Great Negotiators: How the Most Successful Business Negotiators Think and Behave

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How to negotiate with them: Maintaining or forging long-term relationships is important to them, and therefore they will be seeking a win-win outcome, where all parties walk away from the table happy. Language eng. Publication Aldershot, Hampshire, Eng. Burlington; : VT, Gower, c Extent 1 online resource p. Isbn Label Great negotiators : How the most successful business negotiators think and behave.

An FBI Negotiator’s Secret to Winning Any Exchange - Inc.

Title Great negotiators Title remainder How the most successful business negotiators think and behave. Form of item online Governing access note Access restricted to subscribing institutions Isbn Isbn Type alk.

Negotiation: A Matter of Mindset and Emotions | IE Insights

Subject Negotiation in business. Library Locations Map Details.

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Ladd Library Borrow it. One common notion about power is that it leads to entrenched ways of thinking. This might be true when someone holds a position for a long time, but in dynamic contexts such as bargaining scenarios, psychological power leads individuals to be more creative. One consequence of this liberation is that power can lead to optimism and risk-seeking behavior, according to research conducted with Cameron Anderson.

When we gave powerful people the option of engaging in a risky course of action, they focused more on potential payoffs and less on the potential dangers than did other negotiators. This tendency has both positive and negative effects on negotiated agreements. The powerful often risk revealing information about their preferences and priorities — a crucial step in creating value and expanding the size of the pie in integrative negotiation.

Power in Negotiation: The Impact on Negotiators and the Negotiation Process

The powerful are also more inclined to engage in risky strategies that can provoke retaliation, such as displaying hubris or making self-defeating threats and ultimatums. Because power also increases the tendency to bluff, it can up the competitive climate of a negotiation, leading to missed opportunities.

Deception can also become attractive to a high-power negotiator focused more on potential gains than on the risk of being caught. Power leads individuals to overlook what the other party wants and needs and why he needs it. Power in negotiation is most effective at the bargaining table when combined with perspective taking. The ultimate lesson?

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Strive to possess power in negotiation — or simply feel powerful — and follow up with perspective taking. Do you feel like a powerful negotiator? Share your approach to power in negotiation in the comments below. Click here to cancel reply.