Index
ISBN: 978-1-78714-576-4, eISBN: 978-1-78714-575-7
Publication date: 28 June 2017
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Citation
Karsaklian, E. (2017), "Index", Sustainable Negotiation, Emerald Publishing Limited, pp. 161-166. https://doi.org/10.1108/978-1-78714-575-720171010
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:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Achievement-oriented cultures
, 7
Aristotle
, 79
Bangladesh
, 9
Belgium
, 62
Bennett, M.
, 50
Bohr, N.
, 24, 35, 99
Both/and (inclusion) approach
, 93, 106
communication styles
, 82
decision making and
, 83–84
negotiation standards and
, 86
patterns and
, 80
problem solving
, 85
time management and
, 81
Brainstorming
, 28–29, 143
Brazil
, 9
BRICS countries
, 9
Certainty, shortcomings of
, 67–69, 76
China
, 9, 62, 76
Classical negotiation
, 4–6
culture spawning
, 6–9
Classical physics
, 6, 12, 57, 65, 76, 78, 140
and quantum mechanics
, 10
history of
, 2–3
integration
, 79
Clegg, B.
, 64, 68
Collectivist culture
, 22, 30, 60, 76, 86, 105, 113
Confrontation theory
, 83
Context, importance of
, 64–66
Cross-cultural interactions, issue in
, 16
Cultural awareness
, 13, 51, 63–64, 134–135
Cultural dimensions
, 45, 48, 61, 63, 65, 112–113
Cultural isolationism
, 117
Cultural map
, 65
Cultural stereotyping
, 117
Cultural theories, catching up with reality
, 114–115, 119
Cultural training programs
, 10
Deal and negotiations
, 18–19
De Broglie, L.
, 76
Determinism
, 2–4, 11, 13, 20, 48, 78, 79
Developing and emerging countries, rise of
, 9–10
Dialectical logic
, 80
Dilemma and paradox, difference between
, 27
Egypt
, 9
Einstein, A.
, 2, 3, 12, 76
Either/and (integration) approach
, 106, 133
communication styles
, 82
decision making and
, 84
negotiation standards and
, 86
patterns and
, 80
problem solving
, 85
time management and
, 81–82
see also Integration
Either/or (exclusion) approach
, 24–26, 35, 68, 93, 134
communication styles
, 82
decision making and
, 83
negotiation standards and
, 86
patterns and
, 79–80
problem solving
, 85
time management and
, 81
Energy conservation
, 99–100
law
, 99
Entropy
, 28
Environmental control cultures
, 7
Everett, H.
, 27
Exclusion Principle
, 77
Fang, T.
, 50
Fermi, E.
, 123
Fisher, R. and Ury, W.
, 4, 6, 109, 110, 150
Focal approach
, 85
France
, 62
Gleick, J.
, 55
Globalization
, 16, 45, 106, 114
Global Leadership and Organizational Behavior Effectiveness (GLOBE) model
, 112
Glocalization
, 106
Greece
, 62
Hall, E.
, 49
Heisenberg, W.
, 27, 56, 57
Heisenberg’s uncertainty principle
, 56–58, 70
Hofstede, G.
, 22, 50, 61, 62, 112, 113
Hong Kong
, 106
House, R.
, 112
Iceberg metaphor
, 49–50
India
, 9, 22, 62
Individualistic cultures
, 7, 22, 30, 76, 114
Indonesia
, 9, 62
Integration
, 75–77
choice making and
, 91–92
experiments
, 95, 98
moving from exclusion and inclusion to
, 78–79
communication styles
, 82–83
decision making
, 83–84
negotiation standards
, 85–87
problem solving
, 84–85
thinking patterns
, 79–80
time management
, 80–82
paradigm collision and
, 87–91
regret power and
, 92–94
see also Either/and (integration) approach
Iran
, 9
Italy
, 62
Leucippus
, 78
Lewis, M. W.
, 21
Linear thinking cultures
, 8
Long-term versus sustainable negotiation
, 19–20
Lose/lose strategy
, 6
Low context cultures
, 7
Many Worlds Theory
, 27, 32
Masculine cultures
, 7–8
Maxwell, J.
, 75
Mexico
, 9, 62
Monochronic cultures
, 7
N11 countries
, 9
The Netherlands
, 77
Newton, I.
, 2, 3, 12, 37, 133
Nigeria
, 9
North Korea
, 62
Objective collapse
, 67–68
O’Neil, J.
, 9
Onion, as metaphor
, 50
Optical illusion, negotiation as
, 35–37
critical angle
, 42–44
cultural metaphors and
, 49–50
cultural stimuli and
, 39–41
culture as planet in universe and
, 49
cultures as integrated systems and
, 44–49
experiments
, 53–54
light waves and culture and
, 41–42
observation and
, 50–51
rainbow
as metaphor for international negotiation and
, 37–38
nature of
, 38–39
Orderly cultures
, 8
Pakistan
, 9
Paradoxes
, 15–18
brainstorming
, 28–29
dilemmas, decisions, probabilities and
, 59–60
either/or danger and
, 24–26
experiments
, 32–34
living with
, 29–30
long-term versus sustainable negotiation and
, 19–20
negotiation as activity of
, 30–31
negotiation for deal and
, 18–19
power and confusion of
, 21–22
reality limiting creativity and positive outcomes and
, 26–28
Schrödinger’s cat paradox experiment
, 20–24
Pasteur, L.
, 12
Patterns
, 60–61
both/and approach
, 80
either/and approach
, 80
either/or approach
, 79–80
problem with
, 61–63
Pauli, W.
, 77
Persuasive negotiation
, 109
Peru
, 38
Philippines
, 9
Physics and negotiation, connection between
, 3–4
Planck, M.
, 1, 2, 12
Principled negotiation, idea of
, 4–6, 109–111
Probabilities
, 55
certainty shortcomings and
, 67–69
confusion and
, 58–59
context importance and
, 64–66
cultural awareness and
, 63–64
experiments
, 71–73
Heisenberg’s uncertainty principle and
, 56–58
paradoxes, dilemmas, and decisions and
, 59–60
patterns and
, 60–61
problem with
, 61–63
Protagoras
, 15
Quantum mechanics
, 11–13, 24, 35, 41, 49, 65–67, 71, 76, 78–79, 118
and classical physics
, 10
history of
, 2–3
integration
, 79
Quantum physics
, 2, 4, 20, 27, 28, 32, 140
Rae, A.
, 65
Rainbow, as metaphor for international negotiation
, 37–38
Regret, power of
, 92–94
Russia
, 9, 62
Schrödinger, E.
, 20
Schrödinger’s cat paradox experiment
, 20–24, 32, 67
Schwartz, S.
, 112
Singapore
, 62
6-D Model
, 61–62, 67
Socrates
, 80
South Africa
, 9
South Korea
, 9, 62
Space bubble cultures
, 8
Superposition approach, to cultures
, 67–68, 71
Sustainable negotiation
, 99
as best model
, 115–116
cultural dimensions and
, 112–113
cultural theories catching up with reality and
, 114–115
dealing with backslides in
, 141–144
experiments
, 120–122, 146–147
introducing concept of
, 139–141
marriage and pets as
, 107–108
and negotiators as smart
, 103–105
for opportunities creation
, 102–103
preparation for
, 133
being happy and prepared to meet people
, 136
cultural awareness
, 134–135
finding new solutions
, 138–139
flexibility on negotiation timing
, 136–137
learning about people negotiating with
, 135
market knowledge
, 134
showing interest
, 135–136
staying in touch
, 138
sustainable negotiation tactics usage
, 137–138
principles behind
awareness of context
, 132–133
ethical behavior
, 130–131
focus on positive energy
, 131
no time limit
, 131–132
role playing
, 133
valuing of continuing relationship
, 132
reasons for
energy conservation
, 99–100
profitable relationship creation
, 100–101
right partners locking in
, 101–102
sustainability global trend and
, 116–117
temporary negotiation and
, 108
transforming people and processes
, 105–106
versus win/win strategy
, 123–130
Syllogisms
, 79
Time management
, 80
both/and approach
, 81
either/and approach
, 81–82
either/or approach
, 81
Trompennars, F.
, 112
Turkey
, 9
United Kingdom
, 62, 106
United States
, 9, 62, 76
Universalistic cultures
, 7, 22, 30, 38, 52, 65
Value co-creation
, 105
Value creation
, 105
Vietnam
, 9
Weak power distance cultures
, 8
Win/lose strategy
, 5–6, 93, 103, 126
Win/win strategy
, 5, 19, 75, 93, 103
limitations of
, 106
versus sustainable negotiation
, 123–130
Yin and Yang paradox
, 29–30, 32
- Prelims
- 1 Negotiation Is about Energy
- 2 Negotiation Is about Paradoxes
- 3 Negotiation Is about Optical Illusions
- 4 Negotiation Is about Probabilities
- 5 Negotiation Is about Integration
- 6 Negotiation Is about Sustainability
- 7 Sustainable Negotiation Is Possible
- Afterword
- References
- About the Author
- Index