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.
Business | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Industrial and Organizational Psychology
Cambridge University Press
Integrating IOOB and JDM through Process-Oriented Research. (2010). Industrial and Organizational Psychology. 3, (4), 445-447. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4366
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