distributive bargaining

The following items are tagged distributive bargaining.

The Program on Negotiation at Harvard Law School: Three Decades of Scholarship and Practice

Posted by & filed under Negotiation Skills.

Founded in 1983, the Program on Negotiation at Harvard Law School is a pioneer in the fields of negotiation, mediation, and alternative dispute resolution.

In commemoration of the program’s 30th anniversary this year, the Program on Negotiation is proud to present a video describing many of PON’s various educational and research activities.

According to Chair Robert Mnookin, at its core the Program on Negotiation is devoted to improving the theory and practice of negotiation and dispute resolution.

Training for Non-Face-to-Face Negotiations

Posted by & filed under Pedagogy.

Negotiating by email poses a set of challenges that one doesn’t often encounter in face-to-face negotiations.

Without the benefit of seeing your counterpart’s body language, what one person might intend to be a straightforward request the other might perceive to be rude.

A legitimate delay responding to an email offer by one party might be construed by the other as a dirty negotiating tactic. If the subject matter being negotiated has an emotional element, the lack of seeing the other party’s facial expression could lead to big misunderstandings.

Conflict Off the Rink: The NHL Negotiations

Posted by & filed under Conflict Management.

Negotiations for a new collective bargaining agreement (CBA) between the National Hockey League Player’s Association (NHLPA) and the NHL’s team owners took a tumultuous turn in mid-August, a month before the current agreement’s looming expiration date of September 15.

Expanding the Pie – Integrative Bargaining versus Distributive Bargaining

Posted by & filed under Negotiation Skills.

Imagine that you are buying a used car from its original owner. Of course, you want to get the best deal you can for your money, while your counterpart wants to maximize the value of his asset. After haggling with one another, each side finally arrives at a price point acceptable to both parties.

The above scenario is common in many transactional negotiations: you play your cards close and share as little information as needed to achieve the end goal.