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Prescriptions for improving negotiation performance, including developing alternatives to negotiated agreements or setting high aspirations, often fail to consider the inherent uncertainty in such deliberations. Across three studies, this paper demonstrates that negotiators who address this uncertainty by unpacking their positive alternatives and aspirations (e.g., the likelihood of attaining an alternative job offer from Firm #1, Firm #2, or any other firm) judge these outcomes to be more likely to occur and achieve better negotiation outcomes compared with negotiators who consider these same outcomes as a single package (e.g., the likelihood of attaining an alternative job offer from any firm). Unpacking is not uniformly beneficial: unpacking potential negative outcomes (e.g., not receiving another job offer) leads negotiators to demand less in the current negotiation and claim less value as a result.
