Built to Win: Creating a World-Class Negotiating Organization (Hardcover)

I. Introduction: What is negotiation, and why is it important? How do organizations try to improve their negotiation performance? How do organizations learn from their negotiations? Built to Win: Creating a world class negotiating organization Whose line is it, anyway? Getting there from here II. Negotiation is an organizational capability The negotiating organization: a strategic advantage What do successful organizations do? The nine steps to creating a world class negotiating organization III. Assess Current Challenges and Opportunities Step 1: Start with A Sound Theory: the Mutual Gains Approach Keep culture in mind Specify success criteria Step 2: Assess Negotiation Performance Use confidential interviewing Analyze the findings from multiple perspectives Diagnose opportunities Avoid assigning blame Step 3: Include Prescriptions and Recommendations in the Assessment Diagnose gaps and opportunities Assess current learning strategies Provide a vision for the future Step 4: Identify Sponsors and Champions Start with a champion Secure senior leader sponsorship Create funding for intervention Commit to goals IV. Create a Culture of Learning Step 5: Provide a Common Model and Language Provide training to core leaders Tailor the training materials Provide new templates Encourage opportunistic experiments Provide effective coaching Step 6: Adjust and Align Operating Procedures Pinpoint procedures that need to be changed Mandate a better negotiation preparation process Re-align relevant incentives Clarify roles and responsibilities Step 7: Commit to Organizational Learning Support the champions Document successes (and failures) Create a Virtual Community of Excellence Roll out additional training as needed V. Sustain Your New Competitive Advantage Step 8: Evaluate (Level IV) Impact Gather stories Develop quantitative estimates Share the good news Balance short and long-term gains Learn from failures Step 9: Address Persistent Barriers Assume rational conduct Use confidential interviewing Foster candid feedback Confront and mitigate impacts Work to preserve trust Think systemically Step 10: Lead for the Long Term/u The dilemma: Win As Much As You Can The power and limits of values Evidence that values matter Two-way accountability and good governance The problem of short-termism The negotiating organization: A strategic advantage VI. Ending with the Start in Mind Appendices (tools, charts, checklists)