{"id":469,"date":"2019-04-09T17:49:43","date_gmt":"2019-04-09T17:49:43","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/?post_type=chapter&#038;p=469"},"modified":"2024-04-24T22:47:48","modified_gmt":"2024-04-24T22:47:48","slug":"types-of-negotiating-strategies","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/chapter\/types-of-negotiating-strategies\/","title":{"raw":"Types of Negotiating Strategies","rendered":"Types of Negotiating Strategies"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning OUtcomes<\/h3>\r\n<ul>\r\n \t<li>Compare various types of negotiating strategies<\/li>\r\n<\/ul>\r\n<\/div>\r\nIf someone is looking to become skilled in the art of negotiation, that person would not have to look very far to find some help. The business section of your local bookstore has a shelf that\u2019s probably jammed with books promising to make you a better negotiator. There is no shortage of people who claim to have the best strategy, and each offers differing suggestions, tactics, and techniques to be used within the negotiation process that will help you get more out of your negotiations.\r\n\r\nWhile there are slew of opinions and sources on the subject, we'll focus on three popular texts:\r\n<ul>\r\n \t<li><em>Getting to Yes<\/em> by\u00a0William Ury and Roger Fisher<\/li>\r\n \t<li><em>Getting More<\/em> by\u00a0Stuart Diamond<\/li>\r\n \t<li><em>Never Split the Difference<\/em> by Chris Voss with Tahl Raz<\/li>\r\n<\/ul>\r\n<h2><em>Getting to Yes<\/em> by\u00a0William Ury and Roger Fisher<\/h2>\r\nWhen it was first released, <em>Getting to Yes<\/em> in particular got everyone\u2019s attention and changed the game for people trying to make a deal. The book was initially published in 1981, but with new editions published in 1991 and 2011 (both of which added Bruce Patton as a co-author)\u00a0<em>Getting to Yes<\/em> remains among the most popular books on negotiation.\u00a0<em>Getting to Yes<\/em> was written by\u00a0William Ury and Roger Fisher, two Harvard University researchers and members of Harvard\u2019s Negotiation Project.\r\n\r\n<iframe src=\"\/\/plugin.3playmedia.com\/show?mf=3563493&amp;p3sdk_version=1.10.1&amp;p=20361&amp;pt=369&amp;video_id=VCXsiCpfXqg&amp;video_target=tpm-plugin-f5bytrfn-VCXsiCpfXqg\" width=\"640px\" height=\"420px\" frameborder=\"0\" marginwidth=\"0px\" marginheight=\"0px\"><\/iframe>\r\n\r\nThis book, and the concept of principled negotiation that it introduced, was determined to change the way people make deals, and millions of readers flocked to it to digest its sage advice. In principled negotiation, one moves successfully through the process by determining which needs are fixed and which needs are flexible for the negotiators. It was meant to be a negotiation strategy by which agreements could be made without damaging business relations. There are five major points that one should consider in the negotiation process:\r\n<ol>\r\n \t<li><strong>Separate the people from the problem.<\/strong> This describes the way the parties should interact with each other throughout the negotiation process. Negotiators are only people, and they have personal interests in their positions. If the Party A attacks the position of Party B, it can feel as though he or she is attacking Party B personally. If parties can go into a negotiation committed to clear communication, and do their best to acknowledge the emotions that are attached to the negotiation process, there will be a better chance for amicable resolution.<\/li>\r\n<\/ol>\r\n<ol start=\"2\">\r\n \t<li><strong>Focus on interests, not positions.<\/strong> This is an aspect to be considered throughout the negotiation process, starting with planning and preparation and revisited in clarification and justification. A party\u2019s position is something he has decided upon. His interests are the reason why he\u2019s made that particular decision. Each party should attempt to explain their interests clearly and have a full understanding of the other party\u2019s interests.<\/li>\r\n<\/ol>\r\n<ol start=\"3\">\r\n \t<li><strong>Invent options for mutual gain.<\/strong> It\u2019s during this stage, that falls within the bargaining discussion part of the process, that parties should get together and try to generate as many possible options for resolution. Parties can focus on shared interests to generate as many win-win solutions as they can during the brainstorming sessions. Once all possible solutions are exhausted, evaluation of those proposed solutions can begin.<\/li>\r\n<\/ol>\r\n<ol start=\"4\">\r\n \t<li><strong>Insist on using objective criteria.