The following items are tagged Emotions.
Adapted from “Resolve Hot Topics with Cooler Heads,” first published in the Negotiation newsletter, May 2007.
Negotiating effectively with colleagues can be more challenging than dealing with outsiders. Conventional wisdom advises addressing team conflict by staying focused on tasks and avoiding relationship issues. Yet a study by Harvard Business School professor Amy Edmondson and Diana McLain
Adapted from “Negotiating with All Your Senses,” first published in the Negotiation newsletter, December 2010.
When we’re deciding whether to trust a counterpart, his facial expressions matter a great deal, suggests a study by Jeroen Stouten of the University of Leuven, Belgium, and David De Cremer of the Rotterdam School of Management, the Netherlands.
In
Bargaining with the Devil
A PON Webinar
with
Professor Robert Mnookin
Samuel Williston Professor of Law, Harvard Law School
Chair, Program on Negotiation Executive Committee
Date: Tuesday, October 4, 2011
Time: 1:00 PM to 2:15 PM ET
Adapted from “How Mood Affects Negotiator Trust,” first published in the Negotiation newsletter, September 2006.
Social psychologists are learning a great deal about the connections among emotions, negotiation strategies, and decision making. Negotiation contributor Jennifer S. Lerner of Carnegie Mellon University and her colleagues have identified two critical themes. First, they have studied the carryover of
Adapted from “Are You Prepared for Dirty Tricks?” first published in the Negotiation newsletter, August 2010.
Should you simply refuse to negotiate with someone you know has lied to you?
Consider the results of a 1998 survey of 750 MBA students by researchers Robert J. Robinson, Roy J. Lewicki, and Eileen M. Donohue. Most of the
Adapted from “Should You Do Business with the Enemy?” first published in the Negotiation newsletter, March 2010.
At one time or another, most of us have faced the prospect of negotiating with a sworn enemy—whether a “greedy” sibling, an “evil” ex-spouse, or an “immoral” company. There is no right or wrong answer to the question
Adapted from “The Lasting Influence of Emotions,” first published in the Negotiation newsletter, April 2010.
Psychologists have long known that an emotion triggered in one realm—anger over an argument at home, for example—can affect how we behave in a subsequent situation, including a negotiation. Such incidental, or unrelated, emotions might influence how fully we trust someone
Adapted from “Damage Control for Disappointing Results,” first published in the Negotiation newsletter, March 2011.
Following what he described as the “shellacking” he and congressional Democrats received during the 2010 midterm elections, President Barack Obama invited GOP leaders of the lame-duck Congress to meet with him at the White House. The leaders postponed the president’s invitation
Negotiation is not only something we do at work; often the toughest negotiations we encounter are in our personal lives. In a recent Wall Street Journal article, Daniel Shapiro, Associate Director of the Harvard Negotiation Project and a faculty affiliate with the Program on Negotiation, offers some suggestions on how negotiation skills can be used to repair friendships that are strained or broken. To start, suggests Shapiro, don’t assume that the other party is going to be ready right away to return to a close relationship. By listening closely to the concerns and feelings expressed by a friend, and understanding their perspective, one can begin to rebuild trust, a key component in any relationship.
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
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