An inter-personal bargaining tendency for resolving a group-action problem in distributive negotiation whereby the final agreement is roughly the average amount of the initial offer and any subsequent counteroffers. (Howard Raiffa, The Art and Science of Negotiation [Harvard University Press, 1982], 300-01)
The following items are tagged averaging.
Adapted from “Telling Time in Different Cultures,” first published in the Negotiation newsletter.
Despite the bloody conflicts in the Middle East, people of goodwill from both Arab and Western nations earnestly seek to collaborate in diplomatic and business transactions. An article by Ilai Alon of Tel Aviv University and Jeanne Brett of Northwestern, however, cautions that
Adapted from “The Surprising Benefits of Conflict in Negotiating Teams,” first published in the Negotiation newsletter.
In December 2008, incoming U.S. president Barack Obama created a stir by appointing Senator Hillary Clinton, his bitter opponent for the Democratic nomination, to be his secretary of state. Could Obama expect loyalty from someone he had traded barbs with
Adapted from “Negotiating with Regulators,” by Lawrence Susskind (professor, Massachusetts Institute of Technology), first published in the Negotiation newsletter.
When preparing to launch new products, plans, and innovations, an organization often must apply for licenses, permits, and other types of regulatory approvals from government agencies. Thankfully, even the most elaborate application processes allow individual regulators a
Associated Press
The NFL is negotiating with the players’ union to accept a new labor agreement that would include an 18-game season in 2011. The NFL’s lead negotiator said talks are focused on the extended season, economics, the rookie salary system and free-agency rules. With the current agreement expiring in March, both sides acknowledge their responsibility
Adapted from “Why Your Next Negotiation Power Trip Could Backfire,” first published in the Negotiation newsletter.
Powerful negotiators generally don’t devote enough time to considering the other side’s point of view, Northwestern University professor Adam D. Galinsky and New York University professor Joe C. Magee have written in Negotiation. As a consequence, the powerful may fail
Adapted from “Negotiating with the Green-eyed Monster,” first published in the Negotiation newsletter.
Envy can cause us to engage in deception at the bargaining table. That’s the cautionary finding of recent research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.
In one experiment, Israeli
Adapted from “Want to Pull Ahead of the Competition?” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Lots of people have great ideas for new products and services, but most lack the imagination and doggedness to actually get them launched. Darren Rovell is a notable exception. As a college student, he
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