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This publication, part of the Decision makers series, considers negotiation techniques for reaching agreement in business situations, in order to make business deals, resolve conflicts and generate commitment. Topics discussed include: types of negotiation situation; goals, outcomes and leverage; identifying and building a best alternative to a negotiated agreement (BATNA); managing difference; how to use and respond to co-operative and aggressive negotiation styles; and psychological factors involved. Featuring a number of real-world examples, the information is given in a modular structure, with suggestions for further reading.
About the Author
Series Editor: Nigel Nicholson Nigel Nicholson, Professor of Organisational Behaviour at London Business School, is a leading international scholar of organisation and management and a recognised expert on people at work. His innovative teaching helps business leaders to improve by bringing in perspectives from philosophy, science and the arts. He has a particular interest in studying family businesses. Nigel writes regularly for the Times, Financial Times and Observer. He also contributes to radio programmes such as Today and PM, and has appeared on BBC and CNN. He has given keynote addresses to CEO conferences worldwide. Editor: Madan Pillutla Madan Pillutla is Associate Professor of Organisational Behaviour at London Business School. Educated in India and Canada, he previously worked at the Hong Kong University of Science and Technology. He has published a wide range of papers on topics including trust and reciprocity, co-operation and decision processes. His specific interests include negotiating and bargaining, power and decision making, ethics and group dynamics.
This publication, part of the Decision makers series, considers negotiation techniques for reaching agreement in business situations, in order to make business deals, resolve conflicts and generate commitment. Topics discussed include: types of negotiation situation; goals, outcomes and leverage; identifying and building a best alternative to a negotiated agreement (BATNA); managing difference; how to use and respond to co-operative and aggressive negotiation styles; and psychological factors involved. Featuring a number of real-world examples, the information is given in a modular structure, with suggestions for further reading.
About the Author
Series Editor: Nigel Nicholson Nigel Nicholson, Professor of Organisational Behaviour at London Business School, is a leading international scholar of organisation and management and a recognised expert on people at work. His innovative teaching helps business leaders to improve by bringing in perspectives from philosophy, science and the arts. He has a particular interest in studying family businesses. Nigel writes regularly for the Times, Financial Times and Observer. He also contributes to radio programmes such as Today and PM, and has appeared on BBC and CNN. He has given keynote addresses to CEO conferences worldwide. Editor: Madan Pillutla Madan Pillutla is Associate Professor of Organisational Behaviour at London Business School. Educated in India and Canada, he previously worked at the Hong Kong University of Science and Technology. He has published a wide range of papers on topics including trust and reciprocity, co-operation and decision processes. His specific interests include negotiating and bargaining, power and decision making, ethics and group dynamics.
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