Conflict Resolution and Opportunities for Mutual Gains in Negotiation: Key Concepts from Getting to Yes

By on / Conflict Resolution

Poor communication explains many of our negotiation mistakes, write Roger Fisher, William Ury, and Bruce Patton in Getting to Yes, their landmark book. Here are four negotiation skills tips adapted from Susan Hackley’s May 2005 article “Can You Break the Cycle of Bad Communication?,” first published in Negotiation. … Read More 

In the NFL, Roger Goodell’s Dealmaking for Mutual Gains

By on / Dealmaking

Because an agent’s incentives are rarely, if ever, perfectly aligned with those of her principal (principal-agent theory), many business negotiators have been burned by agents who put their own interests first. Agents in many fields, for example, have a motivation to close deals quickly – rather than for the best price – and earn quick … Read More 

Negotiating for Continuous Improvement: Monitor and Assess Your Negotiation Skills

By on / Negotiation Skills

Many organizations subject their executives to rigorous performance reviews, yet few companies include negotiation effectiveness as one of the core competencies they track. Instead, negotiation is usually subsumed under categories such as “emotional intelligence,” or “persuasiveness.” The negotiator-related questions posed in most “36-degree assessments” don’t measure the right skills and abilities, such as preparation. When … Read More 

Uncovering Bias and Generating Mutual Gains: Google, Women, and Negotiation

By on / Women and Negotiation

The persistence of the so-called “glass ceiling” and salary gap between men and women is often chalked up to the fact that men historically have been more assertive about negotiating for higher salaries, promotions, and other contributors to career success. The fear that they will be viewed as unlikeable and consequently discriminated against for negotiating … Read More 

The Importance of Sincerity

By on / Conflict Management

Most of us have had the experience of delivering an apology that fell on deaf ears. When apologies fail to achieve their aims, poor delivery is usually to blame. In particular, if the recipient thinks your apology is less than sincere, she is unlikely to forgive you. … Read More 

When and Why Do Negotiators Cave In?

By on / Dealmaking

When you expect an opponent to be competitive, your confidence in the outcomes you can achieve is likely to plummet. In research with Adam Galinsky of Northwestern’s Kellogg School of Management, negotiators were provided with some background about their opponent including background information on how competitive their opponent has been in previous negotiations. This information … Read More