Abstract
Though decision makers in many domains use bargaining as their primary approach to negotiation, it has limited efficacy in multi‐issue, nonquantifiable transactions. Nevertheless, many negotiators use back‐and‐forth bargaining rather than other approaches. The author explicates reasons for this choice and describes “supplemental joint brainstorming,” an innovative strategy to supplement the institutionally‐entrenched bargaining approach to negotiation with interest‐based negotiation.
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