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Very few studies have investigated what actually goes on face‐to‐face during a negotiation. Two reasons account for this lack of published research. Firstly, real negotiators are understandably reluctant to let a researcher watch them at work. Such research requires the consent of both negotiating parties and constitutes a constraint on a delicate situation. The second reason for the poverty of research in this area is lack of methodology. Until recently there were few techniques available which allowed an observer to collect data on the behaviour of negotiators without the use of cumbersome and unacceptable methods such as questionnaires.

A. Introduction 1. Resumé In our first article we presented a case for using behaviour analysis as a method of differentiating between successful and average negotiators. Our findings about the successful negotiator's behaviour during a negotiation are summarised below.

background OVER THE LAST FIVE YEARS, SPENT IN EITHER INDUSTRIAL research or training, I have tried to find a low‐risk training method which relates the individual to his primary industrial group. The search inevitably led me to the various types of sensitivity training, all of which were distasteful (I can find no other word), because of the amount of deeply personal analysis that took place and its effects on certain people.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This article on the effective negotiator is based on a series of intensive training ventures in negotiation over the last three and a half years, which are the culmination of a process beginning in 1972 with Neil Rackham's experiences in Controlled Pace Negotiation exercises. We have now trained negotiators in a dozen countries, especially in the last three years. Most of this training has been in the area of contract negotiating, although we have also run some specific in‐company industrial relations programmes. Some evaluation of this training is now available and will be discussed briefly at the end of this article, after we have outlined our approach.

In order to understand the phenomenon of marriage it is necessary to view it as a developing social relationship between two human beings which is subject to forces from without (societal) and forces from within (psychological). We can examine these forces later; but, for the time being, it is fundamental to any study of this kind to be clear as to what the basic conceptual approaches are.

Algermissen, Virginia, Penny Billings, Sandra Grace, Barbara Guidry, and John Blair. “Subminute Telefacsimile for ILL Document Delivery.” Information Technology and Libraries, I (Sept., 1982), 274–5.

WHEN these words will be read, those who do so will know the worst—and the best—that the Chancellor of the Exchequer has done to them. We, not having a crystal ball, nor much faith in such, are thereby handicapped for we must write only days before the speech is given.