• The View from the Other Side of the Table: Getting inside your counterpart’s head can increase the value of the deal you walk away with. Here’s how to do it
• Is your Counterpart Irrational…Really? Misjudging others as irrational can lead you to make costly strategic errors
• How Much Should You Trust? The right amount of trust at the right time has a strategic payoff for negotiators
• All in the Family: Managing Business Disputes with Relatives. Even in the smoothest-running family businesses, issues such as succession and inheritance create conflicts. Here’s how to resolve disputes with minimum wear and tear on relationships
• Research Summaries: Second Thoughts; Too Tired to Cooperate?

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• Negotiating with a 900-Pound Gorilla: Faced with taking the other side’s offer or being squeezed out of the market? Here’s how to expand your options
• Three Keys to Navigating Multiparty Negotiations: Group negotiations offer many opportunities to create value – if you can manage their greater complexity
• Do a 3-D Audit of Barriers to Agreement: How to tailor your approach to the barriers that stand between you and the deal you want
• Contracts 101: What Every Negotiator Should Know About Contract and Agency Law. Some legal details can’t be left to the lawyers to work out after the fact
• Research Summaries: Are We in Competition? Hurry Up and Wait

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• Create Accountability, Improve Negotiations: The need to justify negotiation decisions can boost results
• Beyond Blame: Choosing a Mediator. It’s all too easy to resort to finger pointing when a deal goes sour. With the help of a mediator, both sides can move forward
• Leveraging Emotion in Negotiation: When negotiations run high, outcomes can suffer. Here’s how to channel emotion – both your own and your counterpart’s – effectively
• The Fine Art of Making Concessions: A concession unrecognized is a concession wasted. To encourage trust and reciprocation, make concessions “strategically”
• Research Summaries: Predicting Your Response to Conflict; Are You Listening to Me?

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• Negotiators LieHere’s how to defuse deception at the negotiating table
• Beware Your Counterpart’s Biases: Your counterpart’s judgment biases may be clouding his thinking – and compromising your outcomes. Learn to identify and neutralize biases across the table
• Matching Rights: A Boon to Both Sides. Including matching rights in an agreement can be a classic win-win move. Here’s how
• When the Only Constant is Change: To craft and execute strategy in a volatile negotiation, take a page from the Marine Corps’ manual
• Research Summaries: Does Lawsuit Mediation Really Work? Why You Should Make More than One Offer

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• The Deal is Done – Now What? How to turn paper agreements into durable relationships
• Status Anxiety: Don’t let status concerns get in the way of sound decision making at the bargaining table
• Negotiating with Regulators: Securing licenses and permits can be daunting. Here’s how to improve your odds of success
• When Does Gender Matter in Negotiation? Anticipating when gender may work to your advantage – or disadvantage – can help you negotiate more effectively
• Research Summaries: Faultlines in Group Negotiation; Fickle Intuition

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• When Good People (Seem to) Negotiate in Bad Faith: Here’s a way out of mistrust and into mutual agreement
• When You’re Stuck in the Middle: For bystanders who don’t want to engage directly in conflict, the role of “third side” provides an alternative
• Hands Off! Negotiating Exclusivity: How to protect your deal against unwanted interference
• Want to Pull Ahead of the Competition? When everyone is selling what you’ve got or bidding on what you want, build your bargaining endowment
• Research Summaries: Rapport Comes First; Specific vs. Abstract Negotiation Training

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• Are you Too Powerful for Your Own Good? The first of two articles in this issue about the hidden liabilities of power
• When You Hold All the Cards: Having more power than your counterpart doesn’t mean the courts will let you squeeze every last penny out of the deal
• Have You Negotiated How You’ll Negotiate? Choose the right process to craft deals that last
• Putting Negotiation Training to Work: Five ways to translate theory into practice
• Research Summaries: Taking ADR TOO Far; Justifying Selfishness

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• Redoing the Deal: Regenerating an agreement is different from hammering it out from scratch. Your tactics should change accordingly
• Borrowing from Baseball: The Surprising Benefits of Final-Offer Arbitration. It’s a satisfying paradox; agreeing to final-offer arbitration boosts the likelihood of a negotiated resolution – and actually decreases the chances that you’ll need to hire an arbitrator
• How to Say What Matters Most: It’s tempting to avoid conflict. Yet to get what they need, managers must sometimes engage in difficult conversations
• Full Engagement: Learning the Most from Negotiation Simulations. How to acquire real negotiating skills – without risking real consequences
• Research Summaries: Metaphorical Negotiation. Getting Off on the Wrong Foot

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• Make your Weak Position Strong: How to increase your bargaining power when it appears hopelessly weak
• What Divides You May Unite You: It’s Paradoxical but True. Focusing on differences is a potent source of joins gains
• Did You give at the Office? Leveraging the Power of Reciprocity. Here’s how to deliver an act of generosity that will inspire gifts in kind
• Keep It Out of Court: Resolving Differences In-House. Business disputes are inevitable. But going to court is costly and can ruin relationships. Use a robust dispute system instead
• Research Summaries: Making Sense of the Unknown. How High Should You Aim?

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• Negotiating Under the Influence: Emotional hangovers – strong feelings unrelated to the negotiation itself – can distort your judgment and lead to bad decisions
• Set Off a Chain Reaction: Artful sequencing in negotiation means lining up deals so that each agreement increases the odds of nailing down the next
• Do You Know How Much You Really Care? When facing difficult decisions, don’t rely on intuition. Here’s how to calculate the real value of the options on the table
• When Culture Counts – and When it Doesn’t: Sure, cultural differences exist. But too close a focus on them can make you lose sight of your counterpart’s individuality – and lessen your effectiveness in the negotiation
• Research Summaries: Promote the Positive or Minimize the Negative? I Know Exactly How You Feel

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