Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited over 40 books, as well as numerous research articles and book chapters. Professor Lewicki has served as the president of the International Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He received the Academy of Management’s Distinguished Educator Award in 2005 and has been recognized as a Fellow of the Academy of Management, the International Association of Conflict Management, and the Organizational Behavior Teaching Society for his contributions to the fields of negotiation and dispute resolution. Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management. David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB.

• Section 1: Negotiation Fundamentals1.1 Three Approaches to Resolving Disputs: Interests, Rights, and Power1.2 Selecting a Strategy1.3 Balancing Act: How to Manage Negotiation Tensions1.4 The Negotiation Checklist1.5 Effective Negotiating Techniques: From Selecting Strategies to Side-Stepping Impasses and Assumptions1.6 Closing Your Business Negotiations1.7 Defusing the Exploding Offer: The Farpoint Gambit1.8 Implementing a Collaborative Strategy1.9 Solve Joint Problems to Create and Claim Value1.10 The Walk in the Woods: A Step-by-Step Method for Facilitating Interest-Based Negotiation and Conflict Resolution1.11 Negotiating with Liars1.12 Negotiation Ethics1.13 Three Schools of Bargaining EthicsSection 2: Negotiation Subprocesses2.1 Negotiating Rationally: The Power and Impact of the Negotiator’s Frame2.2 Managers and Their Not-So Rational Decisions2.3 Untapped Power: Emotions in Negotiation2.4 Negotiating with Emotion2.5 Negotiating Under the Influence: Emotional Hangovers Distort Your Judgment and Lead to Bad Decisions2.6 Staying with No2.7 Negotiation via (the New) E-mail2.8 Where Does Power Come From? 2.9 Harnessing the Science of Persuasion2.10 The Six Channels of Persuasion2.11 A Painful CloseSection 3: Negotiation Contexts3.1 Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation3.2 Bargaining in the Shadow of the Tribe3.3 Create Accountability, Improve Negotiations3.4 The Fine Art of Making Concessions3.5 The High Cost of Low Trust3.6 Consequences of Principal and Agent3.7 The Tension between Principals and Agents3.8 When a Contract Isn’t Enough: How to Be Sure Your Agent Gets You the Best Deal3.9 This Is Not a Game: Top Sports Agents Share Their Negotiating Secrets3.10 Can’t Beat Them? Then Join a Coalition3.11 Building and Maintaining Coalitions and Allegiances throughout Negotiations3.12 How to Manage Your Negotiating TeamSection 4: Individual Differences4.1 Women Don’t Ask4.2 Become a Master Negotiator4.3 Should You Be a Negotiator? Section 5: Negotiation across Cultures5.1 Culture and Negotiation5.2 Intercultural Negotiation in International Business5.3 American Strengths and WeaknessesSection 6: Resolving Differences6.1 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia? 6.2 Don’t Like Surprises? Hedge Your Bets with Contingent Agreements6.3 Extreme Negotiations6.4 Taking the Stress Out of Stressful Conversations6.5 Renegotiating Existing Agreements: How to Deal with “Life Struggling against Form” 6.6 How to Handle “Extreme” Negotiations with Suppliers6.7 When and How to Use Third-Party Help6.8 Investigative NegotiationSection 7: Summary7.1 Best Practices in Negotiation7.2 Getting Past Yes: Negotiating as if Implementation Mattered7.3 The Four Pillars of Effective Negotiation7.4 Seven Strategies for Negotiating Success7.5 Six Habits of Merely Effective NegotiatorsExercises1. Pemberton’s Dilemma2. The Commons Dilemma3. Pasta Wars4. Planning for Negotiations5. The Used Car6. GTechnica—AccelMedia 7. Knight Engines/Excalibur Engine Parts8. Toyonda9. The Pakistani Prunes10. Universal Computer Company11. Bestbooks/Paige Turner12. SeaTech13. Eurotechnologies, Inc. 14. AuraCall Inc. 15. Island Cruise16. Live817. The New House Negotiation18. Twin Lakes Mining Company19. The Buena Vista Condo20. City of Tamarack21. Negotiating about Giant Pandas22. Ridgecrest School Dispute23. Salary Negotiations24a. (MBA). Job Offer Negotiation: Joe Tech and Robust Routers24b. Job Offer Negotiation: Jane Tech and Robust Routers25. The Employee Exit Interview26. Coalition Bargaining27. Second South American Conference on the Environment28. The Connecticut Valley School29. Bakery-Florist-Grocery30. Campbell-Lessing Farms31. Dogs in the Park32. Third-Party Conflict Resolution33. Elmwood Hospital Dispute34. 500 English Sentences35. Sick Leave36. Alpha-Beta37. Galactica SUV38. Bacchus Winery39. GRID Site Negotiation40. Strategic Moves and Turns41. A Team in Trouble42. Collecting Nos43. The Power GameCases1. Pacific Oil Company2. Negotiating about Pandas for San Diego Zoo3. Collective Bargaining at Magic Carpet Airlines: A Union Perspective4. Bargaining Strategy in Major League Baseball5. Midwestern::Contemporary Art6. 500 English Sentences7. Sick LeaveQuestionnaires1. The Subjective Value Inventory2. The Personal Bargaining Inventory3. The SINS II4. Six Channels of Persuasion Survey5. The Trust Scale6. Communication Competence Scale7. The Cultural Intelligence Scale8. The PMD Scale

Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited over 40 books, as well as numerous research articles and book chapters. Professor Lewicki has served as the president of the International Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He received the Academy of Management’s Distinguished Educator Award in 2005 and has been recognized as a Fellow of the Academy of Management, the International Association of Conflict Management, and the Organizational Behavior Teaching Society for his contributions to the fields of negotiation and dispute resolution. Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management. David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB.

