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.
Adapted from “Negotiate Better Relationships with Your Children,” first published in the Negotiation newsletter.
Getting a good night’s sleep and eating a healthy dinner might seem like obvious goals for parents to have for their young children, but kids won’t always agree. When faced with back talk, tantrums, and tears, most parents vacillate between laying down
Adapted from “Turn Disputes into Deals,” by by Robert H. Mnookin (professor, Harvard Law School) first published in the Negotiation newsletter.
In 1982, writer and movie producer Art Buchwald wrote a screen treatment that his partner, Alain Bernheim, pitched to Paramount Pictures. Settling upon the title King for a Day, Paramount and Bernheim entered into an
Adapted from “The View from the Other Side of the Table,” by Adam D. Galinsky (Northwestern University), William W. Maddux (professor, INSEAD), and Gillian Ku (professor, London Business School)first published in the Negotiation newsletter.
Believe it or not, you can become a better negotiator simply by learning how to effectively mirror your opponent. Psychologist Tanya Chartrand
Adapted from “When More Is Less,” first published in the Negotiation newsletter.
It’s an article of faith in negotiation that expanding the pie of value enhances parties’ welfare. When there’s only one issue on the bargaining table, the size of the pie is fixed. If one party gets more, the other party must get less. But
Adapted from “Beyond Salary: Negotiating for Job Satisfaction and Success,” first published in the Negotiation newsletter.
Most people enter employment negotiations assuming that compensation and benefits are the only issues on the table, according to Negotiation editorial board member David Lax. By contrast, enlightened job seekers realize these concerns are only part of the picture. In
Adapted from “Threat Response at the Bargaining Table,” first published in the Negotiation newsletter.
Consider how you would respond to threats and ultimatums such as these during a negotiation:
• “If you try to back out, you’ll never work in this industry again.”
• “Give us what we want, or we’ll see you in court.”
• “That’s our final
Adapted from “Faultlines in Group Negotiation,” first published in the Negotiation newsletter.
Group negotiations are a fact of managerial life, yet the outcomes of teamwork are highly unpredictable. Sometimes groups cohere, reaching novel solutions to nagging problems, and sometimes infighting causes them to collapse. How can you predict when conflict will emerge in groups, and what
Adapted from “Make Your Weak Position Strong,” by Deepak Malhotra (professor, Harvard Business School), first published in the Negotiation newsletter.
A common complaint among managers and executives who attend negotiation courses and seminars is that they don’t learn enough about negotiating from a position of weakness. What can you do when you have a weak BATNA,
Adapted from “When You Mean No, Say So!” first published in the Negotiation newsletter.
Too often, we say yes when we shouldn’t. Wanting to be team players at work, we postpone a family vacation. Or we pitch in on a community project when we have no time for it. In the short term, we please whoever
Adapted from “How Much Should You Trust?” by Iris Bohnet (professor, Harvard Kennedy School) and Stephan Meier (professor, Columbia Business School), first published in the Negotiation newsletter.
What’s the best way to cope with a fellow negotiator who has betrayed your trust? Ignoring the problem is rarely the best solution.
When you distrust someone, you’re forced to
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