building trust

From Trust in Negotiations: Trust may develop naturally over time, but negotiators rarely have the luxury of letting nature take its course. Thus it sometimes seems easiest to play it safe with cautious deals involving few tradeoffs, few concessions, and little information sharing between parties. But avoiding risk can mean missing out on significant opportunities. For this reason, fostering trust on the fly is a critical skill for managers. As Kristen knew, the first step to inspiring trust is to demonstrate trustworthiness. All negotiators can apply the six strategies that follow to influence others’ perceptions of their trustworthiness at the bargaining table.

The following items are tagged building trust.

Speaking the Same Language

Posted by & filed under Negotiation Skills.

Negotiators can find themselves talking past each other for hours, even days. Then suddenly something happens – a breakthrough. The parties begin conversing on a different plane, one that reveals solutions to problems that had seemed intractable.

Avoid conflict and broken trust

Posted by & filed under Conflict Resolution.

While negotiations are inherently risky, there are proven ways to reduce risk and improve your odds of success. To do so, you must focus on the very basis of your relationship with the other party: trust.

Think about a time when you lost trust in a fellow negotiator. Did you try to renegotiate the terms of

Six Strategies for Building Trust in Negotiations

Posted by & filed under Daily, Negotiation Skills.

“Risky Business: Trust in Negotiations”
by Deepak Malhotra (Professor of Business Administration, Harvard Business School)
Originally published in the Negotiation newsletter, Volume 7, No 2 (February 2004)

Developing trust in negotiations can be a challenging task, especially in high-stakes, high stress conditions, as when dealing with strangers, facing deadlines, or coping with differences in power and status.

Patrick Field

Posted by & filed under Greater Boston PON Network.

Patrick Field is Managing Director at the Consensus Building Institute (CBI), Associate Director of the MIT-Harvard Public Disputes Program, and Senior Fellow at the University of Montana Center for Natural Resources and Environmental Policy. As one of the country’s most experienced group facilitators, Mr. Field has helped thousands of stakeholders reach agreement on organizational mergers,

Avoid the Green-eyed Monster

Posted by & filed under Conflict Management, Conflict Resolution, Daily.

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 research by Simone Moran of Ben-Gurion University in Israel and Maurice E. Schweitzer of the Wharton School at the University of Pennsylvania.

Why might negotiators be more