The things one side gives up in order to deescalate or resolve a conflict. They may simply be points in an argument, a reduction in demands, or a softening of one side’s position. (from http://www.colorado.edu/conflict/peace/glossary.htm
The following items are tagged concessions.
Lawrence Susskind (Ford Professor of Urban and Environmental Planning, Massachusetts Institute of Technology)
“Win-win” has become a popular term in the field of negotiation, but many people have mis-perceptions about what it actually means. In this blog post, Professor Lawrence Susskind, a member of PON’s Executive Committee, clarifies that a “win-win” negotiated outcome is
Adapted from “Master the Art and Science of Haggling,” first published in the Negotiation newsletter, August 2009.
Businesses that never would have considered negotiating with customers before the global economic crisis are now willing, even eager, to make a deal. Just like the prices of houses, cars, and other big-ticket items, the prices of furniture, electronics,
Robert Kraft, owner of the New England Patriots, was by all accounts a major factor in getting the NFL collective bargaining agreement signed earlier this week. To do so, Kraft employed four key negotiation tactics to help the players and owners come to a “win-win” solution.
1) Establish relationships of trust. According to The Boston
Adapted from “Break Down ‘Sacred’ Barriers to Agreement,” first published in the Negotiation newsletter, April 2009.
As negotiators, we’re trained to believe that almost every issue is ripe for tradeoffs and concessions. At the same time, most of us hold core values that we believe to be non-negotiable. Your family’s welfare, your personal code of ethics,
Who achieves the best negotiated outcomes: strangers, friends, or romantic partners? In a 1993 negotiation simulation, Margaret Neale of Stanford University and Kathleen McGinn found that pairs of friends achieved higher joint gains than married couples and pairs of strangers.
Along with their colleague Elizabeth Mannix of Cornell University, the researchers suggest that a “curvilinear relationship” exists between the strength of the tie between negotiating partners and the gains they achieve. Specifically, negotiating friends and couples have an edge over strangers by virtue of their knowledge of the other side’s preferences. Yet couples may be so averse to conflict that they are less successful than friends at capitalizing on differences.
Watch the video of the PON Brown Bag Lunch:
The Dynamics of Nonviolent Power:
Egypt, Tunisia and beyond
with
Hardy Merriman
Senior Advisor at the International Center on Nonviolent Conflict (ICNC)
Recorded: April 20, 2011
Click here to watch the video:
http://www.law.harvard.edu/media/2011/04/20_pon.mov
About the Event: The Dynamics of Nonviolent Power: Egypt, Tunisia and Beyond
By: Carrie O’Neil, PON Research Assistant
What makes nonviolent, civilian-based movements
Successful negotiators work hard to ensure that when they and their counterpart leave a negotiation, both sides feel satisfied with the agreement. Why should you care whether the other side is pleased with the deal or not? First, because satisfied negotiators are more likely to uphold the terms of a deal. Even a lengthy contract cannot cover every possible contingency, and the costs of enforcement are high.
Adapted from “Is Your Counterpart Irrational…Really?” by Deepak Malhotra (professor, Harvard Business School), first published in the Negotiation newsletter, March 2006.
Negotiators often struggle with the task of bargaining with those who behave rashly, reason poorly, and act in ways that contradict their own self-interest. But as it turns out, behavior that negotiators often view as
Adapted from “The Downside of Anger,” first published in the Negotiation newsletter.
According to conventional wisdom, responding angrily to another negotiator’s offer sometimes helps you get more of what you want.
This notion is confirmed by some recent studies. In 2004, for example, professor Gerben A. van Kleef of the University of Amsterdam and his colleagues
Adapted from “Stubborn or Irrational? How to Cope with a Difficult Negotiating Partner,” by Lawrence Susskind (professor, Massachusetts Institute of Technology), first published in the Negotiation newsletter.
Suppose you’re an experienced salesperson entering into negotiations for a contract renewal with a company you’ve successfully done business with for years. Recently, your counterpart at the other company
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