영문목차
Preface=xi
Acknowledgments=xiii
Introduction : The Alaskan Fishing Conflict―A Real-Life Negotiation=xv
Section I. The Mind of the Leader-Negotiator
1. The Case for the Leader-as-Negotiator
Introduction : The Need for Leader-Negotiators=3
Four Prominent Leadership Theories=4
Trait Theory : Personal Attributes Are What Determines a Leader's Effectiveness=4
Behavior Theory : What Leaders Do=5
Situation Leadership Theory : The Situation Determines the Leader's Behavior=5
Power and Influence Theory : Leaders Exert Power and Followers React=5
Explaining the World from One Point of View Is a Perfect Formula for Failure=5
The Leader-as-Negotiator Theory=6
The Leader-Negotiator Diagram=8
The Middle Square=8
The Inner Arrow=9
The Outside Arrow=9
2. Attributes of Effective Leader-Negotiators
Introduction=11
Three Powers of Effective L-Ns=12
The Five Attributes=13
Self-control : The Ability to Disarm Personal "Hot Buttons"=13
Emotional Maturity―The Ability to Resist "Dancing to Others" (Psychological) Music=17
Depersonalization―"It's Not About Me"=18
Managing Failure―The Ability to Be Rational About, and Accept Setbacks=19
Cope with Imperfection―The Discipline to Guard Your Expectations=20
In Conclusion=22
3. Systems-3 Leadership
Dispelling Two Leadership Myths=23
The Myth of the Magic Bullet=23
The Myth of the Lone Leader=23
The Challenge of Where We Are : Do You Know What You Are Leading? Do You Know What the Context of Your Organization Is?=24
The Three Organizational Zones : The S-3 Leadership Model=25
The Leadership Zone=25
The Management Zone=27
The Production Zone=28
Organizational Puzzles=28
Zone Blindness=29
Team Competence=30
Section II. Identifying Assumptions using Effective Questioning(EQ)
4. Introduction to Effective Questioning(EQ)
Introduction : Contextual Intelligence=35
What Is Effective Questioning and How Is It Used?=35
Is EQ a Solution for All Leadership Demands?=36
Application of EQ=37
When Solving Problems, What Needs to Be Seen? The Organization's Root System=38
What Is the Cause for 433 Organizational Failures?=40
What Is the Importance of Questions versus Statements?=43
Six Core Principles of EQ=44
What Is the "Politeness Barrier?"=44
5. Using Effective Questioning Strategically
Thinking and Perception=49
Perception=50
Perceptual Disagreement=51
Avoiding Oversimplification=51
Generating Alternatives=51
Two Interconnected, yet Distinct Components of EQ=52
What Are the Six Structures of EQ Thinking?=52
Data Collection and Classification=53
Structure 1. Data Collection=53
Structure 2. Classifications Thinking=53
Structures 3-6=54
The Nine Assumptions that Result in Thinking Errors=54
Assumption 1. Problem Identification=55
Assumption 2. Previous Knowledge=55
Assumption 3. Assessment Measures=56
Assumption 4. Time=56
Assumption 5. Values=57
Assumption 6. Context=57
Assumption 7. Audience=57
The "V" in VALUES Represents Verified by Science=58
The "A" in VALUES Represents Authority=58
The "L" in VALUES Represents Logic=60
The "U" in VALUES Represents Uses Intuition=61
The "E" in VALUES Stands for Emotive Beliefs=62
The "S" in VALUES Represents Sense Experience=63
Assumption 8. Possibility versus Probability=64
Assumption 9. Interpretive Review=64
Applying EQ=65
The Niagara-Medina Exercise=65
DIRECTIONS : Niagara-Medina Case Study=66
6. Win-Win and Win-Lose in the Leadership Zone
An Introduction to the Win-Win and Win-Lose Philosophies=69
America's Heartland=70
Characteristics of a Collaborative Negotiation=72
We're Not in Kansas Anymore=73
Characteristics of a Competitive Win-Lose Negotiation=74
So Where Are You?=75
A Comparison of Competitive and Collaborative Organizations=77
Competitive Organizations=77
Collaborative Organizations=79
The Law of Opposites=80
How to Implement a Collaborative Negotiation=81
