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We all negotiate in one capacity or another and more often than not in contexts we don't specifically analyze as negotiations. Margaret Neale, professor of organizations and dispute resolution at the Stanford Graduate School of Business, expands the traditional view of negotiation to not only include real estate transactions or fundraising discussions but also routine meetings and family decision making.
Too often we focus only on winning. Negotiation should not be a winner-takes-all proposition; rather, it should be a broader process of value creation and distribution between the various proponents. Despite all we've heard about win-win deals, very few managers are really skilled at creating value or expanding the pie in negotiation settings.
Neale demonstrates to a floor of nonprofit leaders gathered at Stanford by the Center for Social Innovation's publication Stanford Social Innovation Review for the 2006 Nonprofit Institute, that we leave resources "on the table" and agree to contracts and outcomes that turn out not to be in our best interest. As much as negotiation is a voluntary process, accepting a bad deal doesn't seem like the smartest thing to do. Still all of us regularly walk away from the negotiation table with one of these less than ideal deals.
How do you know that you got a good deal? If you feel like you won, did you actually lose? What are the psychological pressures at play that make you take a bad deal? How can you resist the siren calls of deals? Can you build discipline in negotiations? When and why do you get trapped in an escalating negotiation logic?
Professor Neale explores the reasons why creating value is so difficult. She explores the psychological barriers to successful negotiation, providing a variety of interpersonal and organizational examples. She offers a disciplined process of preparation to help negotiators create and claim value in organizational and interpersonal disputes.
Margaret A. Neale is the John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution. In 2000-2001, she was the Graduate School of Business Trust Faculty Fellow. From 1997-2000, she was the Academic Associate Dean of the Graduate School of Business at Stanford University. Prior to joining Stanford’s faculty in 1995, she was the J.L. and Helen Kellogg Distinguished Professor of Dispute Resolution and Organizations at the J.L. Kellogg Graduate School of Management at Northwestern University. She received her Bachelor's degree in Pharmacy from Northeast Louisiana University, her Master's degrees from the Medical College of Virginia and Virginia Commonwealth University and her PhD in Business Administration from the University of Texas. She began her academic career as a member of the faculty at the Eller School of Management of the University of Arizona.
Professor Neale's major research interests include bargaining and negotiation, distributed work groups, and team composition, learning, and performance. She is the author of over 70 articles on these topics and is a coauthor of three books: Organizational Behavior: A Management Challenge (third edition) (with L. Stroh and G. Northcraft) (Erlbaum Press, 2002); Cognition and Rationality in Negotiation (with M.H. Bazerman) (Free Press, 1991); Negotiating Rationally (with M.H. Bazerman) (Free Press, 1992); and one research series Research on Managing in Groups and Teams (with Elizabeth Mannix) (Elsevier Press). She currently serves on the editorial boards of the Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, International Journal of Conflict Management, and Human Resource Management Review.
In addition to her teaching and research activities, Professor Neale has conducted executive seminars and management development programs in the United States, United Kingdom, Australia, Holland, Switzerland, Thailand, France, Canada, Nicaragua, the People's Republic of China, Hong Kong, United Arab Emirates, Mexico, Israel, and Jamaica for public agencies, city governments, health care and trade associations, universities, small businesses and Fortune 500 corporations in the area of negotiation skills, managerial decision making, managing teams, and workforce diversity. She is the faculty director of three executive programs at Stanford University: Influence and Negotiation Strategies, Managing Teams for Innovation and Success, and Mergers and Acquisitions: Creating and Claiming Shareholder Value.
Professor Neale holds the following degrees: BSP 1972, Pharmacy, Northeast Louisiana University; MS 1974, Hospital Pharmacy Administration, Medical College of Virginia; MS 1977, Psychology, Virginia Commonwealth University; PhD 1982, Business Administration, University of Texas
Resources:
Faculty seminar on DVD: Winners Don't Take All
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