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.

This fifteenth volume reviews the current status of many of the major themes that this series has explored. In each chapter, we challenged the authors to provide a succinct review of a particular area while maintaining the culture of this series by suggesting new directions and interesting questions to pursue. The authors, many of whom were thematic editors as young assistant professors, responded with explorations in the areas of Dynamics within Groups, Leadership, Micropolitics, Power, Ethics, Conflict, Political Correctness, Diversity, Group Learning, Technology, Engagement, Time Pressure, Culture, and Intergroup Processes - all reflecting the unique take on these topics within the context of groups and teams.

Concerns about justice and fairness are ubiquitous within and between communities, social groups, organizations and states. People are concerned with the fairness of how decisions are made, how outcomes are allocated between and within groups, and how they are treated by authorities. This volume introduces cutting-edge justice theorizing and research at the intersection of justice and groups. Contributors to this volume explore topics such as: how group members come to have a shared understanding of the level of fairness within their group (i.e., justice climate), how social emotions influence justice judgments, the relationships between trust, respect, fairness, and group-serving behavior, resource allocation, reactions to injustice, appropriate ways to restore justice following transgressions, and perceptions of and remedies for intergroup inequality. "The Fairness and Groups" volume in the "Research on Managing Groups and Teams" series will be of interest to students and scholars in psychology, sociology, law and organizational behavior.

Creativity is increasingly being recognized as an important source of competitive advantage because a single creative idea that is both novel and useful may take an organization in a profitable new direction. A long tradition of research has focused on individual creativity; especially the traits and social situations that make some people more creative than others. Over time, however, there has been a major shift in the way work is conducted such that organizations are becoming increasingly team-based and employees are spending more time working as a member of a group. In line with this shift, research on creativity also moved from a focus on the individual to a focus on groups of people who collaborate to generate creative ideas. The growing interest in group creativity reflects an underlying assumption that the exchange of ideas that occurs in a group setting is more likely to result in a wider range of ideas that are more creative than any one person could have come up with alone. Although the evidence to support this assumption is somewhat mixed, there is a great deal of work yet to be done. Our goal in this volume is to promote the already burgeoning interest in group creativity by identifying new questions that will drive future research in this area.

The eighth volume on Managing Groups in Teams focuses on the forces that perpetuate or mitigate unethical behavior in groups. Group-based interactions, in comparison to individual interactions, pose unique challenges: the salient dimensions in the external environment can be different, within-group processes must be considered, and decision-making needs to be analyzed within a group-based context. The authors in this volume reflect on these forces and their role in unethical behavior.
In the external environment, legal and ethical standards, sanctioning systems, the strategic fracturing of knowledge within organizations, and the communication medium used in virtual teams are identified as important influences on unethical behavior in group settings.
Within the group, it is argued that certain processes such as social cohesion, group-level envy, and the intersection of self-interest and social identity are influential in ethical dilemmas. And, at the decision-making level, an examination of ethical decision-making within groups suggests that perspective taking by individual members, the felt pressure to avoid in-group favoritism by minorities, and intergenerational decisions must be taken into account.
Together, these articles underscore the importance of considering the role that groups play in unethical behavior and are an essential source of information for those who wish to understand how unethical decisions are perpetuated within groups and organizations.

This volume is based on the premise that in an era of rapid globalization, while there is a great deal of convergence on many aspects of group processes and interactions across national cultures, it is the understanding and appreciation of the divergence among people of different national cultural backgrounds that make all the difference. Contributors to this volume address two broad important questions: Do our theories of groups and teams functioning apply universally? And how do our theories apply, if at all, in multicultural settings? In addition, this volume highlights new exciting topics in the cross-cultural area: power, time, creativity, emotions, networks, and multi-cultural diversity. Together, the chapters attest to the fact that study of national culture is flourishing and important. It not only informs but also modifies and enriches theories and research of group processes and social behavior. The collective effort in this book should stimulate further inquiry regarding the role of national culture in the increasingly globalized human experience. This book features an international representation. It addresses a variety of group processes. It investigates group processes in a multi-cultural environment (i.e., a global company).

Human experience can only be understood across the landscape of time. Yet organizational and groups research has traditionally paid little attention to time as a construct. Over the last 15 years, several authors have begun to study different aspects of group temporality, but these contributions have been published in disparate books and journals. As a result, no integrated set of readings or unified perspectives has emerged, and little research impact has been realized. The goal of this volume is to consolidate, integrate, and build upon existing research to create a framework for studying group temporality.
The book approaches group temporality through four lenses:
1. The study of how group processes, such as relationship and trust building, information exchange, consensus building and performance, evolve over time
2.The study of how group members internally synchronize their activities over time and align them to meet the temporal demands of a group's constituents
3. The study of how time pressure affects members' cognitive functioning, interactions, and task performance
4. The study of how organizational context directs the nature of group temporality - both enhancing and impeding group flow. Together, the twelve chapters, authored by 27 leading groups scholars, lead the way in solidifying current understanding and highlighting critical new research directions

This fifth volume of "Research on Managing Groups and Teams" focuses on the relationship between identity issues and individual and group functioning. Identity issues encompass a wide range of phenomena involving the individual identities people bring to the groups they join, individuals' level of identification with particular groups they join, and the collective identities of specific groups or organizations. The authors in this volume take full advantage of the broad scope of identity-related phenomena, pushing our thinking about the interplay between identity and groups in new and exciting directions. In doing so, they make inroads into seemingly intractable practical problems with groups by understanding how these difficulties are rooted in the identities people strivve to create and maintian. This book should be of interest to social scientists from all domains who are interested in how identity issues influence the performance of individuals, groups and organizations.

