BazermanMoore

Summary and Critique 167
approach, your ingrained decision biases may limit your ability to follow this advice. In
this sense, the decision-analytic approach is only a first step toward helping you to become
a better decision maker in multiparty contexts. This approach cries out for additional
descriptive models that allow you as the focal negotiator to better anticipate your
own likely behaviors and those of the other party. If you or your opponent is not acting
fully rationally, what systematic departures from rationality can be predicted? How can
you better anticipate the actual behavior of your opponent, and how can you identify
and overcome barriers that might prevent you from following decision-analytic advice?
The decision-analytic approach tells us that we must consider the actual, but not necessarily
rational, decisions of the other side. A useful addition to this advice is to identify
the specific deviations from rationality that we can anticipate in our own and in other
parties’ decision making. This will be the focus of the next chapter.