The Skilled Negotiator

Reardon, Kathleen Kelley
January 2004
Skilled Negotiator - Business Book Summaries;2004, Vol. 21 Issue 15, p1
Book Summary
Book Summary
Although negotiation occurs often in daily life, it is rarely a simple process. In "The Skilled Negotiator," author Kathleen Kelley Reardon illustrates how negotiation skills can be developed. Reaching desired outcomes requires making alliances, often between people of diverse backgrounds and priorities. Skilled negotiators are versatile. They know their own habits and communication styles, and they learn their counterparts� styles. Successful negotiators master language and expression, both verbal and nonverbal. They accomplish this through an informed strategy based on their observation, study, and knowledge of their counterparts. Success is, in large part, the ability to convert strategy into words. Negotiators cannot become truly skilled without understanding how words and actions shape perceptions that will either create alliances, or that will stand in the way of forging alliances. Expertise in negotiation requires versatility in word choice, emotional expression, and nonverbal behavior. Expert negotiators free themselves from habits that make them predictable and easy targets for their counterparts. Successful outcomes require that negotiators develop both ideal and contingency goals. They must prioritize issues to keep the negotiation process on track once goal prioritization has been determined.It is not sufficient for issues to simply be presented, they must be presented persuasively. Negotiators often try to place their most important issues early on, a process that requires persuasion in itself. Successful negotiators, therefore, develop agendas of topics or issues. Once the negotiation process has begun, truly successful persuasion does not force or deceive negotiators� counterparts, rather it allows them to choose to adopt an advocated perspective or action. This requires skillful reasoning and emotional appeals. Astute negotiators understand power. They are not sidetracked by the relative status of their counterparts, they understand how to craft their own power to increase the odds of a successful negotiation. If negotiators understand that conflict is a natural part of negotiation and do not allow themselves to be derailed by it, they will be able to respond constructively with a change of approach.


Related Articles

  • Talking the Talk in Negotiation. Reardon, Kathleen Kelley // Dispute Resolution Journal;Aug-Oct2005, Vol. 60 Issue 3, p88 

    Reviews the book "The Skilled Negotiator: Mastering the Language of Engagement," by Kathleen Kelley Reardon.

  • The Relationship Between Conflict Resolution Approaches and Trust--A Cross Cultural Study. Sullivan, Jeremiah; Peterson, Richard B.; Kameda, Naoki; Shimada, Justin // Academy of Management Journal;Dec1981, Vol. 24 Issue 4, p803 

    This study investigated whether the manner in which conflicts are resolved in Japanese-American joint ventures in Japan influences the level of future mutual trust. Japanese managers perceived a higher level of future trust when disputes are resolved through conferral, except when an American is...

  • It's All Politics. Reardon, Kathleen Kelley // It's All Politics - Business Book Summaries;2009, Vol. 1 Issue 1, p1 

    Regardless of skills and hard work, anyone who aspires to advance in business cannot afford to be apolitical. In It's All Politics, Kathleen Kelley Reardon explains techniques and strategies required for political success. Political intuition requires extreme attentiveness to what others say and...

  • Using Negotiation to Build Strategic Alliances.  // Healthcare Executive;May/Jun2002, Vol. 17 Issue 3, p39 

    Provides tips in using negotiations in building strategic alliances. Determination of the value of assets; Need to seek advice from experts; Development of rapport with other organizations.

  • Deals Unplugged. Diener, Marc // Entrepreneur;Aug2003, Vol. 31 Issue 8, p69 

    Advises business negotiators on when to discontinue partnership negotiations. Recognition that the prospective partner is too difficult to get along with; High level of transactional costs; Emergence of feeling that the deal is bad; Need to teach the bad negotiator a lesson.

  • Gain the edge in negotiations.  // Communication Briefings;Feb2016 Special Edition, p5 

    The article presents a discussion of negotiation enhancement, adapted from the newsletter "Harvard Management Update" that focuses on relationship and mutual interests.

  • Kathleen Kelley Reardon. Vishnevsky, Jennifer; Smart, Tim // U.S. News & World Report;7/25/2005, Vol. 139 Issue 3, pEE10 

    Presents an interview with author Kathleen Kelley Reardon, about her new book, "It's All Politics: Winning in a World Where Hard Work and Talent Aren't Enough." Questions about the importance of office politics in business; Importance of skill in comparison to office relationships; Relationship...

  • Knowledge creation in strategic alliances: Another look at organizational learning. Phan, Philip H.; Peridis, Theodore // Asia Pacific Journal of Management;Aug2000, Vol. 17 Issue 2, p201 

    Argues that a certain amount of partner conflict must exist for knowledge creation to occur in a strategic alliance. Role of tensions in generating opportunities for firms to challenge each other's assumptions and paradigms; Contrast of position to existing theories that present conflict...

  • MEDIATION A MAGNET FOR POSITIVE CHANGE. Schwartz, Steven L. // Dispute Resolution Journal;Aug-Oct2003, Vol. 58 Issue 3, p49 

    The article discusses the prevalence of the use of mediation to resolve disputes. For the past decade, the adversarial system of justice has been evolving toward a system based on consensus, collaboration and mutual interest. There are many reasons for this. In schools in the U.S. a curriculum...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics