e process of negotiation. All of the authors offer coherent techniques and incisive ideas for readers to integrate into their own negotiation frameworks (Hall 2). I feel anyone and everyone can use these ideas of negotiation in their lives and become a better negotiator.

A fundamental way to increase your negotiation power is by improving your walk-way alternative (BATNA). The stronger your BATNA the stronger your argument and the easier it is to persuade the other side. Sometimes it is not only possible to strength you BATNA but to weaken the other side's BATNA in the process. Improving your own BATNA and weakening theirs is a critical way to obtaining your negotiating power.

One way to enhance your negotiating power is to make a commit on what you will and will not do. If you make a commit on what you will and will not do it makes it easier on the other side to commit on an agreement but this will give up your freedom to haggle over better terms. You must be careful about locking into a position because this stalls negotiations but there is far less risk if you understand the other sides interests and have explored the options for joint gains. Finally, clarify what you want them to do, for this insures both parties understand the agreement thoroughly and the likely hood of misunderstanding is decreased.

The dispute pyramid is an inverted pyramid (43). At the top of pyramid is perceived injurious experiences, that is a person feels hurt by someone. The next level is the person who is responsible for the hurt, hence the grievance. Next is the claim the person hurt makes against the culprit. The last level is the dispute between the parties. What is learned from the dispute pyramid is that courts can only resolve a small proportion of people's perceived injurious experiences.

All of these mechanisms involve taking different components and putting them together in some creative way to produce a negotiation process. The significance is that they can be manipulate in a way to fit particular cases; and parties and the new process can best suit the situation.

Chapter Three is Straus's on how collaborative problem solving stresses the value of inclusivity. Meaning to develop a step-by-step process of resolving problems, rather than jumping to solutions too quickly. In designing a consensus-based process the first principle is including all people in position of making decisions into the process. The second step in designing a consensus is that you agree on what the problem is. The key to a successful collaborative plan is to first find the causes of the problem before deciding the solutions. People must feel they are a part of the process that is they own it and it must be easy for outsiders to join the process and contribute. The process must also be open and visible to everyone involved. The people involved must be open to learning new skills so they can teach them later. The consensus-building process allows solutions to be developed and applied that wouldn't normally be developed under ordinary conditions.

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Approximate Word count = 2570
Approximate Pages = 10 (250 words per page double spaced)