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Negotiating Rationally Paperback – January 1, 1994

4.2 out of 5 stars 21 customer reviews

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Editorial Reviews

Review

Donald P. Jacobs

Dean, J. L. Kellogg Graduate School of Management

The information in Bazerman and Neale's book has been central to developing the most popular course in the curriculum at the J. L. Kellogg Graduate School of Management at Northwestern. It has proved to be extraordinarily useful to managers and executives throughout our executive education programs. Their work brings together negotiation analysis and social and cognitive psychology to create unique insights for the practical manager. With the knowledge that I have acquired from the book, I am looking forward to negotiating with them on a more level playing field.



"Chicago Tribune"

Insightful, entertaining...draws on the state-of-the-art in decision theory, game theory and psychology.



Frederick J. Manning

President, Celtic Group, Inc.

Max Bazerman and Margaret Neale have analyzed and described negotiating behavior in a most clear and helpful manner.



Howard Raiffa

Frank P. Ramsey Professor of Managerial Economics, Harvard University

Based on gobs of evidence with real managers, the authors not only identify common errors that many negotiators make, but offer sage prescriptive advice on how you can avoid such errors yourself and perhaps exploit the errors of others.



Alfred Rappaport

Chairman, the Alcar Group, and Adjunct Professor Kellogg Graduate School of Management

A significant contribution to more effective negotiating. Bazerman and Neale's framework coupled with their very impressive range of practical case illustrations will help readers avoid costly negotiation mistakes. The chapter dealing with the "winner's curse" should be required reading for all acquisition-minded CEOs.



"Chicago Tribune"Insightful, entertaining...draws on the state-of-the-art in decision theory, game theory and psychology.

Frederick J. ManningPresident, Celtic Group, Inc.Max Bazerman and Margaret Neale have analyzed and described negotiating behavior in a most clear and helpful manner.

Howard RaiffaFrank P. Ramsey Professor of Managerial Economics, Harvard UniversityBased on gobs of evidence with real managers, the authors not only identify common errors that many negotiators make, but offer sage prescriptive advice on how you can avoid such errors yourself and perhaps exploit the errors of others.

Alfred RappaportChairman, the Alcar Group, and Adjunct Professor Kellogg Graduate School of ManagementA significant contribution to more effective negotiating. Bazerman and Neale's framework coupled with their very impressive range of practical case illustrations will help readers avoid costly negotiation mistakes. The chapter dealing with the "winner's curse" should be required reading for all acquisition-minded CEOs.

Donald P. JacobsDean, J. L. Kellogg Graduate School of ManagementThe information in Bazerman and Neale's book has been central to developing the most popular course in the curriculum at the J. L. Kellogg Graduate School of Management at Northwestern. It has proved to be extraordinarily useful to managers and executives throughout our executive education programs. Their work brings together negotiation analysis and social and cognitive psychology to create unique insights for the practical manager. With the knowledge that I have acquired from the book, I am looking forward to negotiating with them on a more level playing field.

Donald P. Jacobs Dean, J. L. Kellogg Graduate School of Management The information in Bazerman and Neale's book has been central to developing the most popular course in the curriculum at the J. L. Kellogg Graduate School of Management at Northwestern. It has proved to be extraordinarily useful to managers and executives throughout our executive education programs. Their work brings together negotiation analysis and social and cognitive psychology to create unique insights for the practical manager. With the knowledge that I have acquired from the book, I am looking forward to negotiating with them on a more level playing field.

James Ramsey President, James Ramsey & Associates This book offers tremendous insight on the negotiation process. Bazerman and Neale have not only written about theory, but made it applicable in the real world.

Howard Raiffa Frank P. Ramsey Professor of Managerial Economics, Harvard University Based on gobs of evidence with real managers, the authors not only identify common errors that many negotiators make, but offer sage prescriptive advice on how you can avoid such errors yourself and perhaps exploit the errors of others.

Frederick J. Manning President, Celtic Group, Inc. Max Bazerman and Margaret Neale have analyzed and described negotiating behavior in a most clear and helpful manner.

Alfred Rappaport Chairman, the Alcar Group, and Adjunct Professor Kellogg Graduate School of Management A significant contribution to more effective negotiating. Bazerman and Neale's framework coupled with their very impressive range of practical case illustrations will help readers avoid costly negotiation mistakes. The chapter dealing with the "winner's curse" should be required reading for all acquisition-minded CEOs.

