Negotiating Rationally

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Free Press, 1992 - Business & Economics - 196 pages
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On the basis of their studies of the negotiation behavior of more than 10,000 executives and students over the past five years, Bazerman and Neale conclude that most managers tend to behave irrationally in negotiations. In this book (written for a general audience), they explore many of the common mistakes that negotiators often make, explaining how such irrational errors can be avoided. The authors use simulations and exercises to demonstrate how to avoid these pitfalls, primarily by focusing the negotiator's attention on his or her opponent's behavior and stressing that negotiatiors develop the ability to recognize individual limitations and biases.

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Introduction to Rational Thinking in Negotiation
PART ONE Common Mistakes in Negotiation
The Irrational Escalation of Commitment

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About the author (1992)

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 co-authors of Cognition and Rationality in Negotiation (Free Press, 1991).

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