<\/strong> Using objective criteria can keep the discussion polite and the relationship preserved during the negotiation process. This objective criteria can be introduced during the ground rules stage, or at any point thereafter, and parties should agree to its use. Objective criteria can be statistics, past legal judgments, professional standards or other data that is legitimate and practical.<\/li>\r\n<\/ol>\r\n<ol start=\"5\">\r\n \t<li><strong>Understand your \u201cBATNA.\u201d<\/strong> The BATNA \u2013 the best alternative to a negotiated agreement \u2013 is the most advantageous course of action a party can take if negotiations fail and an agreement can\u2019t be made. A party should never accept a negotiated deal that leaves him or her worse off than his BATNA. The BATNA is a leverage point in negotiations, and without a clear idea of BATNA a party is negotiating blindly.<\/li>\r\n<\/ol>\r\nWith these suggestions, Fisher and Ury made a huge impact on the art of negotiation. People didn\u2019t look anymore to just get a \u201cpiece of the pie.\u201d They wanted to \u201cexpand the pie\u201d and keep relationships intact by applying these integrated bargaining techniques to their next negotiation opportunities.\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/e38c3d5d-9804-460f-b3b4-d432bb372e19\r\n\r\n<\/div>\r\n<h2><em>Getting More<\/em> by\u00a0Stuart Diamond<\/h2>\r\nDo Fisher and Ury provide the only way to negotiate? Of course not! Many books out there take Fisher and Ury as the starting place and work from there. Pulitzer Prize-winning journalist and Wharton Law Professor Stuart Diamond was the associate director of the Harvard Negotiation Project (with which Fisher and Ury were affiliated), and he takes a different approach to negotiation strategy in his book <em>Getting More<\/em>.\r\n\r\nIn <em>Getting More<\/em>, which encompasses many of the lessons taught in his class at University of Pennsylvania, Diamond\u2019s approach focuses on finding and valuing the perceptions and emotions of others rather than using the traditional tactics of power, logic, and leverage. \u201cThink of yourself as the least important person in the negotiation,\u201d a written quote on his website suggests. \u201cEven with hard bargainers, it has to begin with their feelings and perceptions, their sensibilities.\u201d\r\n\r\n<em>Getting More<\/em> emphasizes valuing the trust aspect of negotiations, encouraging participants to be transparent and constructive, not manipulative. He even encourages parties to \u201cmake emotional payments,\u201d that is, tapping into the other party\u2019s emotional psyche with empathy or simply by valuing them. <em>Getting More<\/em> takes the idea of preserving a relationship during the bargaining process and escalates it to the next step by actually leveraging the personal connection.\r\n\r\nThis negotiations model has been adopted by U.S. Special Operations Command for the training of U.S. Special Forces, Green Berets, U.S. Navy Seals, the U.S. Marines and other units, and Google has used the book to train 12,000 of their employees worldwide. The book rivals Ury and Fisher\u2019s <em>Getting to Yes<\/em> with its 1.5 million copies sold.\r\n<h2><em>Never Split the Difference<\/em> by Chris Voss with Tahl Raz<\/h2>\r\nFormer FBI hostage negotiator Chris Voss took a different stance on the negotiation process in his recent book <em>Never Split the Difference<\/em>, where he promotes the idea of \u201ctactical empathy.\u201d\r\n\r\n<iframe src=\"\/\/plugin.3playmedia.com\/show?mf=3563494&amp;p3sdk_version=1.10.1&amp;p=20361&amp;pt=369&amp;video_id=QIRk382yJm4&amp;video_target=tpm-plugin-zp7mey9k-QIRk382yJm4\" width=\"640px\" height=\"420px\" frameborder=\"0\" marginwidth=\"0px\" marginheight=\"0px\"><\/iframe>\r\n\r\nIn Chris Voss\u2019s negotiation strategy, by empathizing with the other party, the negotiator is able to win trust and bring that other party over to his side, where he then involves her in the solving of \u201cher problem.\u201d This is following Stuart Diamond\u2019s book, valuing people by acknowledging their intelligence, after which the negotiator advances his own point of view by asking the other party\u2019s opinion. The process relies simply on the idea that both parties understand each other\u2019s point of view when it comes to <strong>this<\/strong> subject.\r\n\r\nChris Voss also provides some psychological techniques that help connect you, as the negotiator, to the other party. He suggests \u201cmirroring\u201d what the other party says by repeating their last three words before adding your own thoughts. Mirroring helps the other party feel more secure and heard. The negotiator can also help foster a level of security with the other party by giving them the chance to offer up a few \u201cno\u201d responses to requests. \u201cPushing too quickly for a yes can lead to mistrust,\u201d he says. By asking questions that \u201cbait the \u2018no,\u2019\u201d Voss helps the other party feel in control. \u201cIs this a bad time to talk?