The 'fixed-pie' myth in negotiation
Why do so many negotiations leave value on the table? A measured initial belief explains part of it.
The measured bias
Leigh Thompson and Reid Hastie (1990, Organizational Behavior and Human Decision Processes) show most participants see the other side's interests as directly opposed, even when mutual gains exist.
The interest-based approach
Roger Fisher and William Ury (1981, Getting to Yes, Houghton Mifflin) separate positions from interests. The book is prescriptive; its principles were later partly tested.
The nuance
Not every negotiation is integrative: on a single issue (price), opposition is real. (our executive and employee training programmes)
The limit of common practice
Preparing only a target price and walk-away point, with no hypotheses about the other side's priorities.
A practical check in Geneva
Before the next negotiation, list at least three negotiable issues and guess their importance for the other side; test by asking. Count agreements covering more than one issue. To go further: explore the Advanced Negotiation training in Geneva, or browse our executive and employee training programmes in Switzerland.
In pictures: Advanced Negotiation in Geneva
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