3d negotiation lax and sebenius pdf free download

I particularly like the idea of backward mapping the negotiation process, starting with the desired target or outcome, then mapping all the parties, their interests, no-deal options. I was also intrigued by the authors' philosophy and the 3-D strategy of: "Let them have your way", as well as their concept of "Zone of Possible Agreement". Although this excellent book is written with important and complex deals in mind, the 3-D approach can be indeed applied to simpler deals and negotiations.

In fact, the reader will find a large number of examples of negotiations ranging from the simple ones such as buying a car or a house, to the more complex ones such as negotiations between countries, or among large international organizations. Lax and James K. Sebenius, the authors observe that most negotiators think in one dimension comprised of two mutually exclusive strategies, win-win or win-lose. A negotiator often focuses on either value claiming in the win-lose approach or value creating in the win-win approach.

Both strategies leave money on the table. If a negotiator expands the dimensions of the negotiation to supplement tactics with deal set up and deal design i. This book is a must read for anyone looking to enhance their negotiation capability. Highly recommended. By Amazon Customer If you negotiate for a living, this is a must read. Although the book is a few years old, it still has fresh insights into how to approach a negotiation in a new "3-D" way which makes sure nothing is left on the table and that the process is as constructive as possible.

Even if you do not negotiate for a living, you will benefit from this book because, whther you realize it or not, everyone negotiates at some point in their lives. This bok will give you an advantage when you do. Posting Komentar. Jumat, 30 April [O Most helpful customer reviews 7 of 7 people found the following review helpful.

See all 33 customer reviews Diposting oleh Bob Rodriguez di And number two, it Yet the 3-D moves the company made away will change your self-perception. It will come across with a whole other more value for all involved—much of which level of conviction. Successful 3-D negotiators induce target play- While negotiators should generally try to ers to say yes by improving the proposed deal, improve their BATNAs, they should also be enhancing their own BATNAs, and worsening aware that some of the moves they make those of the other parties.

For instance, several years ago, we The Three Dimensions of Negotiation Our research shows that negotiations succeed or fail based on the attention executives pay to three common dimensions of deal making.

All rights reserved. The com- cause the restitution issue had been settled pany had already researched possible cultural years ago. But after eight months of lobbying barriers and ranked its three potential partners by Bronfman, the World Jewish Congress, and according to the competencies it found most others, the negotiations were dramatically ex- desirable in those companies.

After approach- panded—to the detriment of the Swiss. The ing the negotiations in a culturally sensitive bankers faced a de facto coalition of interests spirit, and in what had seemed a very logical that credibly threatened the lucrative Swiss sequence, the U.

They faced partner. The team abandoned those talks and the divestiture by huge U. Fortunately, the U. It was, however, an almost tential partner actually made the most busi- unimaginable outcome at the beginning of the ness sense, to avoid closing options prema- small, initially private game in which the Swiss turely, and to take advantage of the seemed to hold all the cards.

Another way for negotiators to claim value The U. Consider how Microsoft won most desirable Mexican partner would func- the browser war negotiations. In short, browser, and both Netscape and Microsoft doing so would have created the equivalent of were competing for the deal. The technically a simultaneous four-party negotiation struc- superior, market-dominant Netscape Naviga- tured as one U. A confident, even arrogant, greatly enhanced whatever 1-D cultural insight Netscape pushed for a technically based and tactical ingenuity the U.

In the book aol. They tion, 3-D negotiators who add parties and is- were dominant. Swiss banking executives saw no rea- adaptations in the future. In a ning the browser war. Instead, tial to promoting agreement among the par- Microsoft shifted the negotiations from ties. Rather than focus on selling rael large amounts of military and financial to the technologists, Microsoft concentrated aid; and Israel supplied Egypt with territory.

Instead Microsoft changed the game toward a more of mainly working with its bankers to make compatible counterpart Y, emphasizing issues the case for a higher valuation and to refine its C, D, and E, on which it was strong.

Its broader analysis suggested that one sonal approach to negotiation. The move un- enhancing the underlying setup of the negotia- covered a completely new source of potential tion itself. By adding complementary price. It also increased the pressure on the parties or issues to the negotiating process, 3- larger packaging companies: They would face D negotiators can not only claim value for more competition and might not be able offer themselves but also create more value for all the same kind of exclusive, customized packag- parties involved.

In Co-opetition, their influen- ing service to their customers. All company names and details have been disguised. After the basic deal was done, they needed additional financing to make profitable improvements at CPP. Federal Street Bank FSB turned them down flat, even after they had used such 1-D tactics as persuasive appeals and elegant lunches. It was time to move into the 3-D realm. But first, some background. So Iverson used 3-D negotiating tactics to scan widely and map backward from his current predicament to establish the prior agreements with as-yet uninvolved parties that would maxi- mize the chances of an ultimate yes from the bank.

Involve UIC. He argued that con- ture; Worldwide Insurance had higher cord. The council received For a commitment fee plus a share of in- would build.

The rest of the required these arguments favorably but, before creased profits from the boiler, Unified system would be complex. Local and committing, wanted assurances that agreed to lend, conditional on the suc- regional contractors were in no posi- the project would actually work.

Involve Derano. In great need without guaranteed takeout financing of some plausible guarantee of project 2. Involve the EDA. Derano expressed serious doubts opment Administration EDA could matching funds from the LDA and a about managing an already-designed make junior subordinated loans to guarantee of a successful, certified, project with BFE and local contractors firms for certified job-creating job-creating project.

And there was no in place. But by offering to pay above projects; the overall loan limit was LDA to certify the jobs or provide the normal fee, Iverson got Derano to equal to the number of jobs times matching funds.

Involve the Town of Concord. Go back to Concord with Der- and its formal job certification along modification. Returning to the bank, ano deal. Go back to UIC to modify its nent financing. And the project was launched. For example, a U. From membership contri- questions that focus on relative valuation. What out- converting the dollars to local currency at the side issues might be highly valued if they were official exchange rate to buy development incorporated into the process?

Are there any rights. The owner of the land and the conser- parties outside the immediate negotiations vation group negotiated hard and tentatively that can bear part of the risk of the deal more agreed on an amount of rain forest to be pro- cheaply than the current players?

But 3-D thinking ultimately im- sary to shrink—or at least stage—the set of in- proved the deal for all sides. Today they have assembled a high-level, sophisticated team with expertise across sectors to advise senior leaders and build organizational capacity in order to achieve better results across their most high-stakes, high-impact negotiations. As Harvard scholars and experienced private sector consultants, we have spent 20 years studying what makes some negotiators more effective than others.

The most effective negotiators understand that game-changing success frequently results from favorably altering the deal landscape itself, often before any tactical interplay. Lax Sebenius LLC is a negotiation strategy and capability-building firm that works with leaders in the highest levels of business and government.

Skip to content. Lax Sebenius LLC is a negotiation strategy and capability-building firm that works with leaders in the highest levels of business and government to achieve better results in their most important negotiations.

Senior Advisory Team. Meet The Team. Our proprietary, groundbreaking methodology outlines three dimensions of deal strategy:. At the Table. On the Drawing Board. Away from the Table.