\u201d he might ask. \u201cNo,\u201d the other party might reply, \u201cthis is a good time.\u201d\r\n\r\nThis differs from Diamond\u2019s approach to negotiation in that Diamond is advocating for genuine personal connection to put the other party at ease, while Voss uses techniques and tactics that do the same without having to make a personal investment. But both strategies take Ury\u2019s and Fisher\u2019s recommendation of \u201cseparating the person from the problem\u201d to a more thoughtful, purposeful level.\r\n\r\nCialdini\u2019s <em>Influence: The Power of Persuasion<\/em> and Kerry Patterson\u2019s <em>Crucial Conversations<\/em> are also popular reads on the subject and offer slightly different ways to hone your negotiation talents. Overall, it\u2019s important to understand that each of these approaches to negotiation strategy has something to offer and, used correctly by the right kind of negotiator, the strategies can yield excellent results.","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning OUtcomes<\/h3>\n<ul>\n<li>Compare various types of negotiating strategies<\/li>\n<\/ul>\n<\/div>\n<p>If someone is looking to become skilled in the art of negotiation, that person would not have to look very far to find some help. The business section of your local bookstore has a shelf that\u2019s probably jammed with books promising to make you a better negotiator. There is no shortage of people who claim to have the best strategy, and each offers differing suggestions, tactics, and techniques to be used within the negotiation process that will help you get more out of your negotiations.<\/p>\n<p>While there are slew of opinions and sources on the subject, we&#8217;ll focus on three popular texts:<\/p>\n<ul>\n<li><em>Getting to Yes<\/em> by\u00a0William Ury and Roger Fisher<\/li>\n<li><em>Getting More<\/em> by\u00a0Stuart Diamond<\/li>\n<li><em>Never Split the Difference<\/em> by Chris Voss with Tahl Raz<\/li>\n<\/ul>\n<h2><em>Getting to Yes<\/em> by\u00a0William Ury and Roger Fisher<\/h2>\n<p>When it was first released, <em>Getting to Yes<\/em> in particular got everyone\u2019s attention and changed the game for people trying to make a deal. The book was initially published in 1981, but with new editions published in 1991 and 2011 (both of which added Bruce Patton as a co-author)\u00a0<em>Getting to Yes<\/em> remains among the most popular books on negotiation.\u00a0<em>Getting to Yes<\/em> was written by\u00a0William Ury and Roger Fisher, two Harvard University researchers and members of Harvard\u2019s Negotiation Project.<\/p>\n<p><iframe loading=\"lazy\" src=\"\/\/plugin.3playmedia.com\/show?mf=3563493&amp;p3sdk_version=1.10.1&amp;p=20361&amp;pt=369&amp;video_id=VCXsiCpfXqg&amp;video_target=tpm-plugin-f5bytrfn-VCXsiCpfXqg\" width=\"640px\" height=\"420px\" frameborder=\"0\" marginwidth=\"0px\" marginheight=\"0px\"><\/iframe><\/p>\n<p>This book, and the concept of principled negotiation that it introduced, was determined to change the way people make deals, and millions of readers flocked to it to digest its sage advice. In principled negotiation, one moves successfully through the process by determining which needs are fixed and which needs are flexible for the negotiators. It was meant to be a negotiation strategy by which agreements could be made without damaging business relations. There are five major points that one should consider in the negotiation process:<\/p>\n<ol>\n<li><strong>Separate the people from the problem.<\/strong> This describes the way the parties should interact with each other throughout the negotiation process. Negotiators are only people, and they have personal interests in their positions. If the Party A attacks the position of Party B, it can feel as though he or she is attacking Party B personally. If parties can go into a negotiation committed to clear communication, and do their best to acknowledge the emotions that are attached to the negotiation process, there will be a better chance for amicable resolution.<\/li>\n<\/ol>\n<ol start=\"2\">\n<li><strong>Focus on interests, not positions.<\/strong> This is an aspect to be considered throughout the negotiation process, starting with planning and preparation and revisited in clarification and justification. A party\u2019s position is something he has decided upon. His interests are the reason why he\u2019s made that particular decision. Each party should attempt to explain their interests clearly and have a full understanding of the other party\u2019s interests.<\/li>\n<\/ol>\n<ol start=\"3\">\n<li><strong>Invent options for mutual gain.