A Arte da Negociação by Michael Wheeler

By Michael Wheeler

“A Arte da Negociação” revela como os grandes negociadores prosperaram diante do caos e da incerteza. Eles não caem na armadilha de planos rígidos. Em vez disso, entendem a negociação como um processo de exploração que exige aprendizado contínuo, adaptação e influência. Sua agilidade lhes permite chegar a um acordo quando outros estariam em um deadlock. Michael Wheeler traz clareza à natureza imprevisível da negociação, com base em sua própria pesquisa e em seu trabalho com seus colegas do Programa de Negociação. Ele explica como as melhores práticas de diplomatas como George J. Mitchell, o negociador Bruce Wasserstein e o produtor de Hollywood Jerry Weintraub se aplicam a operações cotidianas, como vender uma casa, comprar um carro ou conseguir um novo contrato. Wheeler também apresenta uma série de lições sobre agilidade e criatividade a partir de áreas como a música, os esportes, o teatro e até mesmo a ciência militar.

Michael Wheeler é professor de Prática de Gestão na Harvard company college, onde leciona negociação em uma variedade de cursos executivos. Em anos anteriores, ele serviu como presidente do corpo docente do programa de MBA do primeiro ano e dirigiu o curso de negociação. Na Harvard enterprise college, recebeu o Prêmio Greenhill por suas contribuições para a missão da escola.

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THE PLAN PREPARATION FLOW Mission P a rt 1. Key Result A reas ■ Derived from the Business Plan ✔ Completed FOR EXAMPLE P a rt 2. Objectives ■ Maintenance ■ Improvement ■ Other P a rt 3. Organization and Human Resource Plans ■ Link to Annual Budgets P a rt 4. Performance Standards and Measurements Established P a rt 5. H ow Tracked A completed sample plan is available on pages 49–50. Measuring Performance 43 Organization and Human Resource Planning On completion of the mission, key results areas, and functional objectives, the next phase is to complete the organization and human resource plans that will provide the final input for the budget.

The missing piece, or the sweet spot, is the linchpin to couple the plan and the actions required to achieve it. In order to make E xecution The completion of the steps required to reach a specific objective. Remember, an A+ plan that is poorly executed will be outperformed by a well-executed B+ strategy every time. Execution:The Discipline of Getting Things Done by KEY TERM Lawrence Bossidy and Ram Charan provides an excellent perspective on a Fortune 500 approach to execution. One of my favorite quotes from the book illustrates this point, “I saw leadership place too much emphasis on what some called high level strategy, on intellectualizing and philosophizing and not enough on implementation.

Look for opportunities to build long-term relationships with suppliers. Production: Identify production cycle times and production rates per product line. In service situations, map processes and identify opportunities to streamline. Consider the measurements of cost, quality, and speed of delivery. Quality: Provide specificaOperational planning tions and standards that The day-to-day implementaare expected to be attained tion of policies, practices, in the production and use KEY TERM and systems that are conof products and services.

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