October 2000
Intermediate to advanced
378 pages
14h 47m
English
Because negotiation is so important for personal and business success, it is rather surprising that most people do not negotiate very well—judging from their performance in realistic business negotiation simulations (for reviews, see Neale and Bazerman 1991; Thompson and Hrebec 1996; Thompson 1990a). For example, in a recent investigation of senior-level executives from major companies across the world, 95 percent reached suboptimal outcomes in a realistic business simulation; in practical terms, they “left money on the table.” They are not alone. A voluminous body of evidence indicates that people consistently leave money on the table, walk away from profitable deals, and in some cases, settle for something ...
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