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 “When Tough Talk Is Beside the Point,” by Hal Movius (instructor, The Program on Technology Negotiation, Program on Negotiation, Harvard Law School), first published in the Negotiation newsletter.
Most of us intuitively believe that personality traits such as toughness matter a great deal in negotiation. Yet studies by Bruce Barry and Raymond Friedman of
The Clearinghouse at PON offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Software Return is a two-party negotiation between a customer and a returns clerk about the return of a defective software package.
Scenario: The complaints clerk in a retail software store sees a customer approaching, carrying a software package
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Dear Negotiation Coach: What do I do when I have no BATNA
In all types of negotiations and across all phases of the process, people can sometimes misrepresent or fail to tell the truth. Individual negotiators lie with the hope of improving their own outcomes. When negotiating his salary with the Cranbury, N.J.–based pharmaceutical marketing firm Carter-Wallace in 1997, Robert Bonczek misrepresented his prior title and salary at DuPont. Once Carter-Wallace detected the deception, it withdrew its offer. Sometimes entire teams of negotiators lie [or was this just a bluff?]. In the union-management negotiations between the United Autoworkers Union (UAW) and Textron that began in 1994, Textron’s management team misrepresented its intention of hiring nonunion workers. As a result, the UAW agreed to a contract that it later regretted accepting.
Adapted from an article first published in “Negotiation Newsletter”.
Sometimes negotiators get off on the wrong foot. Maybe you and your partner had different understanding of your meeting time, or one of you makes a statement that the other misinterprets. Such awkward moves at the beginning of an interaction can lead one party to question the
Think about what your house, condominium, or some other valuable asset might be worth in today’s market. Did the price you paid for it affect your answer?
“Ignore sunk costs,” accounting professors and economists tell us. The amount of money and effort we’ve invested in the past, they say, is irrelevant to our future investments.
An approach used to find creative ways to satisfy as many shared and differing interests as possible. The approach is characterized by exploring options without commitments (or threats), using interests and standards of legitimacy to explore ways to create and distribute value, and the parties’ avoiding becoming a voice of authority. Also see “problem-solving approach.”
Common psychological barriers lead us to overvalue our possessions. That can be a problem when it’s time to get rid of them. Some possessions truly are priceless—we wouldn’t part with them for any amount of money. Others are virtually priceless, or “pseudosacred,” according to Harvard Business School professor Max Bazerman. We might claim that these
Conventional wisdom suggests that team conflicts be resolved by focusing on the task at hand and avoiding interpersonal relationship issues. However, Amy Edmonson of Harvard Business School and Diana McLain Smith of The Monitor Group argue that this approach only works with issues that are “cool” because they can be resolved using objective means.
On the
Playing for high stakes — in politics, business or everyday life — demands “breakthrough” negotiation, according to Michael Watkins, professor at the Harvard Business School, and Susan Rosegrant of the Kennedy School of Government at Harvard University. Their new book, Breakthrough International Negotiation: How Great Negotiators Transformed The World’s Toughest Post-Cold War Conflicts (San Francisco:
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