Scholars of dispute resolution and organizations at Northwestern University draw on their ten years of research to extend earlier studies of the role of cognition in negotiation. They emphasize the importance of concentrating on the opponents' judgement of their options and strategies. Annotation copyrighted by Book News, Inc., Portland, OR
In Negotiating Rationally, Max Bazerman and Margaret Neale explain how to avoid the pitfalls of irrationality and gain the upper hand in negotiations. For example, managers tend to be overconfident, to recklessly escalate previous commitments, and fail to consider the tactics of the other party. Drawing on their research, the authors show how we are prisoners of our own assumptions. They identify strategies to avoid these pitfalls in negotiating by concentrating on opponents’ behavior and developing the ability to recognize individual limitations and biases. They explain how to think rationally about the choice of reaching an agreement versus reaching an impasse. A must read for business professionals.
In the global marketplace, negotiation frequently takes place across cultural boundaries, yet negotiation theory has traditionally been grounded in Western culture. This book, which provides an in-depth review of the field of negotiation theory, expands current thinking to include cross-cultural perspectives. The contents of the book reflect the diversity of negotiationresearch-negotiator cognition, motivation, emotion, communication, power and disputing, intergroup relationships, third parties, justice, technology, and social dilemmasand provides new insight into negotiation theory, questioning assumptions, expanding constructs, and identifying limits not apparent from working exclusively within one culture. The book is organized in three sections and pairs chapters on negotiation theory with chapters on culture. The first part emphasizes psychological processescognition, motivation, and emotion. Part II examines the negotiation process. The third part emphasizes the social context of negotiation. A final chapter synthesizes the main themes of the book to illustrate how scholars and practitioners can capitalize on the synergy between culture and negotiation research.
In this compelling book, John S. Carroll and Max H. Bazerman explore the complex cognitive processes involved in effective negotiation. Drawing on the latest research in psychology and negotiation theory, this book provides practical guidance for negotiators at all levels. This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work is in the "public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
In this book, Keith Stanovich attempts to resolve the Great Rationality Debate in cognitive science-the debate about how much irrationality to ascribe to human cognition. Stanovich shows how the insights of dual-process theory and evolutionary psychology can be combined to explain why humans are sometimes irrational even though they possess cognitive machinery of remarkable adaptiveness. Using a unique individual differences approach, Stanovich shows that to fully characterize differences in rational thinking, the traditional System 2 of dual-process theory must be partitioned into the reflective mind and the algorithmic mind. Using a new tripartite model of mind, Stanovich shows how rationality is a more encompassing construct than intelligence-when both are properly defined-and that IQ tests fail to assess individual differences in rational thought. Stanovich discusses the types of thinking processes that would be measured in an assessment of rational thinking.
This book contains a selection of papers presented at the International Seminar "Negotiation and Market Engineering", held at Dagstuhl Castle, Germany, in November 2006. The 17 revised full papers presented were carefully selected and reviewed. The papers deal with the complexity of negotiations, auctions, and markets as economic, social, and IT systems. The authors give a broad overview on the major issues to be addressed and the methodologies used to approach them.
Negotiation is the most important skill anyone in the business world can have today, because people must continually negotiate their jobs, responsibilities, and opportunities. Yet very few people know strategies for maximizing their outcomes in everyday and in more formal business situations. This volume provides a comprehensive overview of this emerging topic through original contributions from leaders in social psychology and negotiation research. All topics covered are core to the understanding of the negotiation process and include: decision-making and judgment, emotion and negotiation, motivation, and game theory.
Managing the human side of work Research by Daniel Goleman, a psychologist and coauthor of Primal Leadership, has shown that emotional intelligence is a more powerful determinant of good leadership than technical competence, IQ, or vision. Influencing those around us and supporting our own well-being requires us to be self-aware, know when and how to regulate our emotional reactions, and understand the emotional responses of those around us. No wonder emotional intelligence has become one of the crucial criteria in hiring and promotion. But luckily it’s not just an innate trait: Emotional intelligence is composed of skills that all of us can learn and improve on. In this guide, you’ll learn how to: Determine your emotional intelligence strengths and weaknesses Understand and manage your emotional reactions Deal with difficult people Make smarter decisions Bounce back from tough times Help your team develop emotional intelligence Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
Cognitive science is the interdisciplinary study of the human mind. As far as the exact relationship between the cognitive sciences and other fields is concerned, however, it appears that interdisciplinary exchange often remains unrealized, possibly because of the uni-directional application of theories, concepts, and methods, which impedes the productive transfer of knowledge in both directions. In the course of the ‘cognitive turn’ in the humanities and social sciences, many disciplines have selectively borrowed ideas from ‘core cognitive sciences’ like psychology and artificial intelligence. The day-to-day practice of interdisciplinarity thus thrives on one-directional borrowings. Focusing on cognitive approaches in linguistics and literary studies, this volume explores bi-directionality, a genuine transdisciplinary interchange in which both disciplines are borrowing and lending. The contributions take different perspectives on bi-directionality: some extend uni-directional borrowing practices and point to avenues and crossroads, while others critically discuss obstacles, challenges, and limitations to bi-directional transfer.