The Bartering Mindset audiobook cover - A Mostly Forgotten Framework for Mastering Your Next Negotiation

The Bartering Mindset

A Mostly Forgotten Framework for Mastering Your Next Negotiation

Brian C. Gunia

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Communication Skills

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Mind Map

The Bartering Mindset
The Monetary Mind-set (The Problem)+
The Bartering Mind-set (The Solution)+
Step 1: Define Needs & Offerings+
Steps 2 & 3: Map Partners & Needs+
Step 4: Identify Power Partnerships+
Step 5: Test Assumptions+
Bridging Mind-sets (Closing)+

Quiz — Test Your Understanding

Question 1 of 7
What is the primary drawback of approaching negotiations with a 'monetary mind-set'?
  • A. It makes the trading of goods and services too complicated for everyday transactions.
  • B. It leads negotiators to rely on distributive behavior and seek narrow-minded solutions.
  • C. It forces negotiators to reveal their true needs too early in the negotiation process.
  • D. It prevents negotiators from making the first offer, which statistically yields better deals.
Question 2 of 7
How does 'integrative behavior' differ from 'distributive behavior' in a negotiation?
  • A. Integrative behavior focuses on making the first offer, while distributive behavior focuses on waiting for the counterpart's offer.
  • B. Integrative behavior aims to appease mutual interests to expand the pie, while distributive behavior uses competitive tactics to claim value.
  • C. Integrative behavior is only used in bartering economies, whereas distributive behavior is used exclusively in monetary economies.
  • D. Integrative behavior requires compromising so both parties take a smaller slice, while distributive behavior avoids compromise completely.
Question 3 of 7
According to the first step of cultivating a bartering mind-set, what does it mean to define your needs 'deeply'?
  • A. Asking for a much higher number than what you actually want so you have room to compromise.
  • B. Refusing to alter your initial demands under any circumstances.
  • C. Understanding the underlying reasons why you need something, rather than just stating the surface-level need.
  • D. Keeping your true needs a secret from your negotiation partner to maintain leverage.
Question 4 of 7
In the café example, what is the purpose of defining the 'full spectrum of your transaction partners' (Step 2)?
  • A. To find a single wealthy partner who can solve all of your financial problems at once.
  • B. To widen the scope of possibilities and identify new, creative ways to meet your fundamental needs.
  • C. To determine which local business is your biggest competitor so you can negotiate against them.
  • D. To figure out how to best negotiate a rent reduction with your current landlord.
Question 5 of 7
When identifying 'power partnerships' in step four, what is the recommended method for assessing the holistic picture of your potential trades?
  • A. Separating the partnerships into four categories based on high/low benefits and high/low costs.
  • B. Using a mathematical formula to calculate the exact monetary value of each trade.
  • C. Eliminating any partner who requires you to spend money upfront.
  • D. Focusing exclusively on the partnerships that take the least amount of time to execute.
Question 6 of 7
What is your primary goal when you first approach potential 'power partnerships' to negotiate in Step 5?
  • A. To aggressively push your single most important issue.
  • B. To secure a binding deal as quickly as possible before they change their mind.
  • C. To uncover information, test your assumptions, and build trust without forcing a deal.
  • D. To transition immediately back to a monetary mind-set to claim maximum value.
Question 7 of 7
How does a Multi-Issue Offer (MIO) help successfully bridge the bartering mind-set with the monetary mind-set?
  • A. It allows you to focus on one single monetary issue at a time so the other party doesn't get overwhelmed.
  • B. It addresses all negotiable issues at once, preventing an abrupt and disruptive transition to value-claiming.
  • C. It hides the monetary cost of your goods so the other party focuses only on the bartered items.
  • D. It forces the other party to accept your terms without having the opportunity to counteroffer.

The Bartering Mindset — Full Chapter Overview

The Bartering Mindset Summary & Overview

The Bartering Mindset (2019) details a method for negotiation that applies the mind-set of bartering economies of the past, in which people traded goods and services to get what they needed, to today’s monetary economy. By breaking down the bartering mind-set into a five-step process, these blinks will help you cultivate a more sophisticated approach to negotiating.

Who Should Listen to The Bartering Mindset?

  • Professionals looking for a new approach to negotiation
  • Psychologists and economists
  • Historians and anthropologists interested in an interdisciplinary look into bartering

About the Author: Brian C. Gunia

Brian C. Gunia is an associate professor at Johns Hopkins Carey Business School. His research focuses on how people can help their careers through ethical behavior, effective negotiation and sufficient sleep. His work has been published in journals including Academy of Management Journal and Journal of Applied Psychology.  

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