Adapted from “Threat Response at the Bargaining Table,” first published in the Negotiation newsletter.

Consider how you would respond to threats and ultimatums such as these during a negotiation:
• “If you try to back out, you’ll never work in this industry again.”
• “Give us what we want, or we’ll see you in court.”
• “That’s our final

Adapted from “Faultlines in Group Negotiation,”  first published in the Negotiation newsletter.

Group negotiations are a fact of managerial life, yet the outcomes of teamwork are highly unpredictable. Sometimes groups cohere, reaching novel solutions to nagging problems, and sometimes infighting causes them to collapse. How can you predict when conflict will emerge in groups, and what

Adapted from “Make Your Weak Position Strong,” by Deepak Malhotra (professor, Harvard Business School), first published in the Negotiation newsletter.

A common complaint among managers and executives who attend negotiation courses and seminars is that they don’t learn enough about negotiating from a position of weakness. What can you do when you have a weak BATNA,

Adapted from “How Much Should You Trust?” by Iris Bohnet (professor, Harvard Kennedy School) and Stephan Meier (professor, Columbia Business School), first published in the Negotiation newsletter.

What’s the best way to cope with a fellow negotiator who has betrayed your trust? Ignoring the problem is rarely the best solution.

When you distrust someone, you’re forced to