A framework for describing how to apply interest-based negotiation techniques to conversations and dilemmas in daily life. According to this framework, underlying every difficult conversation are actually three deeper conversations. (Douglas Stone, Bruce Patton and Sheila Heen, Difficult Conversations [Viking/Penguin, 1999], 7). Also see Òthree conversationsÓ.
The following items are tagged difficult conversation.
Director
James K. Sebenius
Founder and Director Emeritus
Roger Fisher
Associate Director
Daniel L. Shapiro
Global Negotiation
William Ury, Co-founder
Joshua Weiss, Co-founder
Distinguished Fellow
Bruce Patton
Fellow
Jason Cheng Qian
Senior Adviser
Mark Gordon
Affiliates
Sheila Heen
Douglas Stone
The Project, or HNP as it is commonly known, was created in 1979 and was one of the founding organizations of the Program on Negotiation consortium. The work of faculty, staff, and students
The notion that all difficult conversations carry a common underlying structure that can be divided into three distinguishable categories or “conversations”; 1) The “What Happened?” Conversation, 2) the Feelings Conversation, 3) and the Identity Conversation. (Douglas Stone, Bruce Patton and Sheila Heen, Difficult Conversations [Viking/Penguin, 1999], 4, 7)
The part of a “difficult conversation” that addresses disagreements about what has happened or what should happen, who’s right and who’s wrong. (Douglas Stone, Bruce Patton and Sheila Heen, Difficult Conversations [Viking/Penguin, 1999], 7)
The part of a “difficult conversation” that we have with ourselves about what a problematic situation means to us. This conversation is an internal debate about who we are and how we see ourselves. (Douglas Stone, Bruce Patton and Sheila Heen, Difficult Conversations [Viking/Penguin, 1999], 8,14)
The part of a “difficult conversation” that asks and answers questions regarding feelings and emotions. (Douglas Stone, Bruce Patton, Sheila Heen, Difficult Conversations [Viking/Penguin, 1999 ], 7)
A framework for describing how to apply interest-based negotiation techniques to conversations and dilemmas in daily life. According to this framework, underlying every difficult conversation are actually three deeper conversations. (Douglas Stone, Bruce Patton and Sheila Heen, Difficult Conversations [Viking/Penguin, 1999], 7). Also see “three conversations”.
Sheila Heen, HLS Lecturer and co-author of Difficult Conversations: How to Discuss What Matters Most, was featured in a CNN.com/living article on ending friendships:
Sheila Heen, a lecturer on negotiation at Harvard Law School, advises: If you’ve made a decision to end a friendship, stick with it and enforce boundaries, she says.
Read the full article at
NP@PON held a one-day Negotiation Pedagogy Workshop on Saturday, December 8, 2007. The workshop took place on the Harvard Law School campus in Cambridge, Massachusetts, and featured sessions on new and lesser-known negotiation teaching tools as well as on broader curriculum design and educational principles. The workshop was open to the public and geared toward those who teach negotiation and dispute resolution at the graduate and undergraduate level. We expect to offer a follow up workshop in 2009.
When negotiations become difficult, emotions often escalate and negotiations break down. To overcome barriers and turn negotiations from difficult to collaborative, you must first understand the interpersonal dynamics at play. In this program, you will examine insights, views, assumptions, and behaviors and learn how to modify deeply held assumptions and behaviors that often inhibit successful negotiations.
Redoing the Deal: Regenerating an agreement is different from hammering it out from scratch. Your tactics should change accordingly
Borrowing from Baseball: The Surprising Benefits of Final-Offer Arbitration. It’s a satisfying paradox; agreeing to final-offer arbitration boosts the likelihood of a negotiated resolution – and actually decreases the chances that you’ll need to hire an
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Women and Negotiation