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In everyday life, skilful negotiation is often needed to get what we want: to get our kids to bed without too much fuss, to trade shifts with our colleagues because we want to see the game, to get that fetching tie and cuffs thrown in with an expensive suit In a construction project, you will need the cooperation from many stakeholders without twisting their arms too much, so it makes a lot of sense to develop techniques and strategies that help lead to successful negotiation Let s rst establish when not to negotiate, though (Box 91) Mack and Snyder (1957) are representatives of a traditional approach that de nes negotiation as a social interaction process between parties with mutually exclusive or incompatible values This de nition focuses on differences, zooming on something that is hard to change people s values.

As with all the examples in the book, you ll find the Photoshop files and image files for this tutorial on the accompanying CD-ROM.

13. Apply animation so that each shape pinwheels in individually when you click the mouse. a. Select the yellow shape. b. On the Animations tab, click Add Animation. c. Click More Entrance Effects.

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Therefore this approach is most likely to lead to zero-sum outcomes; one gains, the other loses If Mack and Snyder were entirely right, very few disputes would be satisfactorily settled and deals brokered But if two (or more) parties have a dispute, problem or want to do something new, they need to seize an opportunity they cannot seize without the other We agree therefore with the Consensus Building Institute (CBI) when they say that In simplest terms, negotiation is a discussion between two or more disputants who are trying to work out a solution to their problem If parties are willing to settle for what the other will give, there is little need to negotiate If parties are not willing to take the other party s interest into account and can get away without loss, there is little need to cooperate.

Excel, as you probably know, is the world s most widely used spreadsheet program and is part of the Microsoft Office suite. Other spreadsheet programs are available, but Excel is by far the most popular and has become the world standard. Much of the appeal of Excel is due to the fact that it s so versatile. Excel s forte, of course, is performing numerical calculations, but Excel is also very useful for non-numeric applications. Here are just a few of the uses for Excel:

sliced out all the consequences discussion of Scenario B and kept only the consequences under Scenario A. They stripped out all the hope and left in the gloom. Then they added their own policy recommendations, switching all the don ts of Scenario B to do s! I know excatly how they do that type of thing! I used to see it all during my time at Harris. Ahah. I get it now, said Linda. It was a coordinated effort to scare the president into moving forward with his war on the crash. No. Actually, I think it may have been something the president or the Treasury secretary requested to help them twist the arm of the Fed chairman so he d go along with them on their ill-fated plan to save the stock market. I m just speculating. But it doesn t matter now. The main thing is someone s going to have to get Congress on a different track before it s too late. They ve got to quit playing the blame game and get focused on what they should be worried about the recovery.

The missing link here is that negotiation starts from actor interdependence: if the sense of interdependence is weak, there is little need to negotiate If you can choose between hundreds of equally good suppliers, you make a take-it-or-leave-it offer and that s it Likewise, you don t bargain in the supermarket over the price of butter they will sell it to someone else But if you need a particular favour, material, price, quantity, location, and they need you to clinch a deal, you are in business Negotiation is based on interdependence Negotiation de nes or rede nes the terms of interdependence (Walton and McKersie, 1965) Negotiation can work because actor interdependence is usually not symmetrical: one party doesn t want exactly the same thing as the other at exactly the same time This gives opportunity for exchange, conceding on one aspect while gaining on another (CBI, 2000).

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