What People Still Get Wrong About Negotiations
They assume the size of the pie is fixed—and miss opportunities to create value. by Max H. Bazerman
One of the simulations I use when teaching managers to negotiate more effectively involves a technology transfer between two divisions of a corporation. The price of the transfer is central to the negotiation, but there are other important issues to be considered as well. The structure of the deal will affect how much profitability the technology transfer creates for each division and for the company as a whole.
