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Negociações eficazes: Tome a iniciativa, gerencie conflitos, chegue ao sim
Indispensável para profissionais de todas as áreas e níveis de experiência, este livro tem o selo de qualidade Harvard Business Review – um dos nomes mais fortes do mundo na área de negócios – e comprova que é possível dar uma guinada na carreira com passos simples, eliminando os problemas que estão tirando seu sono. → Negociar é uma questão de criatividade, não de conciliação. Seja um acordo milionário entre duas empresas ou um pedido de aumento de salário, negociações podem ser estressantes. Você faz uma exigência aqui, a outra parte cede ali... E assim vai até que vocês chegam a um meio-termo – e ambos saem com a sensação de que poderiam ter conseguido algo melhor. Mas essas interações podem ser bem diferentes. Negociações eficazes apresenta uma abordagem clara e organizada para você encontrar a solução que satisfaça todos os envolvidos. Aprenda a sair de um processo de concessões sucessivas e trabalhar de maneira colaborativa e criativa com a outra parte, construindo acordos e relacionamentos melhores. Veja também como: • preparar-se com antecedência; • dar o tom certo para a conversa; • compreender o que está de fato em jogo; • lidar com as emoções; • desarmar negociadores agressivos. Capa comum: 176 páginas
Editora: Editora Sextante; Edição: 1ª (17 de setembro de 2018)
Idioma: Português
ISBN-10: 8543105951
ISBN-13: 978-8543105956
Dimensões do produto: 21 x 13,6 x 1,4 cm
Peso de envio: 599 g
Editora: Editora Sextante; Edição: 1ª (17 de setembro de 2018)
Idioma: Português
ISBN-10: 8543105951
ISBN-13: 978-8543105956
Dimensões do produto: 21 x 13,6 x 1,4 cm
Peso de envio: 599 g
176 pages, Paperback
First published January 26, 2016
81 people are currently reading
410 people want to read
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Displaying 1 - 14 of 14 reviews
September 14, 2023
A book by Jeff weiss - a specialist and expert in the field of negotiation - published through Harvard Business Review Press in 2016, as a "Guide to Negotiation".
Weiss in this book summarised his experience by providing the reader with the best methodology - as per his opinion - to approach any negotiation, which the focus is on the win - win outcome that is generated from utilising the "Circle of Value"* approch
*"Circle of value approch: An approach used to find creative ways to satisfy as many shared and differing interests as possible. The approach is characterized by exploring options without commitments (or threats), using interests and standards of legitimacy to explore ways to create and distribute value, and the parties’ avoiding becoming a voice of authority. Also see “problem-solving approach.” (Bruce Patton, Building Relationships and the Bottom Line: The Circle of Value Approach to Negotiation [Harvard University Press, 2004], 4-5)."
In addition he did illustrate several tools and techniques that suppose to give the negotiator leverage in reaching the desired outcome of negotiation where all parties involved have something that can justified as a success tho thier organisations, a success that can be defined and gauged against Weiss's seven elements:
• Satisfies everyone's core interests (yours and theirs).
• Is the best of many options.
• Meets legitimate, fair standards.
• Is better than your alternatives.
• Is comprised of clear, realistic commitments.
• Is the result of effective communication.
• Helps build the kind of relationship you want." Page 2
Addressing the best approach through the lifecycle of thr Negotiation (planing to negotiate - the actual negotiation- closure of negotiation and establishing the agreement and post negotiation when the agreement is being implemented) not forgetting to develop the process by documenting the lessons learned as a knowledge asset of the organisation, and to integrate these lessons an the knowledge gained to develop the negotiation procedures, process and experts skills.
I did not like the fact that the author was trying to Forse him self to use and compolsary switch between "he & she" which was annoying to certain extent (as if it was a must to satisfy a certain standard or code!), despite that fact, the overall content was fine, there where many extracted concepts from other professional literature with some original additions.
I do advise it to individuals whom have an interest in the subject (negotiation skills).
Quotes:
"you're taking a potentially conflict-filled conversation and working toward a joint solution. That's what a negotiation is-a situation in which two parties with potentially competing incentives and goals come together to create a solution that satisfies everyone." Page xi
"Define Success with Seven Elements
Aim for an agreement that:
• Satisfies everyone's core interests (yours and theirs).
