Negotiating in the leadership zone /

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Negotiating in the Leadership Zone expertly addresses the question: How do leaders become better negotiators? Much has been written about leadership, and negotiating skills have long been the subject of academics and business consultants. This book successfully brings negotiation and leadership toge...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Sylvester, Ken (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: London : Academic Press, [2016]
Temas:
Negotiation.
Leadership.
Communication in management.
Problem solving.
Persuasion (Psychology)
Executive ability.
Negotiating
Leadership
Problem Solving
Négociations.
Communication en gestion.
Résolution de problème.
Aptitude pour la direction.
PSYCHOLOGY > Social Psychology.
BUSINESS & ECONOMICS > Negotiating.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Front Cover
  • Negotiating in the Leadership Zone
  • Copyright
  • Contents
  • Preface
  • Acknowledgments
  • Introduction: The Alaskan Fishing Conflictâ€?A Real-Life Negotiation
  • THE CONTEXT
  • THE SITUATION
  • THE STRATEGY
  • FRAMING THE NEGOTIATION
  • THE RESULTS
  • SO WHAT UNDERMINED THIS STRATEGY?
  • SO, WHAT DOES THIS HAVE TO DO WITH THIS BOOK?
  • Section I
  • The Mind of the Leader-Negotiator
  • Chapter 1
  • The Case for the Leader-as-Negotiator
  • INTRODUCTION: THE NEED FOR LEADERâ€?NEGOTIATORS
  • FOUR PROMINENT LEADERSHIP THEORIES
  • EXPLAINING THE WORLD FROM ONE POINT OF VIEW IS A PERFECT FORMULA FOR FAILURETHE LEADERâ€?NEGOTIATOR DIAGRAM
  • Chapter 2
  • Attributes of Effective Leader-Negotiators
  • INTRODUCTION
  • THREE POWERS OF EFFECTIVE L-NS
  • THE FIVE ATTRIBUTES
  • IN CONCLUSION
  • Chapter 3
  • Systems-3 Leadership
  • DISPELLING TWO LEADERSHIP MYTHS
  • THE CHALLENGE OF WHERE WE ARE: DO YOU KNOW WHAT YOU ARE LEADING? DO YOU KNOW WHAT THE CONTEXT OF YOUR ORGANIZATION IS?
  • THE THREE ORGANIZATIONAL ZONES: THE S-3 LEADERSHIP MODEL
  • ORGANIZATIONAL PUZZLES
  • ZONE BLINDNESS
  • TEAM COMPETENCESection II
  • dentifying Assumptions using Effective Questioning (EQ)
  • Chapter 4
  • Introduction to Effective Questioning (EQ)
  • INTRODUCTION: CONTEXTUAL INTELLIGENCE
  • WHAT IS EFFECTIVE QUESTIONING AND HOW IS IT USED?
  • IS EQ A SOLUTION FOR ALL LEADERSHIP DEMANDS?
  • APPLICATION OF EQ
  • WHEN SOLVING PROBLEMS, WHAT NEEDS TO BE SEEN? THE ORGANIZATIONâ€?S ROOT SYSTEM
  • WHAT IS THE CAUSE FOR 433 ORGANIZATIONAL FAILURES?
  • WHAT IS THE IMPORTANCE OF QUESTIONS VERSUS STATEMENTS?
  • SIX CORE PRINCIPLES OF EQ
  • Chapter 5
  • Using Effective Questioning StrategicallyTHINKING AND PERCEPTION
  • AVOIDING OVERSIMPLIFICATION
  • GENERATING ALTERNATIVES
  • TWO INTERCONNECTED, YET DISTINCT COMPONENTS OF EQ
  • DATA COLLECTION AND CLASSIFICATION
  • THE NINE ASSUMPTIONS THAT RESULT IN THINKING ERRORS
  • APPLYING EQ
  • THE NIAGARA-MEDINA EXERCISE
  • Chapter 6
  • Winâ€?Win and Winâ€?Lose in the Leadership Zone
  • AN INTRODUCTION TO THE WINâ€?WIN AND WINâ€?LOSE PHILOSOPHIES
  • SO WHERE ARE YOU?
  • A COMPARISON OF COMPETITIVE AND COLLABORATIVE ORGANIZATIONS
  • HOW TO IMPLEMENT A COLLABORATIVE NEGOTIATIONSection III
  • Negotiating in the Leadership Zone
  • Chapter 7
  • The Power and Influence of Frames
  • WHAT IS A FRAME? FRAMES ARE MENTAL MODELS
  • FRAME RECOGNITION
  • THE AWESOME POWER OF THE LISTENING EAR: SIX FRAMES THAT FILTER INFORMATION
  • EVERYTHING IS CONTEXT-DEPENDENT
  • SHIFTING FRAMES
  • FOUR FRAMES AND REFRAMES
  • RARELY IS A SINGLE FRAME ADEQUATE FOR SOLVING COMPLEX PROBLEMS
  • REVIEW: ONE-SIZE DOES NOT FIT ALL
  • RETURN TO KANSAS
  • Chapter 8
  • Perspectives on Strategy
  • THE BULLETPROOF LEADER-NEGOTIATOR

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