Section III. Negotiating in the Leadership Zone
7. The Power and Influence of Frames
What Is a Frame? Frames Are Mental Models=85
Frame Recognition=85
The Awesome Power of the Listening Ear : Six Frames That Filter Information=88
The Power of Habits Override Knowledge=88
Everything Is Context-Dependent=98
An Imaginary Trip=98
Shifting Frames=98
Four Frames and Reframes=99
The Defiant Client=99
Stop Looting!=99
I Do Not Like Your Music!=100
"House for Sale by Owner"=100
Rarely Is a Single Frame Adequate for Solving Complex Problems=101
Review : One-Size Does Not Fit All=103
Return to Kansas=104
8. Perspectives on Strategy
The Bulletproof Leader-Negotiator=105
So What Makes for a Successful Leader-Negotiator?=106
What Is Strategy?=107
Three Negotiation Strategies=107
Diplomacy Strategy=107
Psychological Fear Strategy=108
War Strategy=109
Overview of Negotiation Planning=109
Collection of Relevant Information (Steps 1-3)=111
Strategic Arrangement of Information (Steps 4-7)=111
Strategic Advantages, Disadvantages, and Contradictions=112
Advantages=112
Disadvantages=112
Contradictions=112
Multitasking=113
Relevant Context=113
There Are No Tactics or Strategies for All Time=114
Twelve Conditions for Effective Negotiations=115
The Three Decisions―"Air"=115
The Relationship among Strategy, Policy, and Resources=116
Reality Check=117
Unpublished Research : 26Years, 30,000 People, and 8 Countries=117
The Mossey Rock Exercise=117
9. Perspectives on the Use of Tactics-Refer to Appendix D : Thirty Tactics
A Word of Caution About Selecting Tactics=121
Selecting and Using Tactics : Six Important Considerations=121
Personal Characteristics=123
Evaluating the Use of Tactics=124
Three Tactics to Overcome Gridlock=125
Twenty-Five Alternatives to an Impasse=126
Five Tactical Methods=127
10. Troubleshooting the Collaborative Process
Introduction : Facilitating the Collaborative Process=131
Enhancing Collaboration=131
Perspectives on How to Facilitate Synergistic Opportunities=132
Establishing Common Ground=133
Balanced Power=134
The Dilemma of Trust, Honesty, and Openness=135
Five Approaches That Help Promote Trust=136
Section IV. Managing Conflict
11. The Context of Conflict
Introduction to the Context of Conflict=139
What Causes Conflict?=139
JABs―Judgments, Attributes, and Blame=141
Reasons for Conflict=142
Three Observations=145
Observation 1. People Routinely Disagree with One Another Regardless of the Topic Being Discussed=145
Observation 2. People Live in a Talking Culture, Not a Listening Culture=146
Observation 3. People Personalize Conflict=146
Seven Positive Outcomes of Conflict=149
Dysfunctional Outcomes of Conflict=150
The Escalation of Conflict=150
Concluding Statement About the Complexity of Conflict=154
12. Diagnosing and Managing Conflict
Introduction=155
Overview of Six Conflict Theories=155
Diagnosing Conflict Is Both a Science and an Art=158
Personal Attachment Theory=159
Seven Reasons Conflict and Suggested Actions=160
Methods and Skills for Managing Conflict=162
Three Keys to Understanding Other's Perspectives and Their Positions=164
Suggestions for Disarming Disagreements : Ask E-Questions=165
Closure=167
Three Stages of the Grieving Process=167
Three Predispositions for Closure=168
Section V. Hidden Traps
13. Closing Words : Hidden Traps
Ten Traps that Influence an L-N's Thinking=173
TRAP 1. Anchoring=174
TRAP 2. Framing=174
TRAP 3. Rationalizing=176
TRAP 4. Overconfidence=176
TRAP 5. Generalization=177
TRAP 6. Tradition=177
TRAP 7. aRousal=178
TRAP 8. Abstract Comparisons=178
TRAP 9. Psychological Cul-de-sac of the Past=180
TRAP 10. Playing it safe=180
Summary=181
Section VI. Appendices
Appendix A. Glossary of Key Terms=185
Appendix B=193
Appendix C=199
Appendix D. Thirty Tactics=205
Appendix E=213
Appendix F. About the Author=221
Index=223