• Is the best of many options.
• Meets legitimate, fair standards.
• Is better than your alternatives.
• Is comprised of clear, realistic commitments.
• Is the result of effective communication.
• Helps build the kind of relationship you want." Page 2
"The things you learn along the way can make all the difference in your negotiation." Page 55
"When and where you negotiate has a large influence on how the negotiation goes and, often, what the outcome will be." Page 59
"Power comes from negotiating with discipline." Page 69
"Make sure you're engaged in a discussion, not a debate. The more your counterpart feels listened to, the more open to persuasion she'll be." Page 74
"Early in the negotiation is also the right time to focus on your relationship by separating it from the essence of what's being discussed in the negotiation. We call this negotiating on two tracks." Page 74
"Offering three or four possibilities increases your chances of iterating together to find a solution that meets both your interests." Page 87
"It's not a failure to walk away if you can't negotiate an agreement that's better. Never negotiate just to agree." Page 98 * better than your best alternative that you can do alone or with different parties.
"In the same way that you want to start preparing for a negotiation as early as possible, you also want to commit to its outcome as late as you can." Page 100
"The four most common problems that negotiators may face are:
1. There are multiple parties involved.
2. Your counterpart is a hard bargainer.
3. Communication breaks down.
4. The conversation gets heated." Page 109-110
"Negotiating with many individuals who have widely disparate interests can be daunting, but clarifying decision-making roles and using the one-text procedure is a disciplined way to bring all those voices together to reach one solution." Page 122
"Create the history you want to repeate." Page 133
"These perceived differences are dangerous because we often amplify them in our minds. Research has shown that we have a tendency to enhance our own side of an issue-to think of it as more honest or real-while vilify- ing others into "the opposition." This often leads to nega- tive perceptions of the other party and their reasoning, behavior, or position." Page 137
"After all, you can't change someone's mind unless you know where his mind is." Page 137 - 138
"People do what they think is in their best interests, whether we understand those interests or not." Page 141
"If the person is emotional, he is engaged, and this is often the best time to move into the circle of value." Page 154
"However, you'll need to take three last steps be- fore considering the negotiation final: documenting the terms, communicating with stakeholders, and prepping for implementation of the agreement." Page 159
"Some organizations create negotiation strategy playbooks in which they document this kind of information." Page 170
Weiss in this book summarised his experience by providing the reader with the best methodology - as per his opinion - to approach any negotiation, which the focus is on the win - win outcome that is generated from utilising the "Circle of Value"* approch
*"Circle of value approch: An approach used to find creative ways to satisfy as many shared and differing interests as possible. The approach is characterized by exploring options without commitments (or threats), using interests and standards of legitimacy to explore ways to create and distribute value, and the parties’ avoiding becoming a voice of authority. Also see “problem-solving approach.” (Bruce Patton, Building Relationships and the Bottom Line: The Circle of Value Approach to Negotiation [Harvard University Press, 2004], 4-5)."
In addition he did illustrate several tools and techniques that suppose to give the negotiator leverage in reaching the desired outcome of negotiation where all parties involved have something that can justified as a success tho thier organisations, a success that can be defined and gauged against Weiss's seven elements:
• Satisfies everyone's core interests (yours and theirs).
• Is the best of many options.
• Meets legitimate, fair standards.
• Is better than your alternatives.
• Is comprised of clear, realistic commitments.
• Is the result of effective communication.
• Helps build the kind of relationship you want." Page 2
Addressing the best approach through the lifecycle of thr Negotiation (planing to negotiate - the actual negotiation- closure of negotiation and establishing the agreement and post negotiation when the agreement is being implemented) not forgetting to develop the process by documenting the lessons learned as a knowledge asset of the organisation, and to integrate these lessons an the knowledge gained to develop the negotiation procedures, process and experts skills.
I did not like the fact that the author was trying to Forse him self to use and compolsary switch between "he & she" which was annoying to certain extent (as if it was a must to satisfy a certain standard or code!), despite that fact, the overall content was fine, there where many extracted concepts from other professional literature with some original additions.
