An approach to negotiation that emphasizes neither assertiveness nor empathy. Avoiders shy away from conflict, and disengage in the face of explicit disagreement. (Robert H. Mnookin, Scott R. Peppet and Andrew S. Tulumello, Beyond Winning [Belknap Press, 2004], 52-53)
The following items are tagged avoiding.
Adapted from “So, You Don’t Want the Other Side to Lie,” first printed in the Negotiation newsletter, June 2004.
Whether we like it or not, negotiators often lie. Researchers have found that while most of us are generally aware of this fact, few of us are adept at detecting actual lies in negotiation.
In two
Adapted from “How the Writers Got Back to Work,” first published in the Negotiation newsletter, May 2008.
When labor talks reach a stalemate, negotiators may be able to get back on track by avoiding extreme demands, thinking carefully about the other side’s point of view, negotiating in smaller groups, and enlisting the help of a neutral
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
Adapted from “What Divides You Can Unite You,” by Susan Hackley (managing director, Program on Negotiation), first published in the Negotiation newsletter.
When we think about negotiating with people from other cultures, we tend to think globally: how might differences in nationality or race affect our bargaining outcomes? But cultural differences can also be local, existing
Adapted from “Are You Too Powerful for Your Own Good?” by Ann E. Tenbrunsel (professor, Notre Dame University), first published in the Negotiation newsletter.
Imagine that you’re a national account sales manager and are preparing to negotiate your annual raise. You have met all your sales objectives and feel that you are not only a valuable
In this free special report negotiation experts offers advice on how to turn crisis situations into collaborative negotiations. Throughout the report, you will discover how to apply the lessons of professional hostage negotiators, avoid disasters through careful planning, diffuse tensions with angry members of the public, and break through impasse with open communication.
Adapted from “Negotiating with the Green-eyed Monster,” first published in the Negotiation newsletter.
Envy can cause us to engage in deception at the bargaining table. That’s the cautionary finding of recent research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.
In one experiment, Israeli
Author: Sue Shellenbarger
It’s never easy to ask for a raise or extra perks, especially during a recession. To make matters worse, many workers have trouble negotiating a new compensation package on their own behalf. In this column, Iris Bohnet, a public policy professor and vice chair of the Program on Negotiation at Harvard Law School,
Co-authored by Pierre Pettigrew, Mark Freeman,
Robert C. Bordone, Reza Nasri, Balaji Chandramohan
In the 21st century, the power to persuade will be a more practical and useful tool for settling disputes than flexing either military or economic muscle. In this posting, Robert C. Bordone, Thaddeus R. Beal Clinical Professor of Law and Director of the Harvard
Jeswald W. Salacuse (Henry J. Baker Professor of Law; former Dean, Fletcher School of Law and Diplomacy, Tufts University; author of The Global Negotiator and Seven Secrets for Negotiating with Government)
If you think that hammering out a deal which is agreed to by all parties is the last step, think again. Now you’ve got to
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