What to do when you’ve done everything right, but you still don’t have an agreement.
The process by which parties discuss and deal with the elements of a negotiation. (Michael L. Moffitt and Robert C. Bordone, eds., Handbook of Dispute Resolution [Program on Negotiation/Jossey-Bass, 2005], 284)
The following items are tagged communication.
To Capture the Force, Be Patient: The Disney-Lucas Arts Deal
In Negotiation, Put Your Best Foot Forward
Will a Team Approach Work? Consider the Culture
Complexity Personified: International Standards Negotiations from a Microsoft Manager’s Perspective
On April 3, 2013, the Program on Negotiation hosted Jason Matusow, General Manager of International Standards at Microsoft, for a lunch seminar. His talk, titled “Complexity Personified: International Standards Negotiations from a Microsoft Manager’s Perspective,” covered the myriad of challenges that can arise when managing both
At last, the deal is done. After 18 months of negotiation, eight trips across the country, and countless meetings, you’ve finally signed a contract creating a joint venture with a Silicon Valley firm to manufacture imaging devices using your technology and their engineering.
The contract is clear and precise. It covers all the contingencies and has strong enforcement mechanisms. You’ve given your company a solid foundation for a profitable new business. As you file the contract, a question dawns on you: Now what?
With thorough preparation, the help of a trained mediator, and useful reports from subgroups, participants in a multiparty negotiation should be able to find their way to the trading zone. Once they’ve arrived, the next step is to work together to ensure that everyone’s interests are met.
Lessons from the New Wave of High-Stakes Deals
Satisfied Employees, Satisfied Customers
When Setting Goals, Beware Backlash
Here are some concrete guidelines for fostering a strong relationship between negotiating partners drawn from The Global Negotiator: Making, Managing, and Mending Deals Around the World in the 21st Century.
An American company and a Japanese company formed a joint-venture to manufacture gauges and measurement equipment for sale in Asia.
Microsoft’s General Manager of International Standards, Jason Matusow, will present his view of the dynamics of technology standards creation and what it means to lead a team of professional technology diplomats who focus on the 100+ country international standards environment. Mr. Matusow’s team is globally distributed and engaged in a broad spectrum of technology subjects such as cloud computing and cyber security. The discussion will focus on the practical implications of negotiation skills and practices that have a direct impact on the results of his team’s work.
In the mid-1990s, a young JD/MBA student at Harvard was writing a case study about a railroad deal that was ongoing at the time. Somewhat to his surprise, he landed an interview with Bruce Wasserstein, the renowned dealmaker who had pioneered the hostile takeover, and who was a consultant in the railroad negotiations.
It was a fascinating conversation, the student remembers.
“I began to recognize that sophisticated dealmakers play the game at a different level – like a chess game instead of trying to scream and yell louder than others in the room.
“Rather than a frontal assault, sophisticated dealmakers engage in a carefully thought-through sequencing strategy: Get all the pieces lined up, to the point where when you go in the room, it’s basically a done deal.”
Like many of us, this student was hooked by the sweet art of negotiation … and he went on to become a world-renowned dealmaker, instrumental in megadeals such as Oracle’s $10.3 billion hostile takeover bid for PeopleSoft, Cox Enterprises’ $8.9 billion freeze-out of minority shareholders in Cox Communications, the $6.6 billion leveraged buyout of Toys “R” Us, and Exelon’s $8.0 billion hostile takeover bid for NRG.