The Mind and Heart of the Negotiator by Leigh Thompson
By Leigh Thompson
For undergraduate and graduate-level company classes that hide the talents of negotiation.
Delve into the brain and middle of the negotiator on the way to improve negotiation skills.
The brain and center of the Negotiator is devoted to negotiators who are looking to enhance their skill to negotiate—whether in multimillion-dollar company bargains or own interactions. this article presents an built-in view of what to do and what to prevent on the bargaining desk, facilitated through an integration of conception, medical examine, and sensible examples.
This application will offer a greater educating and studying experience–for you and your scholars. Here’s how:
- Provide scholars with sensible Real-World Examples: Each bankruptcy opens with a case examine that illustrates a true company situation.
- Offer In-Depth details on enterprise Negotiation Skills: this article presents functional take-away issues for the executive and government on integrative negotiation and incorporates a sequence of hands-on ideas which were confirmed to extend the price of negotiated deals.
- Keep your direction present and Relevant: New examples, routines, and data seem in the course of the textual content.
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Additional info for The Mind and Heart of the Negotiator
Neale, M. (1992). Negotiating rationally. New York: Free Press. 15 16 Part I • Essentials of Negotiation strategy, the negotiator has a readily available set of alternatives that represent viable options should the current alternative come at too high a price or be eliminated. The “falling in love” rule is difficult to follow because most people set their sights on one target job, house, or set of terms and exclude all others. Many negotiators are reluctant to recognize their BATNAs and confuse them with their aspiration point.
The effects of framing and negotiator overconfidence on bargainer behavior. Academy of Management Journal, 28, 34–49. 29 Crawford, V. , & Sobel, J. (1982). Strategic information transmission. Econometrica, 50, 1431–1451. ” 31 Sandomir, R. (2010, December 28). In NBC’s shadow, Comcast ponders an Olympic plunge. New York Times, p. B8. ” 23 24 Part I • Essentials of Negotiation situation as a loss. The difference between what sellers demand and what buyers are willing to pay is a manifestation of loss-aversion, coupled with the rapid adaptation of the reference point.
D. (2008). The effect of past performance on expected control and risk attitudes in integrative negotiations. Negotiation and Conflict Management Research, 1(2), 161–178. ” 25 Bazerman, M. , & Neale, M. A. (1985). Integrative bargaining in a competitive market. Organizational Behavior and Human Decision Processes, 35(3), 294–313; Neale, M. , & Northcraft, G. (1986). Experts, amateurs, and refrigerators: Comparing expert and amateur negotiators in a novel task. Organizational Behavior and Human Decision Processes, 38, 305–317; Neale, M.