Getting more out of analogical training in negotiations
Subtitle: learning core principles for creating value
By: Simone Moran, Yoella Berby-Meyer, Max Bazerman
Contributors: Bereby-Meyer, Yoella; Bazerman, Max H.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 05-038; Working paper (Harvard Business School. Division of Research) -- 05-038
Publisher: Division of Research, Harvard Business School
Published: 2004
Place of publication: Boston
Language: eng
Number of pages: 70
Description: The present research adapts analogical training to teach negotiators broad thought processes for creating value. Recently, specific analogical training, wherein negotiators draw analogies between different cases involving the same strategy, was shown to be effective for learning and transferring specific value-creating strategies. The current results suggest that such specific learning may have limited generalizability to other value-creating strategies. The current results suggest that such specific learning may have limited generalizability to other value-creating processes. Diverse analogical training, wherein negotiators compare several different value-creating strategies, was shown to be more effective for learning underlying value-creating principles. This method facilitated transfer to a very distinctive task and improved performance on a variety of value-creating strategies, including some never previously encountered. The improved performance was also accompanied by a deeper understanding of the potential to create value.
Notes: "November 13, 2004"--Added t.p.

Includes bibliographical references.