We deduced that the internal organizational negotiation processes would be favoring the cooperative style to secure more successful outcomes, and positive results. To explore this idea, we conducted a qualitative methodology research, on 64 professionals, working in different industrial sectors, over a period of six months. This lead to a number of conclusions, among which the most important is a positive relation between negotiation knowledge increase and cooperation in negotiation. These results lead to new questions which took us inside the organization. We conducted an analysis of the reciprocal impact of the newly trained staff and of their organizations, for another nine months. Results show a continuation of training impact, behavioral increase towards cooperative attitudes, but most importantly that organization in order to capitalize on training value and capture on the organizational learning needed to conceive and treat negotiation as a process and not as a soft skill. This book is a deep analysis of individual psychological battle leading to a visible negotiation behavior. It should enable managers and organizations to better understand and deploy their human capital.