3 D Negotiation
A R T I C L E www.hbr.org 3-D Negotiation
Playing the Whole Game by David A. Lax and James K. Sebenius
Included with this full-text Harvard Business Review article:
1 Article Summary
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
2 3-D Negotiation: Playing the Whole Game
13 Further Reading
A list of related materials, with annotations to guide further exploration of the article’s ideas and applications
Product 5372
3-D Negotiation
Playing the Whole Game
The Idea in Brief
The Idea in Practice
Why didn’t those last deals work out the way you expected? You brilliantly followed all the rules in negotiation manuals: You built enormous goodwill. You demonstrated astute cultural sensitivity. And you unlocked hidden value for all parties. But you were still left empty-handed.
In addition to skillfully handling tactical and substantive challenges, consider these guidelines to 3-D negotiation:
COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Like most of us, you may have waited too long to start negotiating. We’re trained to think that negotiation happens at the bargaining table—in the first dimension of interpersonal and process tactics—or at the drawing board—the second dimension, where the substance of the deal is hashed out. But by the time parties are sitting down to hammer out an agreement, most of the game has already been played.
That’s why savvy 3-D negotiators work behind the scenes, away from the table, both before and during negotiations to set (and reset) the bargaining table. They make sure that all the right parties are approached in the right order to deal with the right issues at the right time.
3-D moves help you engineer deals that would otherwise be out of tactical reach.
Rather than playing the hand you’re dealt, you reshape the scope and sequence of the entire negotiation to your best advantage.
SCAN WIDELY
Search beyond the existing deal on the table to find complementary
Playing the Whole Game by David A. Lax and James K. Sebenius
Included with this full-text Harvard Business Review article:
1 Article Summary
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
2 3-D Negotiation: Playing the Whole Game
13 Further Reading
A list of related materials, with annotations to guide further exploration of the article’s ideas and applications
Product 5372
3-D Negotiation
Playing the Whole Game
The Idea in Brief
The Idea in Practice
Why didn’t those last deals work out the way you expected? You brilliantly followed all the rules in negotiation manuals: You built enormous goodwill. You demonstrated astute cultural sensitivity. And you unlocked hidden value for all parties. But you were still left empty-handed.
In addition to skillfully handling tactical and substantive challenges, consider these guidelines to 3-D negotiation:
COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
Like most of us, you may have waited too long to start negotiating. We’re trained to think that negotiation happens at the bargaining table—in the first dimension of interpersonal and process tactics—or at the drawing board—the second dimension, where the substance of the deal is hashed out. But by the time parties are sitting down to hammer out an agreement, most of the game has already been played.
That’s why savvy 3-D negotiators work behind the scenes, away from the table, both before and during negotiations to set (and reset) the bargaining table. They make sure that all the right parties are approached in the right order to deal with the right issues at the right time.
3-D moves help you engineer deals that would otherwise be out of tactical reach.
Rather than playing the hand you’re dealt, you reshape the scope and sequence of the entire negotiation to your best advantage.
SCAN WIDELY
Search beyond the existing deal on the table to find complementary