From the Back Cover

'Based on gobs of evidence with real managers, the authors not only identify common errors that many negotiators make, but offer sage prescriptive advice on how you can avoid such errors yourself and perhaps exploit the errors of others.'
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Product Details

  • Paperback: 196 pages
  • Publisher: Free Press; Reprint edition (January 1, 1994)
  • Language: English
  • ISBN-10: 0029019869
  • ISBN-13: 978-0029019863
  • Product Dimensions: 6.1 x 0.5 x 9.2 inches
  • Shipping Weight: 8.5 ounces (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (21 customer reviews)
  • Amazon Best Sellers Rank: #258,158 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Paperback
The review by Payne from Thunderbird appearing in this website is too harsh. Bazerman's strength as a negotiation author comes from his background in decision-making. This book does an excellent job of laying out the cognitive aspect of negotiations (far better than Raiffa's classic, for example). Admittedly, the book may be a bit simplistic to be the primary reading in a rigorous MBA course, but it is a good supplement and of great value for the executive or professional who is several years or more removed from his or her schooling.
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Absolutely excellent! Read it 3 times, highlighted important information on nearly every page. Now I refer back to it and study it prior to any important negotiations. In chapter 1 (on page 2!), Bazerman outlines negotiating strategy and seven methods for improving one's negotiating skills. The next 7 chapters systematically address each principle in clear and concise detail. It's a must read book. (It even has some very interesting facts about home buying or selling.)
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Format: Paperback
Negotiating Rationally seemes promising but falls short. It provides food for thought on the interface between distributive and integrative bargaining and on biases that get in the way of a good solution. But as a framework for negotiation, Negotiating Rationally is inadequate. Getting to Yes is a far better structure and is easier to understand -- both for the novice and the experienced negotiator.
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Format: Paperback
"Negotiating Rationally" by Max Bazerman and Margaret Neale is a good introduction to rationality in negotiation, but lacks the level of depth most readers would like.

The book breaks down into three parts: common negotiation fallacies, a framework for negotiation, and complex negotiations. The first section on negotiation fallacies is the best; in it Bazerman and Neale discuss ideas (with some influence from psychology) such as the confidence fallacy, anchoring, the winner's curse, and the availability of information. The ideas are well-illustrated with many real-world examples. Even better, the right amount is written about each one. By the end of each chapter I had learned a lot but was ready to move on.

The next two sections, on a framework for negotiation and complex negotiations, seem to reiterate the previous fallacies without giving new ideas. The solutions they recommend are mind-numbingly obvious applications of section one; ie people tend to be overconfident, so remember to assess whether you are being overconfident. These ideas are not just explained with examples but over-explained. The complex negotiations section has too much information about the same points. The author would have been better off explaining more of the intricacies and nuance of the fallacies rather than simply reiterating their meaning. An example: the chapter on "negotiating through action" (which I don't believe is a topic different from the rest of the book) supports a point by citing four examples, using three pages to explain them. One example would have been sufficient.

Bazerman and Neale do a decent job introducing rational negotiation. The ideas in the book (much of which is game theory put in less theoretical terms) are valuable.
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Format: Paperback Verified Purchase
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 or students like me!!!

The information in Bazerman and Neale's book has been central to developing the most popular course in the curriculum at the J. L. Kellogg Graduate School of Management at Northwestern. It has proved to be extraordinarily useful to managers and executives throughout our executive education programs. Their work brings together negotiation analysis and social and cognitive psychology to create unique insights for the practical manager. With the knowledge that I have acquired from the book, I am looking forward to negotiating with them on a more level playing field.
Donald P. Jacobs, Dean, J. L. Kellogg Graduate School of Management
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Negotiation is central to my business, and I believe for many people as well.

After reading several books on the subject, "Negotiating Rationally" outperformed my expectations.

"Rationally" is the keyword most of us lack in negotiations and we are trapped in several humanely biases just to get the deal done. These biases include: the tendency to irrationally escalate commitment to a previously chosen strategy, the mythical fixed-pie, anchoring & adjustment, the framing of the negotiation, the winner's curse, overconfidence, etc. The book has several examples of previous negotiations, the mistakes and the wisdom to learn from all this.
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