The following items are tagged decision-making.
Adapted from “How ‘Close Calls’ Can Hurt You,” first published in the Negotiation newsletter, October 2009.
In the early 1990s, NASA managers and engineers were warned by an expert in risk analysis that the heat-resistant tiles that protected space shuttles during reentry into Earth’s atmosphere could be damaged by debris from the insulating foam on the
Adapted from “Test Your Negotiation Smarts,” first published in the Negotiation newsletter, February 2007.
A provocative study indicates that decisions involving risk and return hinge on our basic intelligence, particularly our resistance to leaping at the intuitively “right” answer. Shane Frederick, an assistant professor at the Sloan School of Management, gave subjects a quick, three-question test.
Adapted from “Is Time on Your Side?” first published in the Negotiation newsletter, May 2007.
A difficult negotiation looms on the horizon—say, next year’s allocation of resources across divisions or your family’s summer vacation destination. Should you negotiate now or wait? Professors Marlone Henderson, Yaacov Trope and Peter Carnevale of New York University provide experimental
Max H. Bazerman (Jesse Isidor Straus Professor of Business Administration, Harvard Business School) and Dolly Chugh (Assistant Professor, Department of Management and Organizations, New York University Stern School of Business )
What causes even highly intelligent, focused professionals to miss glaring warning signs and render bad, risky or unethical decisions? In this article, the authors discuss
The Program on Negotiation Graduate Research Fellowships are designed to encourage young scholars from the social sciences and professional disciplines to pursue theoretical, empirical, and/or applied research in negotiation and dispute resolution. Consistent with the PON goal of fostering the development of the next generation of scholars, this program provides support for one year of dissertation research and writing in negotiation and related topics in alternative dispute resolution, as well as giving fellows an opportunity to immerse themselves in the diverse array of resources available at PON.
We are very excited to have three new fellows join us this fall:
Adapted from “Hidden Roadblocks in Cross-border Talks,” by James K. Sebenius (professor, Harvard Business School), first published in the Negotiation newsletter, September 2009.
Imagine you are leading a team that will soon be negotiating for the first time in several foreign countries. You’ve researched likely cultural factors, such as differences in etiquette or risk taking, while
Adapted from “Option Overload? Manage the Options on the Table,” by Chris Guthrie (professor, Vanderbilt University Law School), first published in the Negotiation newsletter, August 2007.
When choosing among multiple options, negotiators should identify and evaluate the relevant attributes of each option and, if possible, make tradeoffs among them. This approach requires us to factor in
Adapted from “Leading Horses to Water,” first published in the Negotiation newsletter.
The hardest step in negotiation is often the first. Costly lawsuits can drag on if everyone is afraid to be the first to blink. Prospective buyers and sellers can waste endless hours dancing around a possible deal. And in collective bargaining, labor and management
David Fairman is Managing Director at the Consensus Building Institute (CBI), Associate Director of the MIT-Harvard Public Disputes Program, and Lecturer in MIT’s Department of Urban Studies and Planning. He holds a Ph.D. in Political Science from MIT and a B.A. from Harvard College. At MIT, his academic focus is the application of negotiation and
Francesca Gino is an associate professor of business administration in the Negotiations, Organizations & Markets Unit. She teaches Negotiation in the MBA elective curriculum and in Executive Education programs at the School. She also co-teaches a PhD course on Decision Making and Ethics.
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