A core leadership and management skill is the ability to negotiate effectively in a wide range of business contexts, including deal-making, employment discussions, corporate team building, labor/management talks, contracts, and handling disputes. view post archive »
Conflict management is the long-term management of disputes and conflicts, which may or may not lead to resolution. Long-term intractable international conflicts need to be managed, for example, even when there is no prospect of resolution. view post archive »
Conflict resolution is the process of resolving a dispute or a conflict by meeting at least some of each side’s needs and addressing their interests. Knowing how to manage and resolve conflict is essential for having a productive work life, and it is important for community and family life as well. Conflict resolution, or dispute resolution to use another common term, is a relatively new field, emerging after World War II. Scholars from the Program on Negotiation were leaders in establishing the field. view post archive »
In examining crisis negotiation, such as the Exxon Valdez oil spill and the shutdown of Three Mile Island, analysts discovered that even the most experienced executives have difficulty resolving a situation that feels like a hostage negotiation. These lessons, taken from crisis situations and hostage negotiators’ techniques, can help in a variety of negotiation conditions. view post archive »
Dispute Resolution generally refers to one of several different processes used to resolve disputes between parties, including negotiation, mediation, arbitration, collaborative law, and litigation. Dispute resolution is the process of resolving a dispute or a conflict by meeting at least some of each side’s needs and addressing their interests. Dispute resolution, or conflict resolution to use another common term, is a relatively new field, emerging after World War II. Scholars from the Program on Negotiation were leaders in establishing the field. view post archive »
Negotiating abroad requires the ability to meet special challenges and deal with the unknown. Even those experienced in cross-cultural communication can sometimes work against their own best interests during international business negotiations. Skilled negotiators know how to analyze each situation, set up negotiations in ways that are advantageous for their side, cope with cultural differences, deal with foreign bureaucracies, and manage the negotiation process to reach a deal. view post archive »
Mediation is a process of third-party involvement in a dispute. A mediator cannot impose an outcome but rather assists the disputing parties in reaching their own agreement. Mediation can be used in a wide range of disputes, including labor disputes, public policy disputes, disagreements among nations, family disputes, and neighborhood and community quarrels. view post archive »
Facilitation techniques can increase productivity in group negotiations. Discover how an outside facilitator or a facilitation course can help your group structure an agenda, then set and enforce consensus-building ground rules. view post archive »
Negotiation is the process of discussion between two or more disputants, who seek to find a solution to a common problem, one that meets their needs and interests acceptably. Learning to be a skilled negotiator can help you make deals, solve problems, manage conflict, and preserve relationships. Negotiation strategies, techniques and tips can be found in our Negotiation Newsletter and skills are taught in our Executive Education programs and graduate programs. view post archive »
Communicating effectively with family, friends, neighbors, and co-workers typically requires good negotiation skills, including the ability to inquire respectfully, listen actively, manage emotion, evaluate alternatives and options, express views clearly, and engage in a way that protects the relationship. view post archive »
|
|
|
|
|
Preparing for Negotiation |
||||
|
Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School. Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School. |
||||
Business Negotiations (172)
Conflict Management (29)Conflict Resolution (53)Crisis Negotiations (18)Dispute Resolution (30)Mediation (32)Meeting Facilitation (12)Negotiation Skills (234)
Copyright © 2008 - 2012
The President and Fellows of Harvard College.
Privacy Policy | Harvard Law School
RSS Feed (what is this?)
