The range of possible things you can do away from the table without the other negotiator’s agreement. (Robert H. Mnookin, Scott R. Peppet and Andrew S. Tulumello, Beyond Winning [Belknap Press, 2004], 19)
The following items are tagged alternatives.
Adapted from “How to Negotiate When You’re (Literally) Far Apart,” by Roderick I. Swaab (professor, INSEAD) and Adam D. Galinsky (professor, Northwestern University), first published in the Negotiation newsletter, February 2007.
Growing economic globalization offers a multitude of new opportunities yet often necessitates alternatives to face-to-face meetings, such as phone calls, e-mails, videoconferences, or instant messages.
Adapted from “Should You Do Business with the Enemy?” first published in the Negotiation newsletter, March 2010.
At one time or another, most of us have faced the prospect of negotiating with a sworn enemy—whether a “greedy” sibling, an “evil” ex-spouse, or an “immoral” company. There is no right or wrong answer to the question
Adapted from “Is Your Counterpart Rational . . . Really?” by Deepak Malhotra (professor, Harvard Business School), first published in the Negotiation newsletter, March 2006.
How can you negotiate with someone who seems irrational? First, by questioning whether it is reasonable for you to judge your counterparts as irrational. As it turns out, behavior that negotiators
Adapted from “Redoing the Deal,” by Jeswald W. Salacuse (professor, Fletcher School of Law and Diplomacy, Tufts University), first published in the Negotiation newsletter, August 2005.
If you’re like many professionals in these uncertain times, you are probably spending as much time redoing old deals as you are negotiating new ones. Here are four suggestions on
Adapted from “When You’re Tempted to Deceive,” by Ann E. Tenbrunsel (professor, the University of Notre Dame) and Kristina A. Diekmann (professor, University of Utah), first published in the Negotiation newsletter, July 2007.
To ensure that you negotiate ethically, you’ll need to identify ethical dilemmas and view unethical behavior clearly. Four guidelines will help you meet
Adapted from “The Stressed-out Negotiator,” first published in the Negotiation newsletter.
Conventional wisdom, not to mention the popularity of no-haggle car buying, suggests that many people anticipate important negotiations with the same dread they reserve for root canals.
Unfortunately, stressed-out negotiators tend to be less effective than their calmer counterparts, according to research by Kathleen O’Connor of
Adapted from “Leading Horses to Water,” first published in the Negotiation newsletter.
The hardest step in negotiation is often the first. Costly lawsuits can drag on if everyone is afraid to be the first to blink. Prospective buyers and sellers can waste endless hours dancing around a possible deal. And in collective bargaining, labor and management
Adapted from “Picking the Right Frame: Make Your Best Offer Seem Better,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.
Imagine that you bought a house in 2000 for $400,000. You have just put it on the market for $499,000, with a real target of $470,000—your estimation of the house’s
Adapted from “Strategies for Overcoming E-Mail’s Weaknesses,” first published in the Negotiation newsletter.
Negotiators communicating via e-mail can easily be blinded to the medium’s pitfalls. In her research, professor Janice Nadler of Northwestern University Law School confirms that the “impoverished” nature of e-mail—its dearth of physical, social, and vocal cues—often leads to misunderstandings, ambiguous messages, and
Adapted from “Closing the Deal,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
You’ve followed the negotiation guidebooks to a T, uncovered the parties’ key interests, brainstormed creative solutions, and even developed good rapport with your counterpart. You’ve done everything right…but you still don’t have agreement.
How do you turn the other
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