Negotiation Genius

How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond

by Deepak Malhotra , Max H. Bazerman

Number of pages: 352

Publisher: Bantam

BBB Library: Communication

ISBN: 978-0-553-38411-6

About the Authors

Deepak Malhotra : Deepak Malhotra is an Associate Professor in the Negotiations, Organizations, and


Max H. Bazerman : Max H. Bazerman is the Jesse Isador Straus Professorof Business Administration


Editorial Review

From two leaders in executive education at Harvard Business School, here are the mental habits and proven strategies you need to achieve outstanding results in any negotiation. Whether you’ve “seen it all” or are just starting out, Negotiation Genius will dramatically improve your negotiating skills and confidence. Drawing on decades of behavioral research plus the experience of thousands of business clients, the authors take the mystery out of preparing for and executing negotiations—whether they involve multimillion-dollar deals or improving your next salary offer.

Book Reviews

“By the time you finish reading Negotiation Genius, you'd need to be a pathological liar to not be fully on board with the idea that telling the truth is not just the right thing to do but also the best thing, business-wise.”- Psychology Today

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Wisdom to Share

Gut instinct is not a strategy.

The primary benefit of making a first offer in negotiationis that it establishes an anchor. An anchor is a numberthat focuses the other negotiator’s attention and expectations.

Identifying issues is only the first step. Next, you need to think about your relative priorities over the many issues. For example, how do you trade off salary against stock options, starting date, or promotion track?

The goal is not to overwhelm the other party with demands, but to give them a lot of different ways to compensate you and make you happy.

Negotiation helps to create value through agreements that make both parties better off than they were without an agreement.

In negotiation, there often will be issues that you do not care about—but that the other side cares about very much! It is critical to identify these issues.

Negotiating one issue at a time eliminates the possibility of logrolling.

Negotiators often fail to create value because they assume there is a fixed pie of value or resources even when it is possible to increase the size of the pie.

Vivid information has a greater effect on negotiators than does dull (but equally valuable) information.