Negotiation is a process that permeates our everyday lives. From international conflicts to corporate mergers, from labor contracts to distribution agreements, and from one-time job offers to the day-to-day of relationships, negotiation is one of the most common ways to reach agreement on disputed issues and resources. Though negotiation is challenging in the simplest of circumstances, a group context can make it even more complex: groups negotiating with other groups may argue among themselves; factions and coalitions may develop, leading to side deals or the obstruction of deals in progress; and, the interests and preferences of all parties become much harder to identify, much less satisfy. In this fourteenth volume of the "Research on Managing Groups and Teams" series, nine chapters examine the particular challenges, opportunities, and dynamics that confront groups engaged in negotiation. The volume will be of particular interest to readers and scholars from management, psychology, sociology, communications, law, political science, and public policy.

Affective phenomena permeate group life. When individuals work together in groups, feelings of pride, fear, hope, anger, and anxiety constantly emerge and have a profound influence on group member behavior. The experience and expression of moods and emotions shape whether group members form close bonds with one another, how they negotiate roles and status differences, resolve their conflicts, make decisions, and ultimately whether they accomplish their collective goals. After a long history of focusing on cognitive and behavioral processes, group researchers are beginning to take more seriously the role of affective phenomena.
This tenth volume of Research on Managing Groups and Teams brings together some of the top researchers studying the interplay of groups and affect. The works presented examine how groups influence individual members emotional experiences; in turn, how a groups success depends on the emotions and emotional capabilities of its members; how moods and emotions mediate the effects of demographic diversity in groups, the emergence of intra-group conflict, and the attachment individuals feel to their groups; and how emotions foster divisions between groups, organizations, or even societies. This book is of interest to anyone seeking to better understand group dynamics, the social nature of moods and emotions, or the ways in which affective phenomena can be leveraged to increase human performance and productivity.
Research on Managing Groups and Teams is now available online at ScienceDirect full-text online of volumes 3 onwards.
*Advances understanding of groups and teams within the organizational context
*Emphasis is on empirical investigation andtheoretical analysis, focusing on new perspectives and cutting edge approaches
*A multi-disciplinary work including: social psychology, sociology, political science, organizational behavior and theory

This seventh volume of "Research on Managing Groups and Teams" examines the effects of status on individuals and groups. At the most basic level status describes the rank of individuals or groups within a specified context. It refers to the prestige hierarchy which determines, which individuals or groups are afforded honor and respect and are, consequently, given opportunities to influence outcomes. The authors in this volume consider both the role of status within groups and how the status of groups within their larger context affects members and overall group effectiveness. Consequently, the works presented here consider the relationship between the status of individuals and groups, the treatment they receive, and their participation within their immediate environment; the link between exhibited behaviors and status conferral; and the emergence and effects of status rivalries within and across groups, including challenges to existing status hierarchies. This book will be of particular interest to individuals interested in understanding the effects of status on individuals and the groups and organizations in which they are embedded.

The papers in this volume were presented in May 2000, at a conference held at Stanford University's Graduate School of Business. The purpose of the conference was to explore individual motivation and sensemaking in the context of group membership. This volume presents the papers discussed at that conference, and brings attention to the problem of understanding how group members understand their own experience in their groups. In creating both individual and shared understandings of group membership, group members reflect on their participation in the group, the group process, group outcomes, the group itself, and the organization in which the group is embedded. The papers in this volume address a variety of topics including the use of methods from phenomenological psychology; how individuals choose which groups to join, and how they develop a sense that they belong to one or another group; groups' orientations toward learning, pacing, and time; and familiarity, trust, perspective taking, and intergroup relations. The research presented in these papers employs diverse methods including qualitative field studies, laboratory experiments, and the use of archival data. Some of the papers presented here are more directly phenomenological than others. Even the chapters whose methods are furthest from a typical phenomenological approach, however, provide interesting insights into how individuals experience and make sense of group membership.

This book comprises the work of scholars who gathered in May, 1998 at a conference held at Stanford University's Graduate School of Business Administration. The conference was part of an ongoing series presenting cutting-edge research on teams.

Presented first, are those articles that address particular macro aspects of team context and their influences on team process and effectiveness and ultimately their effectiveness as performing units. The following chapters address: how the organizational context shapes the timing of behavior in teams; process outcome and the effects of organizational performance on top management teams; group process and the nature of contextual features; conditions under which working teams actively manage their external environments and consequences of those actions. The work concludes with an overview of the multiple ways that contexts affect and are affected by group behavior, helping the reader to organize and to extend their understanding of contextual phenomena.