The authors note that negotiations can make or break a company, but that employees charged with that important responsibility are frequently poorly trained at too high a cost. Authors Movius (Darden School of Business; negotiations, Harvard Law School) and Susskind (urban and environmental planning, MIT; and negotiations, Harvard Law School) suggest a more inclusive approach to negotiations: that companies should align their organizational structures, processes, and culture with their negotiation goals. They offer a three-phase model that includes assessment of current negotiation performance, aligning incentives and supporting goals, and the establishment of measurement techniques and systems to encourage continued learning. Annotation ©2009 Book News, Inc., Portland, OR (booknews.com)