An agreement, demand, offer, or promise by one or more parties, and any formalization of that agreement. Commitment is commonly signaled by words such as, ÒI will offer,Ó I demand,Ó ÒWe agree,Ó or ÒI promise not toÉÓ Commitments can occur at any point in a negotiation and encompass anything from a minor procedural point (for example, a shared understanding of an agenda) to final and complete agreement, and anything in between (agreement to meet again; agreement on some terms, but not all). (Michael L. Moffitt and Robert C. Bordone, eds., Handbook of Dispute Resolution [Program on Negotiation/Jossey-Bass, 2005], 284)
The following items are tagged commitment.
Adapted from “Deadline Pressure: Use it to Your Advantage,” by Don A. Moore (professor, Carnegie Mellon University), first published in the Negotiation newsletter.
In the summer of 1988, National Basketball Association (NBA) team owners and players were at loggerheads over their new contract. At midnight on June 30, the owners declared a lockout, halting preparations for
Adapted from “Walk the Line: Ethical Dilemmas in Negotiation,” by Roy J. Lewicki (Professor, The Ohio State University), first published in the Negotiation newsletter.
After buying a new car, you’re eager to sell your old car. It looks well kept, but you had problems with the engine last winter. Now it’s late summer. Should
To better understand the teaching needs of the mediation community, Negotiation Pedagogy at the Program on Negotiation (NP@PON) organized a Mediation Pedagogy Conference in May of 2009. In advance of the conference, an 18-question online survey was sent to the 175 conference presenters and registered participants. The 75% response rate allowed us to illuminate important
Adapted from “Have You Negotiated How You’ll Negotiate?” by Robert C. Bordone, Professor, and Gillien S. Todd, Lecturer, Harvard Law School.
Breakdowns in negotiation are common. In the face of impasse at the bargaining table, managers are quick to blame either the challenges of the issues being negotiated or the hard-line tactics of the opposing parties.
Adapted from “Don’t Like Surprises? Hedge Your Bets with Contingent Agreements,” by Lawrence Susskind, Professor, Massachusetts Institute of Technology.
A town government and a private fuel-oil company have a standing contract that they have renewed for several years in a row. The contract is again up for renewal, and the town manager is under pressure from
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.
Negotiation Workshop A (LAW 44100A)
HARVARD LAW SCHOOL
WINTER/SPRING 2013
Instructor:
Robert Mnookin
Hauser 416
617-495-1684
Most lawyers, irrespective of their specialty, must negotiate. Litigators resolve far more disputes through negotiation than by trials. Business lawyers — whether putting together a start-up company, arranging venture financing, or preparing an initial public offering — are called upon to negotiate on behalf of their
Negotiation and Theory
BOSTON UNIVERSITY LAW SCHOOL
NOT OFFERED 2012-2013
Instructor:
John David Ferrer
617-353-3115
This course will explore in detail the fundamentals of negotiations and will teach students to apply them to actual life problems. Effective negotiation techniques will be studied and students will work through several problems that will progress in difficulty as the course develops. They will start
The PON Clearinghouse offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Multimode, Inc. is a two-party intra-organization negotiation between a company’s financial and human resources officers regarding the amount of a budget increase.
SCENARIO: T. Boyd, a Vice President of Budget and Finance at Multimode, Inc., (a manufacturing firm)
The PON Clearinghouse offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. The Pepulator Pricing Exercise is a two-team, scoreable, multiple round, “prisoner’s dilemma”-style negotiation between representatives of two companies over the monthly price for fictional products called “pepulators”.
SCENARIO: The pepulator market is controlled by two giant
Taught by world-renowned professors, distinguished thought leaders and best-selling authors.
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