I do advise it to individuals whom have an interest in the subject (negotiation skills).
Quotes:
"you're taking a potentially conflict-filled conversation and working toward a joint solution. That's what a negotiation is-a situation in which two parties with potentially competing incentives and goals come together to create a solution that satisfies everyone." Page xi
"Define Success with Seven Elements
Aim for an agreement that:
• Satisfies everyone's core interests (yours and theirs).
• Is the best of many options.
• Meets legitimate, fair standards.
• Is better than your alternatives.
• Is comprised of clear, realistic commitments.
• Is the result of effective communication.
• Helps build the kind of relationship you want." Page 2
"The things you learn along the way can make all the difference in your negotiation." Page 55
"When and where you negotiate has a large influence on how the negotiation goes and, often, what the outcome will be." Page 59
"Power comes from negotiating with discipline." Page 69
"Make sure you're engaged in a discussion, not a debate. The more your counterpart feels listened to, the more open to persuasion she'll be." Page 74
"Early in the negotiation is also the right time to focus on your relationship by separating it from the essence of what's being discussed in the negotiation. We call this negotiating on two tracks." Page 74
"Offering three or four possibilities increases your chances of iterating together to find a solution that meets both your interests." Page 87
"It's not a failure to walk away if you can't negotiate an agreement that's better. Never negotiate just to agree." Page 98 * better than your best alternative that you can do alone or with different parties.
"In the same way that you want to start preparing for a negotiation as early as possible, you also want to commit to its outcome as late as you can." Page 100
"The four most common problems that negotiators may face are:
1. There are multiple parties involved.
2. Your counterpart is a hard bargainer.
3. Communication breaks down.
4. The conversation gets heated." Page 109-110
"Negotiating with many individuals who have widely disparate interests can be daunting, but clarifying decision-making roles and using the one-text procedure is a disciplined way to bring all those voices together to reach one solution." Page 122
"Create the history you want to repeate." Page 133
"These perceived differences are dangerous because we often amplify them in our minds. Research has shown that we have a tendency to enhance our own side of an issue-to think of it as more honest or real-while vilify- ing others into "the opposition." This often leads to nega- tive perceptions of the other party and their reasoning, behavior, or position." Page 137
"After all, you can't change someone's mind unless you know where his mind is." Page 137 - 138
"People do what they think is in their best interests, whether we understand those interests or not." Page 141
"If the person is emotional, he is engaged, and this is often the best time to move into the circle of value." Page 154
"However, you'll need to take three last steps be- fore considering the negotiation final: documenting the terms, communicating with stakeholders, and prepping for implementation of the agreement." Page 159
"Some organizations create negotiation strategy playbooks in which they document this kind of information." Page 170
June 18, 2020
Essas edições da HBR sobre temas são tão superficiais e corridos. Esperava ter visto mais sobre técnicas como MACNA, etc.
August 2, 2020
