Margaret Neale

Margaret Ann Neale is an emeritus American psychologist and taught as Adams Distinguished Professor of Management at Stanford University Business School in California .

Life

In June 1969, Neale began her university career at Northeast Louisiana University with a degree in pharmacy . She graduated with a BSP in 1972. She moved to the Medical College of Virginia where she studied Hospital Pharmacy Administration and graduated in May 1974. She moved to Virginia Commonwealth University, where she studied small group behavior and psychological therapy from 1975 to 1977. In 1977 she graduated with a master's degree.

From 1979 to 1982 Neale studied Organizational Behavior at the University of Texas and graduated in August 1982 with a Ph.D. from. The title of her doctoral thesis was "Improving Negotiator Effectiveness: A Decision Making Perspective" , her doctoral supervisor was Max H. Bazerman .

She accepted an Assistant Professor position at the University of Arizona and taught there until 1988, including her promotion to Assistant Professor in 1986.

In 1990 she took up visiting professorships at various universities, including Chulalongkorn University in Bangkok and the Kellogg Graduate School of Management . There she was appointed Associate Professor of Organization Behavior in 1988 and in 1990 the Chair of JL and Helen Kellogg Distinguished Professor of Dispute Resolution and Organizations .

In 1995 she left the Kellogg School to teach at Stanford as Professor of Organizational Behavior. From 1995 to 1999 she taught as a professor. In 1999 she was appointed to the John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution, where she taught until 2012. In 2012 she took over the Adams Distinguished Professor of Management Professorship, which she has held since then.

research

Margaret Neal's research focused primarily on negotiation theory and team performance. With her research, she extended the investigation of decision theories to the field of negotiation theory. In detail, she examined the cognitive and social processes that lead to a deviation from efficient negotiation behavior. In her research on teams, she examined aspects of the composition of teams and group processes that influenced the team's ability to process information, learn and solve problems in real and virtual teams.

According to Neales, negotiating is about solving a problem on the other side that makes you look better than if you hadn't negotiated. By redefining the negotiation from a confrontation to a problem-solving situation, Neale comes to interesting insights, which she describes in four steps:

rating: You evaluate whether it is a negotiation situation or not. Negotiations should only be entered into if the success justifies the effort. You should only continue with the preparations if you have enough information to bring viable offers and creative packages into the negotiation.
To prepare: In preparation you have to find out what you want to achieve yourself and what the negotiating partner wants to achieve. It is important not to recognize pretended reasons, but the actual reasons. According to Neales, this point is the most frequently ignored.
question: Although classical negotiation theories predict that the first negotiator will lose with an offer, one should make an offer with the knowledge gained from the preparation. This ensures that the result can be achieved comparatively close to the first offer.
Packing: The offer must not address point by point, but must include as many of the points determined as possible in a package. By dealing point by point, a subject becomes confrontational. The package solution contains elements that work together more effectively. In particular, the party with the weaker position benefits from a package solution because it can offer more advantages for other negotiating participants at the same time without losing out on the individual offsetting.

Fonts

About Margaret Neale

Margaret Ann Neale, Maggie Neale

By Margaret Ann Neale

Books

1991 Cognition and rationality in negotiation
1992 Negotiating rationally with Max H. Bazerman
2007 Affect and groups
2011 Negotiation and groups
2015 Getting (more of) what you want: how the secrets of economics and psychology can help you negotiate anything, in business and in life

Individual evidence

↑ ^a ^b ^c ^d ^e MargaretAnnNeale. The Adams Distinguished Professor of Management, Emerita. In: Standford University website. Stanford University, accessed January 15, 2020 .
↑ ^a ^b ^c ^d ^e ^f ^g ^h ⁱ ^j ^k ^l ^m ⁿ unknown: Margaret A. Neale. (PDF) Graduate School of Business. In: Standford University website. Stanford University, accessed January 15, 2020 .
↑ ^a ^b ^c ^d ^e ^f ^g ^h ⁱ ^j ^k Elizabeth MacBride: Margaret Neale: Five Steps to Better Negotiating. Winning can mean more than dollar signs. In: Stanford Gaduate School of Business website. University of Stanford, July 16, 2015, accessed March 2, 2020 .

personal data
SURNAME	Neale, Margaret
ALTERNATIVE NAMES	Neale, Margaret Ann (full name)
BRIEF DESCRIPTION	American psychologist and university professor
DATE OF BIRTH	20th century

[StanfordNeale-1] MargaretAnnNeale. The Adams Distinguished Professor of Management, Emerita. In: Standford University website. Stanford University, accessed January 15, 2020 .

[NealeCV-2] ↑ ^a ^b ^c ^d ^e ^f ^g ^h ⁱ ^j ^k ^l ^m ⁿ unknown: Margaret A. Neale. (PDF) Graduate School of Business. In: Standford University website. Stanford University, accessed January 15, 2020 .

[MacBride2015-3] ↑ ^a ^b ^c ^d ^e ^f ^g ^h ⁱ ^j ^k Elizabeth MacBride: Margaret Neale: Five Steps to Better Negotiating. Winning can mean more than dollar signs. In: Stanford Gaduate School of Business website. University of Stanford, July 16, 2015, accessed March 2, 2020 .