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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.
Updated examples throughout the book feature current business
problems and events and incorporate new, relevant research. New
discussions and insights on topics such as 'blind spots',
overconfidence, and ethical decision making. New content exploring
recent controversies in the field of judgment and decision making.
While negotiation has long been recognised as an activity that
affects world peace it has also become a central aspect of
professional life. The last two decades have witnessed the
emergence of negotiation and conflict resolution as an important
area of research and as an area of intense importance in
professional areas such as law, government and business. This
authoritative and comprehensive collection presents outstanding
research on negotiation and conflict resolution that views
negotiation as a multi-party decision making process. Negotiation
and conflict resolution are conceptualised as a decision making
activity, where the individual perceptions of each party and the
interactive dynamics of multiple parties are critical elements.
This collection provides an invaluable selection of the most
important writing of perhaps the most dominant view of negotiation
and conflict resolution, and creates an intellectual history in the
process.
This book, in honor of David Messick, is about social decisions and
the role cooperation plays in social life. Noted contributors who
worked with Dave over the years will discuss their work in social
judgment, decision making and ethics which was so important to
Dave. The book offers a unique and valuable contribution to the
fields of social psychology and organizational behavior. Ethical
decision making, a central focus of this volume, is highly relevant
to current scholarship and research in both disciplines. The volume
will be suitable for graduate level courses in organizational
behavior, social psychology, business ethics, and sociology.
How organizations-including Google, StubHub, Airbnb, and
Facebook-learn from experiments in a data-driven world. Have you
logged into Facebook recently? Searched for something on Google?
Chosen a movie on Netflix? If so, you've probably been an unwitting
participant in a variety of experiments-also known as randomized
controlled trials-designed to test the impact of different online
experiences. Once an esoteric tool for academic research, the
randomized controlled trial has gone mainstream. No tech company
worth its salt (or its share price) would dare make major changes
to its platform without first running experiments to understand how
they would influence user behavior. In this book, Michael Luca and
Max Bazerman explain the importance of experiments for decision
making in a data-driven world. Luca and Bazerman describe the
central role experiments play in the tech sector, drawing lessons
and best practices from the experiences of such companies as
StubHub, Alibaba, and Uber. Successful experiments can save
companies money-eBay, for example, discovered how to cut $50
million from its yearly advertising budget-or bring to light
something previously ignored, as when Airbnb was forced to confront
rampant discrimination by its hosts. Moving beyond tech, Luca and
Bazerman consider experimenting for the social good-different ways
that govenments are using experiments to influence or "nudge"
behavior ranging from voter apathy to school absenteeism.
Experiments, they argue, are part of any leader's toolkit. With
this book, readers can become part of "the experimental
revolution."
What all of us can do to fight the pervasive human tendency to
enable wrongdoing in the workplace, politics, and beyond It is easy
to condemn obvious wrongdoers such as Elizabeth Holmes, Adam
Neumann, Harvey Weinstein, and the Sackler family. But we rarely
think about the many people who supported their unethical or
criminal behavior. In each case there was a supporting cast of
complicitors: business partners, employees, investors, news
organizations, and others. And, whether we're aware of it or not,
almost all of us have been complicit in the unethical behavior of
others. In Complicit, Harvard Business School professor Max
Bazerman confronts our complicity head-on and offers strategies for
recognizing and avoiding the psychological and other traps that
lead us to ignore, condone, or actively support wrongdoing in our
businesses, organizations, communities, politics, and more.
Complicit tells compelling stories of those who enabled the
Theranos and WeWork scandals, the opioid crisis, the sexual abuse
that led to the #MeToo movement, and the January 6th U.S. Capitol
attack. The book describes seven different behavioral profiles that
can lead to complicity in wrongdoing, ranging from true partners to
those who unknowingly benefit from systemic privilege, including
white privilege, and it tells the story of Bazerman's own brushes
with complicity. Complicit also offers concrete and detailed
solutions, describing how individuals, leaders, and organizations
can more effectively prevent complicity. By challenging the notion
that a few bad apples are responsible for society's ills, Complicit
implicates us all-and offers a path to creating a more ethical
world.
This book, in honor of David Messick, is about social decisions
and the role cooperation plays in social life. Noted contributors
who worked with Dave over the years will discuss their work in
social judgment, decision making and ethics which was so important
to Dave.
The book offers a unique and valuable contribution to the fields
of social psychology and organizational behavior. Ethical decision
making, a central focus of this volume, is highly relevant to
current scholarship and research in both disciplines. The volume
will be suitable for graduate level courses in organizational
behavior, social psychology, business ethics, and sociology.
Learn to be a better negotiator--and achieve the outcomes you want.
If you read nothing else on how to negotiate successfully, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you avoid common mistakes, find hidden opportunities, and win the best deals possible.
This book will inspire you to:
- Control the negotiation before you enter the room
- Persuade others to do what you want--for their own reasons
- Manage emotions on both sides of the table
- Understand the rules of negotiating across cultures
- Set the stage for a healthy relationship long after the ink has dried
- Identify what you can live with and when to walk away
When confronted with an ethical dilemma, most of us like to
think we would stand up for our principles. But we are not as
ethical as we think we are. In "Blind Spots," leading business
ethicists Max Bazerman and Ann Tenbrunsel examine the ways we
overestimate our ability to do what is right and how we act
unethically without meaning to. From the collapse of Enron and
corruption in the tobacco industry, to sales of the defective Ford
Pinto, the downfall of Bernard Madoff, and the Challenger space
shuttle disaster, the authors investigate the nature of ethical
failures in the business world and beyond, and illustrate how we
can become more ethical, bridging the gap between who we are and
who we want to be.
Explaining why traditional approaches to ethics don't work, the
book considers how blind spots like ethical fading--the removal of
ethics from the decision--making process--have led to tragedies and
scandals such as the "Challenger" space shuttle disaster, steroid
use in Major League Baseball, the crash in the financial markets,
and the energy crisis. The authors demonstrate how ethical
standards shift, how we neglect to notice and act on the unethical
behavior of others, and how compliance initiatives can actually
promote unethical behavior. They argue that scandals will continue
to emerge unless such approaches take into account the psychology
of individuals faced with ethical dilemmas. Distinguishing our
"should self" (the person who knows what is correct) from our "want
self" (the person who ends up making decisions), the authors point
out ethical sinkholes that create questionable actions.
Suggesting innovative individual and group tactics for
improving human judgment, "Blind Spots" shows us how to secure a
place for ethics in our workplaces, institutions, and daily
lives.
This collection explores the subject of conflicts of interest. It
investigates how to manage conflicts of interest, how they can
affect well-meaning professionals, and how they can limit the
effectiveness of corporate boards, undermine professional ethics,
and corrupt expert opinion. Legal and policy responses are
considered, some of which (e.g. disclosure) are shown to backfire
and even fail. The results offer a sobering prognosis for
professional ethics and for anyone who relies on professionals who
have conflicts of interest. The contributors are leading
authorities on the subject in the fields of law, medicine,
management, public policy, and psychology. The nuances of the
problems posed by conflicts of interest will be highlighted for
readers in an effort to demonstrate the many ways that structuring
incentives can affect decision making and organizations' financial
well-being.
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Negotiator Cognition (Paperback)
Max H. Bazerman; Created by Sloan School of Management; John S. Carroll
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R527
Discovery Miles 5 270
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Ships in 10 - 15 working days
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Negotiator Cognition (Hardcover)
Max H. Bazerman; Created by Sloan School of Management; John S. Carroll
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R870
Discovery Miles 8 700
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Ships in 10 - 15 working days
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