Negotiate [antikvár]

Preface As a consultant I initially became interested in negotiating as a practical way of dealing with different interests; as a social scientist I was puzzled by the separate findings about and insights into the process of negotiating. My subsequent interest in developing integrative frameworks and models were the sources of inspiration for this book. As an organizational consultant, I have taken part in a large number of discussions and meetings in a great many organizations. Although it never occurred to anyone to call these meetings negotiations, that was precisely what they were. Some of them were conducted so clumsily that deadlock threatened; or the situation deteriorated into covert or more open hostility - a development often not only unintended but also unnecessary. These experiences have made it clear to me that negotiating skills have a prominent and constructive role to play. I have also seen how quickly people pick things up in this field. Negotiating is a type of behaviour which everyone meets, and practises, every day. Whether we want to or not, whether we realize it or not, we all negotiate. With this in mind, it never fails to amaze me how maladroitly people sometimes go about their 'negotiating'. For example, they • confuse negotiating with scoring points; • neglect the climate ('let's get down to business'); • overlook the fact that their relationship with their 'constituency' is a negotiating relation;