|Statement||edited by Robert H. Mnookin, Lawrence E. Susskind, with Pacey C. Foster|
|Series||Negotiation and dispute resolution|
|Contributions||Mnookin, Robert H, Susskind, Lawrence, Foster, Pacey C|
|LC Classifications||HD58.6 .N4334 1999|
|The Physical Object|
|Pagination||xi, 332 p. :|
|Number of Pages||332|
|ISBN 10||0761913262, 0761913270|
|LC Control Number||99006667|
Negotiating on Behalf of Others: Advice to Lawyers, Business Executives, Sports Agents, Diplomats, Politicians, and Everybody Else (Negotiation and Dispute Resolution Book 1) - Kindle edition by Mnookin, Robert H., Susskind, Lawrence E.. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Negotiating Manufacturer: SAGE Publications, Inc. Negotiating on Behalf of Others challenges this view and suggests that because most people negotiate on behalf of others, a radical shift is required in the way we think about (and conduct) negotiations. It offers a framework for understanding the complexity and effects of negotiating on behalf of others and explores how current negotiation. Negotiating onBehalf of Others explores current negotiation theory, providing a framework for understanding the complexity of negotiating for others. Negotiation agents are broadly defined to include legislators, diplomats, salepersons, lawyers, committe chairs -- in fact anyone who represents others in negotiation.3/5(1). Sage Series on Negotiation and Dispute Resolution: Negotiating on behalf of others: Advice to lawyers, business executives, sports agents, diplomats, politicians, and everybody else Thousand Oaks, CA: SAGE Publications, Inc. doi: /
Representing others at the bargaining table creates both opportunities and hazards. In their book, Negotiating on Behalf of Others (Sage, ), professors Robert Mnookin of Harvard Law School and Lawrence Susskind of the Massachusetts Institute of Technology offer guidance to negotiators who find themselves serving as agents. Most negotiations do not just involve the people at the table. You are often either negotiating on behalf of someone else or someone is negotiating for you. Especially as you get promoted and have more people reporting to you, you may face more situations where you . Negotiating onBehalf of Others explores current negotiation theory, providing a framework for understanding the complexity of negotiating for others. Negotiation agents are broadly defined to include legislators, diplomats, salepersons, lawyers, committe chairs -- . Negotiating On Behalf Of Others It is part of the role of many professions to negotiate on behalf of their client; lawyers, brokers, estate agents, accountants, surveyors, actuaries, to name a few. And this certainly brings questions and concerns that do not arise when you only have yourself to consider.
Book > Academic Books > Negotiation & Conflict Resolution × × × Share. Negotiating on Behalf of Others. Advice to Lawyers, Business Executives, Sports Agents, Diplomats, Politicians, and Everybody Else. Edited by: Robert H. Mnookin - Harvard Law School, USA. Why? You fight harder on behalf of someone else. In Adam M. Grant’s terrific book, Give and Take, he discusses different negotiating of his findings demonstrates that ‘givers’, people who eschew the law of reciprocity in favor of giving unconditionally, tend to negotiate with more fervor when they negotiate on behalf of someone else. This module gathers several learning goals. It will help you analyse the typical factors of failure or deadlock in negotiation, and develop proper responses. It will help you negotiate on behalf of others: getting the right instructions and respecting your negotiation mandate. You will also learn about techniques to create value through. Under certain conditions, women may work harder than men when negotiating on behalf of others, suggests a study by Harvard professors Hannah Riley Bowles and Kathleen McGinn, and Carnegie Mellon University professor Linda Babcock. In their experiment, female executives performed better than male executives when bargaining for the compensation of someone they had mentored.