<\/strong> It\u2019s during this stage, that falls within the bargaining discussion part of the process, that parties should get together and try to generate as many possible options for resolution. Parties can focus on shared interests to generate as many win-win solutions as they can during the brainstorming sessions. Once all possible solutions are exhausted, evaluation of those proposed solutions can begin.<\/li>\n<\/ol>\n<ol start=\"4\">\n<li><strong>Insist on using objective criteria.<\/strong> Using objective criteria can keep the discussion polite and the relationship preserved during the negotiation process. This objective criteria can be introduced during the ground rules stage, or at any point thereafter, and parties should agree to its use. Objective criteria can be statistics, past legal judgments, professional standards or other data that is legitimate and practical.<\/li>\n<\/ol>\n<ol start=\"5\">\n<li><strong>Understand your \u201cBATNA.\u201d<\/strong> The BATNA \u2013 the best alternative to a negotiated agreement \u2013 is the most advantageous course of action a party can take if negotiations fail and an agreement can\u2019t be made. A party should never accept a negotiated deal that leaves him or her worse off than his BATNA. The BATNA is a leverage point in negotiations, and without a clear idea of BATNA a party is negotiating blindly.<\/li>\n<\/ol>\n<p>With these suggestions, Fisher and Ury made a huge impact on the art of negotiation. People didn\u2019t look anymore to just get a \u201cpiece of the pie.\u201d They wanted to \u201cexpand the pie\u201d and keep relationships intact by applying these integrated bargaining techniques to their next negotiation opportunities.<\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_e38c3d5d-9804-460f-b3b4-d432bb372e19\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/e38c3d5d-9804-460f-b3b4-d432bb372e19?iframe_resize_id=assessment_practice_id_e38c3d5d-9804-460f-b3b4-d432bb372e19\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2><em>Getting More<\/em> by\u00a0Stuart Diamond<\/h2>\n<p>Do Fisher and Ury provide the only way to negotiate? Of course not! Many books out there take Fisher and Ury as the starting place and work from there. Pulitzer Prize-winning journalist and Wharton Law Professor Stuart Diamond was the associate director of the Harvard Negotiation Project (with which Fisher and Ury were affiliated), and he takes a different approach to negotiation strategy in his book <em>Getting More<\/em>.<\/p>\n<p>In <em>Getting More<\/em>, which encompasses many of the lessons taught in his class at University of Pennsylvania, Diamond\u2019s approach focuses on finding and valuing the perceptions and emotions of others rather than using the traditional tactics of power, logic, and leverage. \u201cThink of yourself as the least important person in the negotiation,\u201d a written quote on his website suggests. \u201cEven with hard bargainers, it has to begin with their feelings and perceptions, their sensibilities.\u201d<\/p>\n<p><em>Getting More<\/em> emphasizes valuing the trust aspect of negotiations, encouraging participants to be transparent and constructive, not manipulative. He even encourages parties to \u201cmake emotional payments,\u201d that is, tapping into the other party\u2019s emotional psyche with empathy or simply by valuing them. <em>Getting More<\/em> takes the idea of preserving a relationship during the bargaining process and escalates it to the next step by actually leveraging the personal connection.<\/p>\n<p>This negotiations model has been adopted by U.S. Special Operations Command for the training of U.S. Special Forces, Green Berets, U.S. Navy Seals, the U.S. Marines and other units, and Google has used the book to train 12,000 of their employees worldwide. The book rivals Ury and Fisher\u2019s <em>Getting to Yes<\/em> with its 1.5 million copies sold.<\/p>\n<h2><em>Never Split the Difference<\/em> by Chris Voss with Tahl Raz<\/h2>\n<p>Former FBI hostage negotiator Chris Voss took a different stance on the negotiation process in his recent book <em>Never Split the Difference<\/em>, where he promotes the idea of \u201ctactical empathy.\u201d<\/p>\n<p><iframe loading=\"lazy\" src=\"\/\/plugin.3playmedia.com\/show?mf=3563494&amp;p3sdk_version=1.10.1&amp;p=20361&amp;pt=369&amp;video_id=QIRk382yJm4&amp;video_target=tpm-plugin-zp7mey9k-QIRk382yJm4\" width=\"640px\" height=\"420px\" frameborder=\"0\" marginwidth=\"0px\" marginheight=\"0px\"><\/iframe><\/p>\n<p>In Chris Voss\u2019s negotiation strategy, by empathizing with the other party, the negotiator is able to win trust and bring that other party over to his side, where he then involves her in the solving of \u201cher problem.