Q&A with Professor Susskind, MIT’s Ford Professor of Urban and Environmental Planning, and Vice Chair of the Program on Negotiation at Harvard Law School
Q: You’ve taught for years about overcoming organizational obstacles. What are the most common roadblocks to effective negotiations?
Typically, obstacles occur at all four stages of the negotiation process. First is the preparation
Workplace disputes are inevitable. Employees air grievances, consumers file lawsuits, and strategic partners threaten to fire you and hire your competitor. All too often, such conflicts end up in the courts. In addition to consuming incredible amounts of time and energy, lawsuits often ruin long-standing relationships with suppliers, customers, and shareholders.
Increasingly, organizations are applying the
While negotiations are inherently risky, there are proven ways to reduce risk and improve your odds of success. To do so, you must focus on the very basis of your relationship with the other party: trust.
Think about a time when you lost trust in a fellow negotiator. Did you try to renegotiate the terms of
“Negotiation as the Art of Interaction”
A workshop with
Professor Alisher Faizullaev
Visiting Fulbright Scholar, Tufts University
When: Friday, December 9
Time: 12:00 — 1:30 p.m.
Where: Pound Hall, Room 334, Harvard Law School Campus
Please bring your lunch. Drinks and desserts provided.
No negotiation happens without interaction between negotiators, but there are many concepts, ways and forms of organizing and executing interaction.
The Program on Negotiation Film Series recently screened The Interrupters, a documentary film that follows three “violence interrupters” as they work to prevent violence in Chicago’s neighborhoods. The interrupters are outreach workers who were once notorious for their past gang-related experience, but who now work for an organization called CeaseFire, an initiative of the Chicago
Social comparisons are a critical factor in guiding negotiator satisfaction, Maurice E. Schweitzer of the University of Pennsylvania and Yale psychologist Nathan Novemsky have found in their research. Not only do negotiators compare their profit from a deal with the profit they imagine their counterpart earned, but they also compare their profit with the profits
It’s often the case that when two people or organizations try to resolve a dispute by determining who is right, they get stuck. That’s why so many disputes end up in court.
There is a better way to resolve your dispute: by hiring an expert mediator who focuses not on rights but on interests—the needs, desires,
The Program on Negotiation Film Series recently screened “World Peace and Other 4th-Grade Achievements,” a documentary film that follows John Hunter, a public school teacher in Virginia, and his class of fourth graders as they play a highly interactive game called the “World Peace Game.“ Hunter invented this game to teach principles of peace and
In negotiation, the time, energy, and resources that you devote to reaching agreement can suggest that you’re desperate for a deal—any deal. The greater your investment in the negotiation, the less credible the threat of walking away becomes.
In such instances, one way to make this threat more credible is to find someone else to take
Max H. Bazerman (Program on Negotiation Executive Committee member and professor at the Harvard Business School) recently was quoted in an op-ed in The New York Times entitled, “Let’s All Feel Superior.”
In this piece, columnist David Brooks explains how some people have difficulty processing horrific events. Our natural tendencies to self-deceive come into play and