An approach to negotiation that emphasizes assertiveness over empathy. Competitive negotiators have winning as a goal, and enjoy feeling purposeful and in control. They also may seek to control the agenda and frame the issues in a negotiation, perhaps resorting to intimidation or bullying to get the biggest slice of the pie. (Robert H. Mnookin, Scott R. Peppet and Andrew S. Tulumello, Beyond Winning [Belknap Press, 2004], 51)
The following items are tagged competition.
Adapted from the Negotiation newsletter.
Imagine an upcoming negotiation. How will you respond if your opponent seems bent on provoking an argument? If you’re like most people, you’ll have difficulty predicting your precise response. Professor Dan Gilbert of Harvard University found that when asked how a positive or negative event will affect their happiness, people accurately
Adapted from “Want to Pull Ahead of the Competition?” by Michael Wheeler (professor, Harvard Business School), first published in the Negotiation newsletter.
Lots of people have great ideas for new products and services, but most lack the imagination and doggedness to actually get them launched. Darren Rovell is a notable exception. As a college student, he
Adapted from “Do the Numbers Get in Your Way?” by Brian J. Hall (professor, Harvard Business School) and P. Trent Staats (vice president, Verenium Corp.), first published in the Negotiation newsletter.
Consider the customer support center that sought to increase the number of calls it could process per hour without increasing its capacity. When the call
Adapted from “How to Win an Auction—and Avoid the Sinking Feeling that You Overbid,” first published in the Negotiation newsletter.
Imagine that at the beginning of class, a professor produces a jar full of coins and announces that he is auctioning it off. Students can write down a bid, he explains, and the highest bidder will
Adapted from “Negotiation, Envy, and Lies,” first published in the Negotiation newsletter.
Negotiation researchers have refuted the widespread belief that some people are honest negotiators and others are not. Rather, because people respond strongly to their environment, ethical standards often vary depending on the context. For example, many negotiators strive to tell the truth—unless they believe
DAVID LAX is Managing Principal of Lax Sebenius LLC, a firm that assists companies and governments in complex negotiations and competitive bidding. Dr. Lax was a professor at the Harvard Business School and in 1982, he co-founded the Negotiation Roundtable, an ongoing forum in which hundreds of negotiations have been examined to extract their most valuable lessons.
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 PON Clearinghouse offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Negotiating Budget Cuts at Newtowne Hospital is a six-person negotiation among hospital administration and employee representatives to reach consensus on budget cuts in three departments.
SCENARIO:
Dr. Van Hagen, a distinguished heart surgeon, will soon join the staff at Newtowne Hospital,
The Clearinghouse at PON offers hundreds of role simulations, from two-party, single-issue negotiations to complex multi-party exercises. Teflex Products is a five-party, multi-issue negotiation among representatives of a pharmaceutical company, a medical drug manufacturer, and three consumer organizations over the delayed release of a new drug.
SCENARIO:
Midland Pharmaceutical Company has developed Renaid, a breakthrough drug that
Adapted from “Taming Hard Bargainers,” by Robert C. Bordone (professor, Harvard Law School), first published in the Negotiation newsletter.
Suppose you’re about to face off with an “old school” negotiator whose reputation for hard bargaining precedes him. You know you’re supposed to adopt a collaborative approach for the best results, but what about when the other
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