ได้อ่านฉบับแปล ปกหนังสือสีสวยดีสีส้มตัดกับสีดำ ทำความเข้าใจที่ตาราง Template ใช้ประโยชน์ในการวางแผนการเจรจาต่อรองได้เห็นภาพมากขึ้น จัดระเบียบในสมองและความคิดของเราได้
แรงจูงใจในการอ่านหนังสือนี้เกิดจากมีอยู่วันหนึ่งได้ทำงานชิ้นหนึ่งที่เหมือนรู้สึกไม่เป็นตัวของตัวเองในการเจรจาต่อรองด้วยจุดยืนแข็งกร้าวเพื่อผลประโยชน์ภาพรวมแต่อีกฝั่งหนึ่งเหมือนจะไม่ได้ประโยชน์นัก เลยรู้สึกว่าทำลายความสัมพันธ์ที่ดีระหว่างกันไปนับแต่นั้นที่ประตูห้องเจรจาปิดลง เราได้รับคำชื่นชมต่อผลงานในภาพรวมแต่ก็สุดปัญญาจะช่วยอีกฝั่งหนึ่งได้....ตอนซื้อหนังสือเล่มนี้เป็นช่วงหลังเกิดเหตุการณ์นั้นนานพอสมควร ได้เปิดอ่านบทนำ "การเจรจาต่อรองเป็นเรื่องของการสร้างสรรค์ไม่ใช่การประนีประนอม" ก็นึกถึงเรื่องนี้ขึ้นมา
หนังสือเล่มนี้เเนะนำได้ตรงประเด็นในการเจรจาต่อรองเชิงสร้างสรรค์ ไม่ใช่จบด้วยการมีผู้ชนะผู้แพ้ ....เมื่อได้อ่านแล้วก็ตระหนักต่อไปว่าสิ่งที่พลาดไปแล้วก็ไม่ควรให้เกิดอีก
แรงจูงใจในการอ่านหนังสือนี้เกิดจากมีอยู่วันหนึ่งได้ทำงานชิ้นหนึ่งที่เหมือนรู้สึกไม่เป็นตัวของตัวเองในการเจรจาต่อรองด้วยจุดยืนแข็งกร้าวเพื่อผลประโยชน์ภาพรวมแต่อีกฝั่งหนึ่งเหมือนจะไม่ได้ประโยชน์นัก เลยรู้สึกว่าทำลายความสัมพันธ์ที่ดีระหว่างกันไปนับแต่นั้นที่ประตูห้องเจรจาปิดลง เราได้รับคำชื่นชมต่อผลงานในภาพรวมแต่ก็สุดปัญญาจะช่วยอีกฝั่งหนึ่งได้....ตอนซื้อหนังสือเล่มนี้เป็นช่วงหลังเกิดเหตุการณ์นั้นนานพอสมควร ได้เปิดอ่านบทนำ "การเจรจาต่อรองเป็นเรื่องของการสร้างสรรค์ไม่ใช่การประนีประนอม" ก็นึกถึงเรื่องนี้ขึ้นมา
หนังสือเล่มนี้เเนะนำได้ตรงประเด็นในการเจรจาต่อรองเชิงสร้างสรรค์ ไม่ใช่จบด้วยการมีผู้ชนะผู้แพ้ ....เมื่อได้อ่านแล้วก็ตระหนักต่อไปว่าสิ่งที่พลาดไปแล้วก็ไม่ควรให้เกิดอีก
December 14, 2017
Quite good, basically listen, be creative and negotiate with the other parties' interest in mind.
November 22, 2018
Muito bom guia com um passo a passo bastante esmiuçado sobre as etapas que devemos seguir para atingirmos os objetivos nas negociações
February 9, 2020
كتاب جيد يعطيك طرق عديدة لكيفية ادارة المفاوضات
واكتشاف الاخطاء الي ممكن تحصل وكيف ممكن تكتشفها وتتغلب عليها
واكتشاف الاخطاء الي ممكن تحصل وكيف ممكن تكتشفها وتتغلب عليها
May 2, 2024
Basically a summary of Fishers book Getting to Yes
November 19, 2024
Good quick overview of negotiating. Useful tips.
May 18, 2018
Introduction to Negotiating
Very high level intro for negotiating. Not high level or actionable. I would recommend different reading for more thorough understanding of negotiating.
Very high level intro for negotiating. Not high level or actionable. I would recommend different reading for more thorough understanding of negotiating.
December 27, 2016
Redundant
Immaturely written, provides basic intuitions one might with no experience negotiating past his summer allowance. Save your money and time on this HBS read.
Immaturely written, provides basic intuitions one might with no experience negotiating past his summer allowance. Save your money and time on this HBS read.
December 29, 2024
for a job
July 28, 2017
Strong recommendation: Do not even try to read this piece of crap. Don't even want to waste time in writing why...
July 20, 2017
A great, thorough, addition to our expertise in negotiations and a great complement to an MBA negotiations workshop.
Read
January 29, 2019Lesson: get to understand the other parties' desire, why they want so, ask them the purpose of their demand, and suggest another way to address the party's issue that is also in our favour.
Example: So you suggest that way because you want to ..... If so, why not....., it also deals with your wish and much better.
Example: So you suggest that way because you want to ..... If so, why not....., it also deals with your wish and much better.
This entire review has been hidden because of spoilers.
Displaying 1 - 14 of 14 reviews