WorldCat Identities

Bazerman, Max H.

Overview
Works: 275 works in 719 publications in 6 languages and 11,191 library holdings
Genres: Conference papers and proceedings  Periodicals  Festschriften 
Roles: Author, Editor, Contributor, Other, Author of introduction
Classifications: HD30.23, 658.403
Publication Timeline
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Most widely held works by Max H Bazerman
Judgment in managerial decision making by Max H Bazerman( Book )

106 editions published between 1986 and 2017 in 4 languages and held by 2,144 WorldCat member libraries worldwide

Decision making plays a crucial role in managerial life. But too often, our decisions are clouded by personal biases and uncertainty. This book shows readers how to identify their own biases in order to make better decisions
Blind spots : why we fail to do what's right and what to do about it by Max H Bazerman( )

23 editions published between 2011 and 2016 in 3 languages and held by 1,917 WorldCat member libraries worldwide

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In this book the authors, both leading business ethicists examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto and the downfall of Bernard Madoff, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be. Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading, the removal of ethics from the decision making process, have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions. Suggesting innovative individual and group tactics for improving human judgment, the book shows how to secure a place for ethics in workplaces, institutions, and daily lives
Negotiating rationally by Max H Bazerman( Book )

23 editions published between 1992 and 2014 in English and held by 946 WorldCat member libraries worldwide

In Negotiating Rationally, Max Bazerman and Margaret Neale explain how to avoid the pitfalls of irrationality and gain the upper hand in negotiations
Predictable surprises : the disasters you should have seen coming, and how to prevent them by Max H Bazerman( Book )

18 editions published between 2004 and 2008 in English and held by 938 WorldCat member libraries worldwide

"9/11 was preceded by a stream of warning signs in the years and months leading up to the disaster. Yet when the attacks occurred, leaders at every level were taken by surprise." "Predictable Surprises goes beyond simply assigning blame to explore why leaders so often miss or ignore impending disasters and what they can do to prevent them. Through detailed and riveting accounts of the events, missed signals, and ignored warnings leading up to 9/11, the fall of Enron, and other high-profile disasters, Bazerman and Watkins explain the cognitive, organizational, and political biases that make predictable surprises so common, and outline proactive steps leaders can take to overcome them."--Jacket
The power of noticing : what the best leaders see by Max H Bazerman( Book )

19 editions published between 2014 and 2015 in 3 languages and held by 847 WorldCat member libraries worldwide

"Imagine your advantage in negotiations, decision-making, and leadership if you could teach yourself to see, and evaluate, information that others overlook. The Power of Noticing provides the blueprint for accomplishing precisely that. Max Bazerman, an expert in the field of applied behavioral psychology, draws on three decades of research and his experience instructing Harvard Business School MBAs and corporate executives to teach you how to notice and act on information that may not be immediately obvious."--Provided by publisher
Negotiation genius : how to overcome obstacles and achieve brilliant results at the bargaining table and beyond by Deepak Malhotra( Book )

18 editions published between 2007 and 2008 in English and held by 629 WorldCat member libraries worldwide

Presents a comprehensive guide to the essential skills, strategies, techniques, and creative mindset of successful negotiation, drawing on the latest behavioral research and real-life case studies to explain how to prepare for and execute negotiations
Negotiating in organizations( Book )

14 editions published between 1983 and 1986 in English and Undetermined and held by 597 WorldCat member libraries worldwide

Hall and Quinn focus attention on an understudied topic: the significant relationship between organizations and public policy. From national associations to private foundations, organizations are the formulators, implementors, and objects of public policy. This volume recognizes the potential for improving public policy through knowledge of organizational theory
Smart money decisions : why you do what you do with money (and how to change for the better) by Max H Bazerman( Book )

5 editions published in 1999 in English and held by 384 WorldCat member libraries worldwide

Social decision making : social dilemmas, social values, and ethical judgments by Roderick M Kramer( Book )

16 editions published between 2009 and 2013 in English and held by 350 WorldCat member libraries worldwide

"This book, in honor of David Messick, is about social decisions and the role cooperation plays in social life. Noted contributors who worked with Dave over the years will discuss their work in social judgment, decision making and ethics which was so important to Dave. The book offers a unique and valuable contribution to the fields of social psychology and organizational behavior. Ethical decision making, a central focus of this volume, is highly relevant to current scholarship and research in both disciplines. The volume will be suitable for graduate level courses in organizational behavior, social psychology, business ethics, and sociology."--Publisher's website
Cognition and rationality in negotiation by Margaret Ann Neale( Book )

10 editions published in 1991 in English and held by 314 WorldCat member libraries worldwide

