Cooperation (sometimes written co-operation or coöperation[1]) is the process of working or acting together. In its simplest form it involves things working in harmony, while in its more complicated forms, it can involve something as complex as the inner workings of a human being or even the social patterns of a nation. It is the opposite of working separately in competition. Cooperation can also be accomplished by computers, which can handle shared resources simultaneously, while sharing processor time.
The following items are tagged cooperation.
About the PON Summer Fellowship Program:
PON offers fellowship grants to students at Harvard University, MIT, Tufts University and other Boston-area schools who are doing internships or undertaking summer research projects in negotiation and dispute resolution in partnership with public, non-profit or academic organizations. The Summer Fellowship Program’s emphasis is on advancing the links between
Adapted from “Putting More on the Table: How Making Multiple Offers Can Increase the Final Value of the Deal,” by Victoria Husted Medvec and Adam D. Galinsky (professors, Northwestern University), first published in the Negotiation newsletter.
Suppose you open talks with an important customer by making an aggressive first offer. He becomes offended. You back off
Adapted from “The Deal Is Done—Now What?” by Jeswald W. Salacuse (professor, Tufts University). First published in the Negotiation newsletter.
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. It’s clear and precise. It covers all the contingencies and has
Dr Paula Gutlove is Professor of Negotiation and Conflict Management Practice at the Simmons College School of Management, and Deputy Director of the Institute for Resource and Security Studies (IRSS). At IRSS she founded and directs the international project, Health Bridges for Peace. This project links health care with the prevention and resolution of inter-communal
The PON Brown Bag Lunch Series Presents:
Nuclear Negotiations with Russia
with Assistant Secretary of State &
Chief Negotiator of the New START Treaty
Rose Gottemoeller
Facilitated by:
HLS Professor Robert Bordone,
Director, Harvard Negotiation and Mediation Clinical Program
Date: February 25, 2011
Time: 12:00PM to 1:30PM
Where: Hauser Hall, Room 105, Harvard Law School Campus
Join the Program on Negotiation
Adapted from “Strategies for Overcoming E-Mail’s Weaknesses,” first published in the Negotiation newsletter.
Negotiators communicating via e-mail can easily be blinded to the medium’s pitfalls. In her research, professor Janice Nadler of Northwestern University Law School confirms that the “impoverished” nature of e-mail—its dearth of physical, social, and vocal cues—often leads to misunderstandings, ambiguous messages, and
Adapted from “Build the Right Connection,” by Jeswald Salacuse (professor, Tufts University), first published in the Negotiation newsletter.
To hold the attention of your counterparts, you need to connect with them as early as possible in the negotiation. A human connection with the other side not only distinguishes you from your competitors and other parties they
On December 6, 2010, faculty and associates from the Program on Negotiation at Harvard Law School met at a private lunch with Norway’s Foreign Minister, Jonas Gahr Store, and the ambassador of Norway to the U.S., Wegger Chr. Strommen. At the meeting, the Foreign Minister described how he helped bring decades of negotiation with the
Adapted from “Emotional Strategy” by Margaret A. Neale (professor, Stanford University), first published in the Negotiation newsletter.
Most negotiations require us both to compete to claim value and to cooperate to create value. The ability to move back and forth between these two goals is a critical—and difficult—skill.
How do emotions affect value creation and claiming? Researchers
Adapted from “When You Assume Too Much,” first published in the Negotiation newsletter.
Decision makers often overlook others’ viewpoints. When we do take others’ thinking into account, we tend to assume that they know as much as we do. For this reason, marketing experts are generally worse than nonexpert consumers at predicting the beliefs, values, and
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