Unlocking better negotiation outcomes: How after-action reflections can transform supply chain performance

Editor’s note: This article draws on the authors’ research: Woelfl, K., Ketchen, D. J., & Kaufmann, L. (2024). “A Configurational Perspective on the Quality of Managers’ Counterfactual Reflections.” Journal of Management, Vol. 52, No. 2, February 2026 pp. 518–551. DOI: 10.1177/01492063241271244

In today’s high-stakes business environment, purchasing managers can’t afford to repeat the same negotiation mistakes—yet most invest heavily in preparation and neglect the learning opportunity that comes afterward. Drawing on a study of 129 purchasing and sales managers with high negotiation experience and research on counterfactual reflection, this article shows how brief, structured after-action reviews can significantly improve future negotiation deals. We identify five common reflection profiles—only one of which consistently engages in high-quality reflection—and offer tailored strategies to help supply chain leaders support more effective learning across their teams. As negotiations grow more complex and fast-paced, building reflection into the process is no longer optional—it’s a competitive advantage.

Preparation is universal; post mortems are not

In today’s fast-paced business environment, every deal counts. Purchasing and sales managers can’t afford to repeat the same negotiation mistakes. Whether renegotiating supplier terms, internal budget discussions, or finalizing a client contract, the pressure to perform is intense. Learning must be fast and cost-efficient.

Yet, while purchasing and sales managers routinely invest time and effort in preparing for their negotiations, they often overlook a unique opportunity: learning from what has just happened by reflecting on past negotiations. Purchasing managers prepare meticulously before a price conversation with a service provider. Years of practice have cemented the idea that preparation is key. Yet the power of systematic post negotiation reflection is often neglected.

In a study we conducted, only a few of 129 purchasing and sales managers told us they spent any time thinking over their process after a recent supply chain negotiation, and almost none of this minority reviewed their negotiations in a systematic way. As one manager put it,
“We prepare meticulously for the negotiation. But what we should be doing just as well, and don’t, is an after action review to go over what happened afterward.”¹

This gap is striking because after action reviews are routine elsewhere—from military operations to Olympic gymnasts’ exercises to customer service calls. Research likewise finds that critical reflection and, specifically, counterfactual reflection—mentally replaying an activity with a small “what if” change—can help negotiators improve the outcome of their next negotiation. Whether your “what if” concerns how you prepared, whom you involved, what you offered, or how you countered an offer, these mental replays are powerful tools for learning.

What the research shows

Our work points to two practical realities:

1. Reflection works, but willingness varies. Capable veterans and absolute rookies can both benefit, but individuals’ capacity to accept constructive criticism—even self criticism—depends on mindset and ability. People need to see value in the exercise before they’ll engage.
2. One size doesn’t fit all. Supervisors and team leaders can reach most negotiators if they tailor their approach to the individual’s starting point. In our study, we identified five common reflection profiles—only one of which, the Eager Improver, consistently engages in high-quality counterfactual reflection (that is, the kind that leads to learning). The other four require targeted support to unlock meaningful learning. We outline what helps in each case.

How to apply it: A five profile playbook for post-negotiation reflections to unlock continuous improvement

Based on interviews and a focus group, we identified tailored strategies supply chain leaders can use to encourage their team members to engage in meaningful reflection that unlocks learning.

1. Satisfied Achiever. This negotiator did well and may not see the point of revisiting the deal. To make reflection worthwhile, supply chain leaders should reframe it as a service to the team: What could less experienced colleagues learn from this success? Ask the Achiever to walk through the process and articulate the specific factors that enabled the deal so others can replicate them.

2. Indifferent Autopilot. These negotiators are in a groove—sometimes a rut—so both performance and motivation tend to be weaker. Two nudges help:

•   Vary the exposure. Get the Autopilot out of the usual routine and into different negotiations to spark curiosity and invite comparison.
•    Assign mentorship. Ask the person to mentor less experienced colleagues. Teaching others can lift team performance and prompt the Autopilot to examine their own process with fresh eyes.

3. Defensive Underachiever. Here, the priority is psychological safety. Avoid inflaming a bruised ego; depersonalize the review by focusing on factors that blocked goals. Frame the conversation as a joint search for causes and remedies. Simple tools—keeping a journal and mapping causes—can help separate signal from noise and correct missteps.

4. Helpless Overwhelmed. The toughest case combines the Improver’s inexperience, the Underachiever’s fragile ego, and a broad reluctance to revisit the past. Start by rebuilding agency: show that the person had more chances to succeed than they thought. Then break improvement into specific steps, with regular check ins and tailored advice. The goal is to replace helplessness with momentum.

5. Eager Improver. High in motivation and capable of causal reasoning, the Eager Improver already engages in effective, high-quality counterfactual reflection. To sustain and deepen this learning, channel their energy into structured routines—such as maintaining a negotiation journal, joining peer learning groups, or attending advanced workshops. The key is consistency: give the Improver a track to run on, and they’ll keep moving forward.

Make the habit stick: Leaders go first

Success doesn’t just depend on what you say; what you model matters. Making reflection part of your own process helps your team feel comfortable critiquing their performance. As one sales leader told us, “If I open up first, my team will open up.” Normalize a critical look back—what worked, what didn’t, why, what to try next—so it becomes part of your operating rhythm rather than a special event.

An upgrade is coming: Lowering the friction to reflect

Reflection is a staple of process improvement in many activities; for reasons that are unclear, negotiation hasn’t been one of them. That is likely to change. Two forces point the way:

• The advantages of introspection are increasingly evident.
• Generative AI can help teams draw neutral conclusions from unstructured language with far less pain than in the past. Pattern recognition across text transcripts and notes can reveal deal specific and team level insights. To unlock that potential, collect negotiation data systematically—anonymously if necessary—so there is something to analyze.

Conclusion: Build the rear view mirror into every deal

Most companies still haven’t made systematic reflection part of their negotiation practice—even though a short, systematic look back can be extremely helpful. Regardless of the tool you use, the core insight is steady: After action reviews should be part of every negotiation.

About the authors

Katja Woelfl is an assistant professor at WU Vienna University of Economics and Business in Vienna, Austria, where her research and teaching focus on supply chain management and related business disciplines. She can be reached at [email protected].

David J. Ketchen is a professor of management at Auburn University in Auburn, Alabama. His research focuses on strategic management and supply chain management, and he has published extensively in leading academic and practitioner journals. He can be reached at [email protected].

Lutz Kaufmann is professor of business negotiations and procurement at WHU – Otto Beisheim School of Management in Vallendar, Germany. His research and teaching focus on procurement and negotiation strategies. He can be reached at [email protected].

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