Environment, ethics, and behavior : the psychology of environmental valuation and degradation by Max H Bazerman( Book )

8 editions published in 1997 in English and held by 288 WorldCat member libraries worldwide

In this collection of essays, leading social, cognitive and decision psychologists offer psychological theory and contemporary environmental and ethical issues
You can't enlarge the pie : six barriers to effective government by Max H Bazerman( Book )

6 editions published in 2001 in English and held by 285 WorldCat member libraries worldwide

"But if pragmatic business leaders have adopted such non-adversarial techniques, why has government grown increasingly combative? Why do our government leaders continually make decisions and craft policies that everyone knows are imprudent? It's not because they're ignorant or corrupt, but because our leaders, like the rest of us, are trapped in careless and unproductive habits of thinking. With case studies and clear, compelling analysis based on the latest decision-making and negotiation research findings, Bazerman, Baron and Shonk dissect six flawed ways of thinking that serve as psychological barriers to effective governments."--Jacket
Research on negotiation in organizations( )

in English and held by 241 WorldCat member libraries worldwide

Negotiation genius : [how to overcome obstacles and achieve brilliant results at the rargaining table and beyond] by Deepak Malhotra( )

15 editions published between 2007 and 2015 in English and held by 156 WorldCat member libraries worldwide

From two leaders in executive eduation at Harvard Business School here are the mental habits and proven strategies you need to achieve outstanding results in any negotiation
Negotiation, decision making, and conflict management( Book )

12 editions published in 2005 in English and held by 134 WorldCat member libraries worldwide

This authoritative and comprehensive collection presents outstanding research on negotiation and conflict resolution that views negotiation as a multi-party decision making process. Negotiation and conflict resolution are conceptualised as a decision making activity, where the individual perceptions of each party and the interactive dynamics of multiple parties are critical elements
The power of experiments : decision making in a data-driven world by Michael Luca( )

5 editions published in 2020 in English and held by 76 WorldCat member libraries worldwide

"Whether or not we know it, we participate in hundreds of experiments a year. Every time you log onto Amazon, scroll through Netflix listings, or read a Facebook post, you are probably part of an experiment designed to help the platform learn more about how users interact with the site. Digital technology facilitates a culture of experimentation, which is why tech companies have been so active in experimentation. However, governments also experiment to learn more about how services can be improved. For example, in the UK, the Behavioral Insights Team sent out ten different versions of a letter to delinquent taxpayers to determine the most effective wording for getting people to actually pay. ("Nine out of ten people in the UK pay their tax on time. You are currently in the very small minority of people who have not paid us yet." proved to be the most effective.) This book explores the evolving role of experiments in corporate and government decision making. It recognizes that an experiment is simply a tool. An experiment can make us better or worse off, depending on who is running it, what their goals are, and what they mean when they say the experiment "worked." The authors of this book, both experts in behavioral science from Harvard Business School, are enthusiastic about the promise of experimental methods, while keenly aware of the potential pitfalls. Their goal is to demystify experiments, and help readers gain an appreciation of the value of experiments-whether in their own organizations, or as part of the world in which we live. Middle section of book discusses specific experiments that various tech companies have undertaken. These include experiments to reduce racial discrimination on Airbnb (and the somewhat unsatisfying decisions Airbnb made when confronted with evidence of racial discrimination on the platform), an experiment eBay ran to determine the best use of its ad dollars on Google (short version: eBay didn't need to buy an ad targeting people who searched for the word "eBay" on Google-the native search results led to an equivalent number of clicks as the paid ad), an experiment involving discounts on Alibaba, StubHub's decision to include hidden fees after previously advertising "No Hidden Fees," experiments that Uber did to test the idea of Express Pool, and the controversy surrounding an experiment that Facebook did where they exposed users to content that was either skewed more positive or more negative, and then tracked users' stated moods. By reading about prior experiments run within organizations, managers and other decision makers will learn to approach problems in their organizations with an experimental mindset. The final section of the book looks at the ways experiments can test policy interventions designed to improve educational, health, and financial outcomes"--
Arbitrator decision making : when are final offers important? by Max H Bazerman( )

9 editions published between 1983 and 2015 in English and Undetermined and held by 75 WorldCat member libraries worldwide

