TEAM NEGOTIATION - AN EXAMINATION OF INTEGRATIVE AND DISTRIBUTIVE BARGAINING

Two experiments compared the effectiveness of team and solo negotiator s in integrative and distributive bargaining. When at least 1 party to a negotiation was a team, joint profit increased. Teams, more than so bs, developed mutually beneficial trade-offs among issues and discover ed compatible interests. The presence of at least 1 team increased inf ormation exchange and accuracy injudgments about the other party's int erests in comparison with solo negotiations. The belief by both teams and solos that teams have a relative advantage over solo opponents was not supported by actual outcomes. Unexpectedly, neither private meeti ngs nor friendships among team members improved the team's advantage. Teams of friends made less accurate judgments and reached fewer integr ative agreements compared to teams of nonfriends.