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Leigh L. Thompson is the J. L. and Helen Kellogg Distinguished Professor of Management and Organizations in the Kellogg Graduate School of Management at Northwestern University. She is the director of the AT&T Behavioral Research Laboratory at Kellogg, an executive member of the Dispute Resolution Research Center, and also conducts the Negotiation Strategies and Leading High Impact Teams Executive Programs at Kellogg. An active consultant and trainer, Thompson has taught negotiation skills to executives and managers all over the world.
An internationally recognized scholar, Thompson has published 3 books and over 50 articles in leading management journals and books. Thompson has received numerous awards and honors for her research, including the National Science Foundation Presidential Young Investigator Award, a fellowship at the Center for Advanced Study in the Behavioral Sciences at Stanford, California, and a grant from Citigroup Behavioral Sciences Research Council of Citibank.
This book is dedicated to negotiators who want to improve their ability to negotiate—whether that be multimillion-dollar business deals or personal interactions. Many books address the issues of negotiation, so why this one? If I were to cite a single reason why I wrote a book in this saturated field it is this: The science of negotiation can help people dramatically improve their ability to negotiate economically better deals and also psychologically better deals. Simply stated: You can improve your monetary returns and feel better about yourself and the people you deal with. This book contains an integration of theory, scientific research, and practical examples. Moreover, the practical examples—selected from hundreds of real-world negotiations involving people from several companies—illustrate effective as well as ineffective negotiation skills.
Here is what you can expect when you read this book:
I took the task of revising The Mind and Heart of the Negotiator very seriously. Every chapter has a new opening section that illustrates a real-world negotiation and no fewer than 135 examples from the business world have been added since the last edition. Also, I cited the ground-breaking results of more than 200 new scientific articles on negotiation. benefit greatly from the advice, comments, and critiques given to me by my students and colleagues, and I hope that their advice keeps coming so that I am able to improve upon the book even further.
The research and ideas in this book come from an invaluable set of scholars in the fields of social psychology, organizational behavior, sociology, negotiation, and cognitive psychology. My research, thinking, and writing has been inspired in important ways by the following people: Wendi Adair, Cameron Anderson, Linda Babcock, Max Bazerman,Kristin Behfar, Terry Boles, Jeanne Brett, Susan Brodt, Karen Cates, Hoon-Seok Choi, Gary Fine, Craig Fox, Adam Galinsky, Wendi Gardner, Dedre Gentner, Robert Gibbons, Kevin Gibson, James Gillespie, Rich Gonzalez, Deborah Gruenfeld, Reid Hastie, Andy Hoffman, Peter Kim, Shirli Kopelman, Rod Kramer, Laura Kray, Terri Kurtzburg, Geoffrey Leonardelli, John Levine, Allan Lind, George Loewenstein, Jeff Loewenstein, Deepak Malhotra, Beta Mannix, Kathleen McGinn, Vicki Medvec, Tanya Menon, Dave Messick, Terry Mitchell, Don Moore, Michael Morris, Keith Murnighan, Janice Nadler, Maggie Neale, Kathy Phillips, Robin Pinkley, Ashleigh Rosette, Nancy Rothbard, Elizabeth Seerey, Marwan Sinaceur, Harris Sondak, Tom Tyler, Leaf Van Boven, Kimberly Wade-Benzoni, Laurie Weingart, and Judith White. In The Mind and Heart of the Negotiator, I use the pronoun "we" because so much of my thinking has been influenced and shaped by this set of eminent scholars.
The revision of this book would not have been possible without the dedication, organization, and editorial skills of Sean McMillan, who created the layout, organized hundreds of drafts, mastered the figures, and researched many case studies for this book.
In this book, I talk about the "power of the situation" and how strongly the environment shapes our behavior. The Kellogg School of Management is one of the most supportive, dynamic environments I have ever had the pleasure to be a part of. In particular, Dean Dipak Jain and Associate Deans Robert Magee and Robert Korajczyk have strongly supported research as well as teaching, and intellectual leadership as well as pedagogical leadership. I am particularly indebted to my wonderful visionary colleague, Jeanne Brett, who created the Dispute Resolution Research Center (DRRC) at Kellogg in 1986, and to the Hewlett Foundation for their generous support of the DRRC. Grants from the National Science Foundation's Decision Risk and Management Science program have made it possible for me to conduct several of the research studies that I discuss in this book. I am also grateful for a grant received by the Citigroup Research Council, which made possible many of the studies about learning and negotiation reviewed in this book.
This book is very much a team effort of the people I have mentioned here, whose talents are diverse, broad, and extraordinarily impressive. I am deeply indebted to my colleagues and my students, and I feel grateful that they have touched my life and this book.
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