Central to understanding the effect of arbitration schemes on the process of collective bargaining is understanding the process by which arbitrators make decisions. A model of arbitrator behavior inconventional arbitration is developed that allows the arbitration award to be a function of both the offers of the parties and the(exogenous) facts of the case. The weight that the arbitrator puts on the facts relative to the offers is hypothesized to be a function of the quality of the offers as measured by the difference between the offers. Two special cases of this model are derived: 1) the arbitrator bases the award strictly on the offers of the parties(split-the-difference) and 2) the arbitrator bases the award strictly on the facts of the case.The model is implemented empirically using data gathered from practicing arbitrators regarding their decisions in twenty-five hypothetical cases. These data have the advantage that they allow causal inference regarding the effect on the arbitration award of the facts relative to the offers. On the basis of the estimates, both of the special case models are strongly rejected. The arbitration awards are found to be influenced by both the offers of the parties and the facts of the case. In addition, the weight put on the facts of the case relative to the offers is found to vary significantly with the quality of the offers. When the offers are of low quality (far apart)the arbitrator weights the facts more heavily and the offers less heavily.These results suggest that the naive split-the difference view of arbitrator behavior, which is the basis of the critique of conventional arbitration that has led to the adoption of final-offer arbitration, is no correct in its extreme view. On the other hand,the awards are affected by the offers so that the parties can manipulate the outcome to some extent by manipulating their offers. However, the scope for this sort of influence is limited by the finding that the offers are weighted less heavily as their quality deteriorates
Divergent expectations as a cause of disagreement in bargaining : evidence from a comparison of arbitration schemes by Max H Bazerman( )

11 editions published between 1987 and 1989 in English and held by 70 WorldCat member libraries worldwide

One prominent explanation for disagreement in bargaining is that the parties have divergent and relatively optimistic expectations regarding the ultimate outcome if they fail to agree. The fact that settlement rates are much higher where final-offer arbitration is the dispute settlement procedure than where conventional arbitration is the dispute settlement procedure is used as the basis of a test of the role of divergent expectations in causing disagreement in negotiations. Calculations of identical-expectations contract zones using existing estimates of models of arbitrator behavior yield larger identical-expectations contract zones in conventional arbitration than in final-offer arbitration. This evidence clearly suggests that divergent expectations alone are not an adequate explanation of disagreement in labor-management negotiations. A number of alternative explanations for disagreement are suggested and evaluated
The power of noticing : what the best leaders see by Max H Bazerman( Recording )

5 editions published in 2014 in English and held by 55 WorldCat member libraries worldwide

Using many of the same case studies and thought experiments designed in his executive MBA classes, Bazerman challenges listeners to explore their cognitive blind spots, identify any salient details they are programmed to miss, and then take steps to ensure it won't happen again
The general basis of arbitrator behavior : an empirical analysis of conventional and final-offer arbitration by Henry S Farber( )

10 editions published in 1984 in English and held by 53 WorldCat member libraries worldwide

A general model of arbitrator behavior in conventional and final-offer arbitration is developed that is based on an underlying notion of an appropriate award in a particular case. This appropriate award is defined as a function of the facts of the case independently of the offers of the parties. In conventional arbitration the arbitration award is argued to be a function of both the offers of the parties and the appropriate award. The weight that the arbitrator puts on the appropriate award relative to the offers is hypothesized to be a function of the quality of the offers as measured by the difference between the offers. In final-offer arbitration itis argued that the arbitrator chooses the offer that is closest to the appropriate award. The model is implemented empirically using data gathered from practicing arbitrators regarding their decisions in twenty-five hypothetical cases. The estimates of the general model strongly support the characterizations of arbitrator behavior in the two schemes. No substantial differences were found in the determination of the appropriate award implicit in the conventional arbitration decisions and the determination of the appropriate award implicitin the final-offer decisions
 
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Audience Level
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  Kids General Special  
Audience level: 0.42 (from 0.22 for Blind spot ... to 0.68 for Negotiatio ...)

Blind spots : why we fail to do what's right and what to do about it
Covers
Blind spots : why we fail to do what's right and what to do about itNegotiating rationallyPredictable surprises : the disasters you should have seen coming, and how to prevent themNegotiation genius : how to overcome obstacles and achieve brilliant results at the bargaining table and beyondSmart money decisions : why you do what you do with money (and how to change for the better)Social decision making : social dilemmas, social values, and ethical judgmentsEnvironment, ethics, and behavior : the psychology of environmental valuation and degradationYou can't enlarge the pie : six barriers to effective government
Alternative Names
Bazerman, M. H.

Bazerman, M. H. 1955-

Bazerman, Max.

Bazerman, Max 1955-

Bazerman, Max Hal 1955-

Max H. Bazerman docente di economia aziendale

Max H. Bazerman Negotiation theorist and teacher

베이저만, 맥스 1955-

베이저만, 맥스 H. 1955-

베이저먼, 막스 H. 1955-

베이저먼, 맥스 1955-

베저먼, 막스 H. 1955-

ベイザーマン, マックス

ベイザーマン, マックス 1955-

ベイザーマン, マックス H

ベイザーマン, マックス H 1955-

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