The following items are tagged counterparts.
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 “The Darker Side of Perspective Taking,” first published in the Negotiation newsletter, April 2007.
Many negotiation experts recommend that you try to take the other party’s perspective, particularly when attempting to resolve disputes. Research by Nicholas Epley of the University of Chicago and Eugene Caruso and Max Bazerman of Harvard University suggests a dark
Adapted from “During the Gold Rush: Negotiating in China,” by Ray Friedman (professor, Vanderbilt University), first published in the Negotiation newsletter, February 2007.
China is a vast, rapidly changing country bursting with economic opportunity for locals and foreigners alike. Since market reforms began in 1979, real GDP growth has averaged 9% annually; the Chinese economy is
Adapted from “When You’re Tempted to Deceive,” by Ann E. Tenbrunsel (professor, the University of Notre Dame) and Kristina A. Diekmann (professor, University of Utah), first published in the Negotiation newsletter, July 2007.
To ensure that you negotiate ethically, you’ll need to identify ethical dilemmas and view unethical behavior clearly. Four guidelines will help you meet
Adapted from “In Negotiation, Think Before You ‘Blink’,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter, October 2006.
Most experienced negotiators trust their instincts. They believe they can identify a good business opportunity within five minutes. They think they can quickly assess whether a salesperson is honest. And if
Adapted from “The Robin Hood Effect in Negotiation,” first published in the Negotiation newsletter, March 2009.
Business transactions often occur between people of different socioeconomic levels, and our choice of clothing, cars, and other material possessions can signal such differences. We may attempt to treat everyone equally in our negotiations, but do we always succeed?
Just as
Adapted from “Negotiating with Chameleons,” first published in the Negotiation newsletter, April 2007.
Like the title character in Woody Allen’s movie Zelig, some people smoothly adopt the manner and attitudes of those around them. Due to the lengths such chameleons go to alter their behavior, contemporary psychologists have dubbed them high “self-monitors.”
Whether you think of self-monitors
Adapted from “The Crucial First Five Minutes,” first published in the Negotiation newsletter, October 2007.
Your designated meeting place can have a critical impact on talks. When you don’t have a choice about where to meet, be aware that situational factors may color your judgment. For instance, the visual cues of a car lot—flashy banners, cheerful
Adapted from “Negotiating Differences: How Contrasting Styles Affect Outcomes,” by Laurie R. Weingart (professor, Carnegie Mellon University), first published in the Negotiation newsletter, January 2007.
How would you describe your negotiating style? Are you a cooperative negotiator who focuses on crafting agreements that benefit everyone, or do you actively compete to get a better deal than
Adapted from “The Enduring Power of Anchors,” first published in the Negotiation newsletter, October 2006.
In the Negotiation newsletter, we have reviewed the anchoring effect—the tendency for negotiators to be overly influenced by the other side’s opening bid, however arbitrary. When your opponent makes an inappropriate bid on your house, you’re nonetheless likely to begin searching
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