The Conflict Prevention and Resolution Institute (CPR) selected the Harvard Negotiation and Mediation Clinical Program (HNMCP) to be the recipient of its 2010 Problem Solving in the Law School Curriculum Award at its annual awards banquet on January 11, 2011 at the New York offices of Fulbright & Jaworski LLP. The clinic’s director and founder,
alternatives
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.
The Right Time to Negotiate
Adapted from “Telling Time in Different Cultures,” first published in the Negotiation newsletter.
Despite the bloody conflicts in the Middle East, people of goodwill from both Arab and Western nations earnestly seek to collaborate in diplomatic and business transactions. An article by Ilai Alon of Tel Aviv University and Jeanne Brett of Northwestern, however, cautions that
Negotiating Next Year’s Football Season
Associated Press
The NFL is negotiating with the players’ union to accept a new labor agreement that would include an 18-game season in 2011. The NFL’s lead negotiator said talks are focused on the extended season, economics, the rookie salary system and free-agency rules. With the current agreement expiring in March, both sides acknowledge their responsibility
The Regretful Negotiator
Adapted from “Second Thoughts,” first published in the Negotiation newsletter.
“Of all sad words of tongue or pen,” wrote the poet John Greenleaf Whittier, “the saddest are these: ‘It might have been.’” Many negotiators would second that sentiment. Regret can be a powerful emotion when a deal slips through our fingers or when we kick ourselves
Professor Robert Mnookin Discusses Apple and the Beatles in the NY Times
PON Chair Robert Mnookin was interviewed by the NYTimes Dealbook about the recent deal made allowing iTunes to sell music by the Beatles.
“Professor Mnookin noted that he often tells his students, ‘Before you go into any negotiation, any party should ask, what are my interests, what do I care about, and what are my alternatives
When Compromise Fails
Adapted from “The Dangers of Compromise,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.
In July 2000, Arthur Levitt, then chairman of the U.S. Securities and Exchange Commission (SEC), held hearings on the question of auditor independence. Believing that auditors’ close ties to their clients posed a conflict of interest
Consult Your “Inner Outsider”
Adapted from “Taking an Outside View,” first published in the Negotiation newsletter.
Cognitive biases such as overconfidence affect even smart and highly educated negotiators. Unfortunately, awareness of our biases is not enough to prevent their having a negative impact on our next negotiation.
Why is it so hard to keep our biases in check? Researchers Dan Lovallo
Jeswald Salacuse Article Published in Tufts Magazine
Jeswald Salacuse published a column in the Summer 2010 issue of Tufts Magazine.
His article suggests that weaker parties can:
Build relationships with third parties
Develop alternatives
Use linkage
Take initiative
Divide and conquer
To read Professor Salacuse’s full article, entitled The Lion and the Lamb: Do the Strong Always Devour the Weak, click here.
Deal with Last-Minute Demands
Adapted from “When They Slice the Deal Too Thin,” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Suppose that, after months of negotiation, you reach a detailed agreement with a customer and shake hands. A week later, the customer’s procurement officer calls to tell you that there have to be some
Set Yourself Up for Success
Adapted from “Do a 3-D Audit of Barriers to Agreement,” by James K. Sebenius (professor, Harvard Business School), first published in the Negotiation newsletter.
When talks stall, it’s tempting to jump to conclusions: “They’re being unreasonable.” “We’re not communicating well.” “We’re in a weak position.” Sometimes, however, setup barriers are to blame—that is, you don’t have
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