Advice: don't embarrass your bargaining partner by forcing him or her to make all the concessions.

It is always amazing to see how wide a spectrum of results can be obtained from replicating an identical negotiation with different principal actors; it makes no difference whether there subjects are inexperienced or whether they are senior executives and young presidents of business firms. That is an important lesson to be learned here.

The need is not for the creation of new analytical techniques specially designed for the negotiation process, but rather for the creative use of analytical thinking that exploits existing techniques.

Most people, even in simple risky situations, don't behave the way the theory of utility would have them behave.

It's easy, of course, for two teams to collude, but somewhat more difficult for twenty-eight

Game theory, however, deals only with the way in which ultrasmart, all knowing people should behave in competitive situations, and has little to say to Mr. X as he confronts the morass of his problem.

A final word of advice: don't gloat about how well you have done.