Welcome to the fifth edition of Negotiation!

Those familiar with the fourth edition will note significant change in the fundamental organization of this book. The primary change is that we have increased the number of chapters in the book from 13 in the fourth edition to 20 in this edition! This has been accomplished by breaking many of the larger chapters, some of which often covered two or three separate major topics, into smaller chapters that focus on a narrower domain. This reorganization was done for two major reasons: First, the research literature in many of these areas continues to increase, requiring a more extensive treatment of that work; second, feedback from instructors indicated that many would use only parts of chapters (e.g., using the section on teams but not on coalitions, or using them in separate weeks of a course).

Given this major change, we will review the new chapter organization (for a somewhat more in-depth treatment, see the end of Chapter 1) and note the changes for those of you familiar with the fourth edition. The first four chapters introduce the reader to negotiation fundamentals. Chapter 1 introduces the field of negotiation and conflict management, describes the basic elements of interdependence with other people, and briefly explores the challenges of managing that interdependence. Chapters 2 and 3 then present the two core approaches to negotiation: the basic dynamics of competitive (win-lose) bargaining (Chapter 2) and the basic dynamics of integrative (win-win) negotiation (Chapter 3). Chapter 4 (formerly Chapter 2 in the 4th edition) describes the fundamental work that negotiators must do to prepare for a negotiation: defining negotiation objectives and planning the steps one will pursue to achieve those objectives. That chapter was moved because we decided it was easier to discuss the different processes that might be needed for planning a distributive or integrative negotiation after we discussed the fundamentals of each of those strategies.

The next five chapters present fundamental psychological subprocesses of negotiation: perception, cognition, emotion, communication, power, influence, and ethics. In Chapter 5, we review the basic processes of perception and cognition and discuss how the framing of issues and dialogue is tied to these processes. Chapter 6 is devoted to communication in negotiation; we examine communication dynamics and processes that affect negotiation outcomes. Chapters 7 and 8 divide power and influence into separate topics; in Chapter 7, we examine the various ways that negotiators can use power to pressure the other side. Chapter 8 then describes "power-in-action," or the tools of influence by which power is wielded, including persuasion tactics and other influence tactics. Finally, in Chapter 9, we examine the ethical issues and standards that surround negotiation and create unique challenges for negotiators making decisions about disclosure and honesty in bargaining.

The next four chapters (Part 3) examine the social contexts in which these negotiations occur, which also therefore influence how they evolve. Old Chapters 8 and 9 have each been divided into two parts. In Chapter 10, we examine the ways that the negotiation process changes when the parties have an established relationship with each other. In Chapter 11, we examine how negotiations change when negotiators are representing the interests of other parties, rather than negotiating only for themselves. In Chapter 12, we examine the way negotiators band together into alliances and coalitions in order to leverage their collective efforts against others. Finally, in Chapter 13, we explore the group context for negotiation; we show how many group decision-making and problem-solving discussions can be viewed as negotiations and how to manage those processes more effectively.

Part 4 divides the old Chapter 10 into two parts, both of which focus on the role that individual differences play in shaping negotiation processes and outcomes. In Chapter 14, we delve into the extensive work that has been done to understand how gender differences shape negotiation style and approach. In Chapter 15, we explore individual differences in personality and how these differences might predict different approaches to the negotiation process and conflict resolution.

Part 5 contains a single chapter—Chapter 16—focused on international and crosscultural negotiation. It explores what we know about how national cultures and international contexts influence negotiation processes and outcomes.

Part 6—on difficult negotiation situations—has repositioned the material from old Chapters 12 and 13 into three chapters. Chapter 17 emphasizes strategies for managing negotiation impasses—what a negotiator can do when a potential impasse, stalemate, or breakdown threatens to halt a negotiation. In Chapter 18, we turn to situations in which parties are using different models, strategies, or approaches to the negotiation, and we provide advice to negotiators who may wish to be integrative but find that they are dealing with others who are reluctant to do so. Chapter 19 explores the many ways that third parties can help negotiators resolve their differences.

Finally, In Part 7, we conclude with a new chapter, in which we reflect on negotiation processes and outcomes and provide our own list of "best practices" that can be taken away from an intensive study of negotiation and its dynamics. While this reorganization is the most visible change, faculty familiar with previous editions will also note the following other changes:

1. Much of this book has been revised and updated. The authors reviewed every chapter, utilizing extensive feedback from faculty who have used the book in previous editions. Content in many of the chapters have been reorganized to present the material more effectively.
2. In our continued effort to enhance the book’s readability, we have also updated many of the features and cartoons that offer lively perspectives on negotiation dynamics.
3. We have significantly improved the graphics format and page layout of the book to make it visually more interesting and readable.
4. The new structure of this book will be paralleled by a major revision to our readings and classroom activities book, Negotiation: Readings, Exercises and Cases, fifth edition, edited by Roy Lewicki, Bruce Barry, and David Saunders, to appear in 2006. This text and reader can be used together or separately. A shorter version of this text, Essentials of Negotiation (fourth edition), by Roy Lewicki, Bruce Barry, and David Saunders, will be released in 2006 and can also be used in conjunction with the readings book. We encourage instructors to contact their local McGraw-Hill/Irwin representative for an examination copy (or call 800-634-3963, or visit the website at www.mhhe.com).
5. Instructional resources, including a test bank and PowerPoint slides, are available to accompany this volume. Instructors should contact their McGraw-Hill/Irwin representative.

Once again, this book could not have been completed without the assistance of numerous people. We especially thank

• Many of our colleagues in the negotiation and dispute resolution field, whose research efforts have made the growth of this field possible and who have given us helpful feedback about earlier editions to improve the content of this edition.
• The work of John Minton, who has left the author team but helped shape the second, third, and fourth editions of this book.
• The excellent editorial assistance of Steve Stenner, specifically for his help on copyediting, permissions, and bibliography and for refining the test bank and PowerPoint slides.
• The staff of McGraw-Hill/Irwin, especially our current editor, Ryan Blankenship, and our previous editors, John Weimeister, John Biernat, Kurt Strand, and Karen Johnson; Allison Cleland and Trina Hauger, editorial assistants who can solve almost any problem; and Christine Vaughan, our tireless project manager who turns our confusing instructions and tedious prose into eminently readable and usable volumes!
• Our families, who continue to provide us with the time, inspiration, and opportunities for continued learning about effective negotiation and the personal support required to sustain this project.

Roy J. Lewicki
David M. Saunders
Bruce Barry