A large body of research suggests that many high-stakes decisions made by powerful organizational actors are plagued by overconfidence (Hayward & Hanbrick, 1997; Zajac & Bazerman, 1991). Extant research on power has demonstrated that the sense of power has wide-ranging psychological consequences...

We explored the relationship between counterfactual thinking and the construction of integrative negotiation agreements. Building on past research demonstrating that counterfactual mind-sets promote a structured imagination (Kray, Galinsky, & Wong, 2006), we hypothesized that priming a...