Understand the context of negotiations to achieve better results Negotiation has always been at the heart of solving problems at work. Yet today, when people in organizations are asked to do more with less, be responsive 24/7, and manage in rapidly changing environments, negotiation is more essential than ever. What has been missed in much of the literature of the past 30 years is that negotiations in organizations always take place within a context of organizational culture, of prior negotiations, of power relationships that dictates which issues are negotiable and by whom. When we negotiate for new opportunities or increased flexibility, we never do it in a vacuum. We challenge the status quo and we build out the path for others to negotiate those issues after us. In this way, negotiating for ourselves at work can create small wins that can grow into something bigger, for ourselves and our organizations. Seen in this way, negotiation becomes a tool for addressing ineffective practices and outdated assumptions, and for creating change. Negotiating at Work offers practical advice for managing your own workplace negotiations: how to get opportunities, promotions, flexibility, buy-in, support, and credit for your work. It does so within the context of organizational dynamics, recognizing that to negotiate with someone who has more power adds a level of complexity. The is true when we negotiate with our superiors, and also true for individuals currently under represented in senior leadership roles, whose managers may not recognize certain issues as barriers or obstacles. Negotiating at Work is rooted in real-life cases of professionals from a wide range of industries and organizations, both national and international. Strategies to get the other person to the table and engage in creative problem solving, even when they are reluctant to do so Tips on how to recognize opportunities to negotiate, bolster your confidence prior to the negotiation, turn 'asks' into a negotiation, and advance negotiations that get "e;stuck"e; A rich examination of research on negotiation, conflict management, and gender By using these strategies, you can negotiate successfully for your job and your career; in a larger field, you can also alter organizational practices and policies that impact others.

Understand the context of negotiations to achieve betterresultsNegotiation has always been at the heart of solving problems atwork. Yet today, when people in organizations are asked to do morewith less, be responsive 24/7, and manage in rapidly changingenvironments, negotiation is more essential than ever. What hasbeen missed in much of the literature of the past 30 years is thatnegotiations in organizations always take place within acontext--of organizational culture, of prior negotiations, ofpower relationships--that dictates which issues are negotiableand by whom. When we negotiate for new opportunities or increasedflexibility, we never do it in a vacuum. We challenge the statusquo and we build out the path for others to negotiate those issuesafter us. In this way, negotiating for ourselves at work can createsmall wins that can grow into something bigger, for ourselves andour organizations. Seen in this way, negotiation becomes a tool foraddressing ineffective practices and outdated assumptions, and forcreating change.Negotiating at Work offers practical advice for managingyour own workplace negotiations: how to get opportunitiespromotions, flexibility, buy-in, support, and credit for your work.It does so within the context of organizational dynamicsrecognizing that to negotiate with someone who has more power addsa level of complexity. The is true when we negotiate with oursuperiors, and also true for individuals currently underrepresented in senior leadership roles, whose managers may notrecognize certain issues as barriers or obstacles.Negotiating at Work is rooted in real-life cases ofprofessionals from a wide range of industries and organizationsboth national and international.* Strategies to get the other person to the table and engage increative problem solving, even when they are reluctant to doso* Tips on how to recognize opportunities to negotiate, bolsteryour confidence prior to the negotiation, turn 'asks' into anegotiation, and advance negotiations that get "stuck"* A rich examination of research on negotiation, conflictmanagement, and genderBy using these strategies, you can negotiate successfully foryour job and your career; in a larger field, you can also alterorganizational practices and policies that impact others.

Preface ixIntroduction: Negotiating in the Shadow of Organizations xixAbout the Authors xxxixPart One Preparing for n-Negotiations 11 You Can't Get What You Want If You Don't Know What You Want 32 Recognizing Opportunities and Positioning to Negotiate 273 Anchoring, Mindfulness, and Preparing for Problem Solving 494 Getting Negotiations off the Ground 75Part Two Putting n-Negotiations into Practice 995 Building Rapport and Shifting Gears: The Power of a Good Opening 1016 Power at Play in Negotiations: Moves and Turns 1197 Managing the Negotiation Process: Fostering Problem Solving 143Coda Notes on Change 1678 From Small Wins to Bigger Gains 169Notes 187References 217Index 229