Integrating IOOB and JDM through Process-Oriented Research
One of the most fascinating and counterintuitive insights from negotiation theory is that differences, rather than similarities, open up opportunities for value creation (Raiffa, 2002). Because of different values, beliefs, and perspectives, parties can benefit from their complementarities. Ironical...
Saved in:
| Main Author: | |
|---|---|
| Format: | text |
| Language: | English |
| Published: |
Institutional Knowledge at Singapore Management University
2010
|
| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/4366 https://ink.library.smu.edu.sg/context/lkcsb_research/article/5365/viewcontent/Integrating_IOOB_and_JDM.pdf |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Institution: | Singapore Management University |
| Language: | English |
| Summary: | One of the most fascinating and counterintuitive insights from negotiation theory is that differences, rather than similarities, open up opportunities for value creation (Raiffa, 2002). Because of different values, beliefs, and perspectives, parties can benefit from their complementarities. Ironically though, negotiators tend to prefer negotiating with similar others, with others they like, presumably because negotiators expect interactions to proceed more smoothly. Differences make interaction more difficult but also potentially more rewarding, if managed correctly. |
|---|