter 8 The Tasks in Negotiating - Strategy Management - Communication - Management of the Meeting
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