What distinguishes the good negotiators from the crowd

Article Abstract:

Good international business negotiators can be distinguished from merely average ones. A study of 48 successful negotiators in Britain by the Huthwaite Research Group found that skilled negotiators: pay more attention to finding common ground, identify more options, take a longer-term view, are more likely to set objectives in terms of a range rather than a fixed point, avoid using irritating terminology, avoid making immediate counter-proposals, and do not share average negotiators' apparent special belief in the merit of quantity. Four negotiating styles are consistently identified in research: (1) factual, (2) intuitive, (3) normative, and (4) analytical. Four negotiating stages are typically identifiable, with cultural variations: (1) beginning, (2) exchange of proposals, (3) problem-solving, and (4) closing of negotiations.

Research, Negotiation, Negotiations, Collective bargaining, Huthwaite Research Group

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A trailblazer in egalitarian methods reaches middle age

Article Abstract:

The Computer Management Group (CMG) is an Anglo-Dutch computer services corporation that challenged its senior managers to revise their pessimistic forecast for the group, claiming that the managers themselves were responsible for the impending crisis in the company. As a result, according to CMG's managing director in Britain, Ronald White, the company was able to come up with a much more aggressive forecast which they eventually exceeded, showing the benefits that can result from a demanding top management team. CMG's emphasis on support for its employee-owners and how analysts believe such a strategy will be difficult to maintain as it continues to grow (to approximately $70 million in annual sales) are described, and its egalitarian approach to management is discussed.

Computer related services, not elsewhere classified, Planning, Computer services industry, Information technology services industry, International business enterprises, Multinational corporations, Business planning, Organizational change, Great Britain, White, Ronald

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