• Section 1: Negotiation Fundamentals1.1 Three Approaches to Resolving Disputs: Interests, Rights, and Power1.2 Selecting a Strategy1.3 Balancing Act: How to Manage Negotiation Tensions1.4 The Negotiation Checklist1.5 Effective Negotiating Techniques: From Selecting Strategies to Side-Stepping Impasses and Assumptions1.6 Closing Your Business Negotiations1.7 Defusing the Exploding Offer: The Farpoint Gambit1.8 Implementing a Collaborative Strategy1.9 Solve Joint Problems to Create and Claim Value1.10 The Walk in the Woods: A Step-by-Step Method for Facilitating Interest-Based Negotiation and Conflict Resolution1.11 Negotiating with Liars1.12 Negotiation Ethics1.13 Three Schools of Bargaining EthicsSection 2: Negotiation Subprocesses2.1 Negotiating Rationally: The Power and Impact of the Negotiator’s Frame2.2 Managers and Their Not-So Rational Decisions2.3 Untapped Power: Emotions in Negotiation2.4 Negotiating with Emotion2.5 Negotiating Under the Influence: Emotional Hangovers Distort Your Judgment and Lead to Bad Decisions2.6 Staying with No2.7 Negotiation via (the New) E-mail2.8 Where Does Power Come From? 2.9 Harnessing the Science of Persuasion2.10 The Six Channels of Persuasion2.11 A Painful CloseSection 3: Negotiation Contexts3.1 Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation3.2 Bargaining in the Shadow of the Tribe3.3 Create Accountability, Improve Negotiations3.4 The Fine Art of Making Concessions3.5 The High Cost of Low Trust3.6 Consequences of Principal and Agent3.7 The Tension between Principals and Agents3.8 When a Contract Isn’t Enough: How to Be Sure Your Agent Gets You the Best Deal3.9 This Is Not a Game: Top Sports Agents Share Their Negotiating Secrets3.10 Can’t Beat Them? Then Join a Coalition3.11 Building and Maintaining Coalitions and Allegiances throughout Negotiations3.12 How to Manage Your Negotiating TeamSection 4: Individual Differences4.1 Women Don’t Ask4.2 Become a Master Negotiator4.3 Should You Be a Negotiator? Section 5: Negotiation across Cultures5.1 Culture and Negotiation5.2 Intercultural Negotiation in International Business5.3 American Strengths and WeaknessesSection 6: Resolving Differences6.1 Doing Things Collaboratively: Realizing the Advantage or Succumbing to Inertia? 6.2 Don’t Like Surprises? Hedge Your Bets with Contingent Agreements6.3 Extreme Negotiations6.4 Taking the Stress Out of Stressful Conversations6.5 Renegotiating Existing Agreements: How to Deal with “Life Struggling against Form” 6.6 How to Handle “Extreme” Negotiations with Suppliers6.7 When and How to Use Third-Party Help6.8 Investigative NegotiationSection 7: Summary7.1 Best Practices in Negotiation7.2 Getting Past Yes: Negotiating as if Implementation Mattered7.3 The Four Pillars of Effective Negotiation7.4 Seven Strategies for Negotiating Success7.5 Six Habits of Merely Effective NegotiatorsExercises1. Pemberton’s Dilemma2. The Commons Dilemma3. Pasta Wars4. Planning for Negotiations5. The Used Car6. GTechnica—AccelMedia 7. Knight Engines/Excalibur Engine Parts8. Toyonda9. The Pakistani Prunes10. Universal Computer Company11. Bestbooks/Paige Turner12. SeaTech13. Eurotechnologies, Inc. 14. AuraCall Inc. 15. Island Cruise16. Live817. The New House Negotiation18. Twin Lakes Mining Company19. The Buena Vista Condo20. City of Tamarack21. Negotiating about Giant Pandas22. Ridgecrest School Dispute23. Salary Negotiations24a. (MBA). Job Offer Negotiation: Joe Tech and Robust Routers24b. Job Offer Negotiation: Jane Tech and Robust Routers25. The Employee Exit Interview26. Coalition Bargaining27. Second South American Conference on the Environment28. The Connecticut Valley School29. Bakery-Florist-Grocery30. Campbell-Lessing Farms31. Dogs in the Park32. Third-Party Conflict Resolution33. Elmwood Hospital Dispute34. 500 English Sentences35. Sick Leave36. Alpha-Beta37. Galactica SUV38. Bacchus Winery39. GRID Site Negotiation40. Strategic Moves and Turns41. A Team in Trouble42. Collecting Nos43. The Power GameCases1. Pacific Oil Company2. Negotiating about Pandas for San Diego Zoo3. Collective Bargaining at Magic Carpet Airlines: A Union Perspective4. Bargaining Strategy in Major League Baseball5. Midwestern::Contemporary Art6. 500 English Sentences7. Sick LeaveQuestionnaires1. The Subjective Value Inventory2. The Personal Bargaining Inventory3. The SINS II4. Six Channels of Persuasion Survey5. The Trust Scale6. Communication Competence Scale7. The Cultural Intelligence Scale8. The PMD Scale