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Cover -- Half-title -- Title -- Copyright -- Preface -- Foreword -- Acknowledgements -- Contents -- Contributor Profiles -- Chapter 1: Preparing To Prepare: Laying out the roadmap to begin the negotiation process -- Introduction -- Thoroughly effective preparation -- Learning to negotiate -- Overconfidence bias -- Realms, reality and results -- Domestic or security realm -- Industrial realm -- Community realm -- Realm of inspiration -- Identity -- Awareness -- The emotions of fear and greed -- Mitigation of emotional risk -- Confidence -- Benefits -- Methods -- Your power sources -- Legitimacy -- Marginality -- Culture and legitimacy -- Biases -- Elements, phases and stages in the negotiation process -- Ethical considerations -- Courage -- Interpersonal skills -- Trust building -- Haggling -- Questioning -- Preparing to prepare - checklist and top tips -- References -- Chapter 2: 'I Could Easily Walk Away, But What Are The Alternatives?': Understanding your options in a conflict negotiation through BATNAs and WATNAs -- Introduction -- BATNAs and WATNAs -- Case studies -- Case 1: Imminent litigation to recover funds -- Case 2: An outsourced contract -- Case 3: Employment -- The challenges of reality testing in negotiation -- Factors in negotiation -- Unrealistic perceptions of the negotiation process -- Role of professional representatives -- Making the first offer -- Conclusion -- Chapter 3: 'Of Course I Am A Team Player … They End Up Seeing My Way … Eventually!': How to prepare your team for a negotiation -- Hell is Other People -- 'Not a bidding war' -- Why you notice the 'storming' but miss the 'boring' -- How you might build an effective negotiating team -- The elements of negotiating team dynamics -- The Northern Ireland Peace Accord -- Completing the Jigsaw -- Management teams - Belbin Team Types and application to a negotiation context.