'Based on gobs of evidence with real managers, the authors not only identify common errors that many negotiators make, but offer sage prescriptive advice on how you can avoid such errors yourself and perhaps exploit the errors of others.'
'Based on gobs of evidence with real managers, the authors not only identify common errors that many negotiators make, but offer sage prescriptive advice on how you can avoid such errors yourself and perhaps exploit the errors of others.'
Max H. Bazerman is the J. J. Gerber Distinguished Professor of Dispute Resolution and Organizations and Margaret A. Neale is the H. L. and Helen Kellogg Distinguished Professor of Dispute Resolution and Organizations at the J. L. Kellogg Graduate School of Management at Northwestern University. They are coauthors of Cognition and Rationality in Negotiation.
Inhaltsangabe
Contents Preface Acknowledgments 1 Introduction to Rational Thinking in Negotiation PART ONE Common Mistakes in Negotiation 2 The Irrational Escalation of Commitment 3 The Mythical Fixed-Pie 4 Anchoring and Adjustment 5 Framing Negotiations 6 Availability of Information 7 The Winner's Curse 8 Overconfidence and Negotiator Behavior PART TWO A Rational Framework for Negotiation 9 Thinking Rationally about Negotiation 10 Negotiations in a Joint Venture: A Case Example 11 Rational Strategies for Creating Integrative Agreements PART THREE Simplifying Complex Negotiations 12 Are You an Expert? 13 Fairness, Emotion, and Rationality in Negotiation 14 Negotiating in Groups and Organizations 15 Negotiating Through Third Parties 16 Competitive Bidding: The Winner's Curse Revisited 17 Negotiating Through Action 18 Conclusion: Negotiating Rationally in an Irrational World Notes Index
Contents Preface Acknowledgments 1 Introduction to Rational Thinking in Negotiation PART ONE Common Mistakes in Negotiation 2 The Irrational Escalation of Commitment 3 The Mythical Fixed-Pie 4 Anchoring and Adjustment 5 Framing Negotiations 6 Availability of Information 7 The Winner's Curse 8 Overconfidence and Negotiator Behavior PART TWO A Rational Framework for Negotiation 9 Thinking Rationally about Negotiation 10 Negotiations in a Joint Venture: A Case Example 11 Rational Strategies for Creating Integrative Agreements PART THREE Simplifying Complex Negotiations 12 Are You an Expert? 13 Fairness, Emotion, and Rationality in Negotiation 14 Negotiating in Groups and Organizations 15 Negotiating Through Third Parties 16 Competitive Bidding: The Winner's Curse Revisited 17 Negotiating Through Action 18 Conclusion: Negotiating Rationally in an Irrational World Notes Index
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