\u201d This is following Stuart Diamond\u2019s book, valuing people by acknowledging their intelligence, after which the negotiator advances his own point of view by asking the other party\u2019s opinion. The process relies simply on the idea that both parties understand each other\u2019s point of view when it comes to <strong>this<\/strong> subject.<\/p>\n<p>Chris Voss also provides some psychological techniques that help connect you, as the negotiator, to the other party. He suggests \u201cmirroring\u201d what the other party says by repeating their last three words before adding your own thoughts. Mirroring helps the other party feel more secure and heard. The negotiator can also help foster a level of security with the other party by giving them the chance to offer up a few \u201cno\u201d responses to requests. \u201cPushing too quickly for a yes can lead to mistrust,\u201d he says. By asking questions that \u201cbait the \u2018no,\u2019\u201d Voss helps the other party feel in control. \u201cIs this a bad time to talk?\u201d he might ask. \u201cNo,\u201d the other party might reply, \u201cthis is a good time.\u201d<\/p>\n<p>This differs from Diamond\u2019s approach to negotiation in that Diamond is advocating for genuine personal connection to put the other party at ease, while Voss uses techniques and tactics that do the same without having to make a personal investment. But both strategies take Ury\u2019s and Fisher\u2019s recommendation of \u201cseparating the person from the problem\u201d to a more thoughtful, purposeful level.<\/p>\n<p>Cialdini\u2019s <em>Influence: The Power of Persuasion<\/em> and Kerry Patterson\u2019s <em>Crucial Conversations<\/em> are also popular reads on the subject and offer slightly different ways to hone your negotiation talents. Overall, it\u2019s important to understand that each of these approaches to negotiation strategy has something to offer and, used correctly by the right kind of negotiator, the strategies can yield excellent results.<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-469\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Types of Negotiating Strategies. <strong>Authored by<\/strong>: Freedom Learning Group. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">All rights reserved content<\/div><ul class=\"citation-list\"><li>Getting to Yes. <strong>Authored by<\/strong>: Business and Enterprise. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/youtu.be\/VCXsiCpfXqg\">https:\/\/youtu.be\/VCXsiCpfXqg<\/a>. <strong>License<\/strong>: <em>All Rights Reserved<\/em>. <strong>License Terms<\/strong>: Standard YouTube License<\/li><li>How to Negotiate: NEVER SPLIT THE DIFFERENCE by Chris Voss | Core Message. <strong>Authored by<\/strong>: Productivity Game. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/youtu.be\/QIRk382yJm4\">https:\/\/youtu.be\/QIRk382yJm4<\/a>. <strong>License<\/strong>: <em>All Rights Reserved<\/em>. <strong>License Terms<\/strong>: Standard YouTube License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":17,"menu_order":12,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Types of Negotiating Strategies\",\"author\":\"Freedom Learning Group\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"copyrighted_video\",\"description\":\"Getting to Yes\",\"author\":\"Business and Enterprise\",\"organization\":\"\",\"url\":\"https:\/\/youtu.be\/VCXsiCpfXqg\",\"project\":\"\",\"license\":\"arr\",\"license_terms\":\"Standard YouTube License\"},{\"type\":\"copyrighted_video\",\"description\":\"How to Negotiate: NEVER SPLIT THE DIFFERENCE by Chris Voss | Core Message\",\"author\":\"Productivity Game\",\"organization\":\"\",\"url\":\"https:\/\/youtu.be\/QIRk382yJm4\",\"project\":\"\",\"license\":\"arr\",\"license_terms\":\"Standard YouTube License\"}]","CANDELA_OUTCOMES_GUID":"d30417c8-d585-4abd-a142-b320e89a0efc, 61d4e334-3186-43b8-a192-593f7434eed7","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-469","chapter","type-chapter","status-publish","hentry"],"part":32,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/chapters\/469","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":11,"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/chapters\/469\/revisions"}],"predecessor-version":[{"id":2162,"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/chapters\/469\/revisions\/2162"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/parts\/32"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/chapters\/469\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/wp\/v2\/media?parent=469"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/pressbooks\/v2\/chapter-type?post=469"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/wp\/v2\/contributor?post=469"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-organizationalbehavior\/wp-json\/wp\/v2\/license?post=469"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}